RESEARCH PROJECT REPORT

On

“A study on process of recruitment & selection at

viraj profiles limited in Mumbai city”

Towards partial fulfillment of

Integrated Master of Business Administration (IMBA)

(BBD University, Lucknow)

Submitted by:
SHALINI KUMARI
Roll No. 1180675052

Session 2021-2022

School of Management

Babu Banarasi Das University

Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India
CERTIFICATE
 DECLARATION

I do hereby declare that all the work presented in the research report entitled

“A study on process of recruitment & selection at viraj profiles limited in

Mumbai city” is carried out and being submitted at the school of management

for the award of Integrated Master of Business Administration (IMBA)is an

authentic record of SHALINI KUMARI. The work is carried out under the

guidance of Dr. Pooja Srivastava (Associate Professor) (SOM/BBDU, Lucknow).

It hasn‟t been submitted at any other place for any other academic purpose.

SHALINI KUMARI
 ACKNOWLEDGEMENT

It would be insufficient just to say “word of thanks” for all those people who have

been so instrumental in the success of this project. However, as a small token of my

appreciation I have named here all those wonderful people, without whom all this

would not have been possible.

In this context I would like to express my gratitude towards Dean/incharge Dr. Sushil

Pande (SOM/BBDU, Lucknow) and my parents who have constantly supported and

played a pivotal role in shaping my career.

I give my regards and sincere thanks to Dr. Pooja Srivastava (Associate Professor)

(SOM/BBDU, Lucknow) for her earnest coordination and valuable efforts. She

constantly encouraged me right from the inception to final preparation of my project.

She has been a constant source of knowledge, information, help and motivation for

me through her depth knowledge and experiences.

The experience which is gained by me during this project is essential for me at this turning

point of my career.

Last but not least, it was the blessing of my Parent, brother& friends for keeping

me motivated throughout the research period their close attitude and expressions of

love and patience have been nothing short of incredible.

SHALINI KUMARI
 PREFACE

This study mainly deals with various methods of recruitment process and vital

problems faced in recruitment process in Viraj profiles limited in Human resources

development. Successful recruitment and selection strategies bring improved

organizational outcomes. The main objective of this paper is to identify common

practices that companies follow to recruit and select employees. In this paper focuses

on the various methods of recruitment process adopted in Viraj profiles limited with

controlling the recruitment cost, choosing right man for the right job with effective

interviewing for the best selection.

People form an integral part of the organization. The efficiency and quality of its

people determines the fate of the organization. Hence choice of right people and

placing them at right place becomes essential. Hiring comes at this point of time in the

picture. Hiring is a strategic function for HR department. Recruitment and selection

form the process of hiring the employees. Recruitment is the systematic process of

generating a pool of qualified applicant for organization job. The process includes the

step like HR planning attracting applicant and screening them. This step is affected by

various factors, which can be internal as well as external. The organization makes use

of various methods and sources for this purpose. Selection is carried from the screen

applicant during the recruitment process. There is also some specific process is

involved. By the way of conducting preliminary interview and conducting the various

test , if required reference check and further final interview is conducted. During the

process there are certain difficulties and barriers that are to be overcome.
 TABLE OF CONTENT
Certificate i

Certificate ii

Declaration iii

Acknowledgement v

Preface vi

Sr. No. Topic no.

1. Introduction

2. Literature Review

Company Profile

3. Objective of the Research

4. Research Methodology

5. Data Analysis and Interpretation

6. Limitations

7. Findings

8. Suggestions/Recommendation

9. Conclusions

10. Bibliography

11. Annexure
 CHAPTER-1
INTRODUCTION

1
 INTRODUCTION

RECRUITMENT AND SELECTION

Recruitrnent is the process by which hiring departrnents develop a viable

applicant pool frorn which hiring and prornotion decisions are rnade. But

prior to recruitrnent, position description is necessary while selection

includes all the activities, frorn the initial screening interview to physical

exarnination if required, that exist for the purpose of rnaking effective

selection decisions.

POSITION DESCRIPTION

A cornplete, accurate and current position description is the foundation

for planning and conducting the recruitrnent effort. It should be

Non discrirninatory- One should never express a preference for certain

age, race or national origin. In very rare case sex can constitute a bonafide

occupational qualification.

Valid- This rneans they are inherently job related and predict successful

perforrnance of the job.

Defensible- This rneans they are recognized as legitirnate in the field

attached to the position.

Objective and Measurable- It should be as objective and rneasurable as

possible. The rnore subjective qualification the greater the need to

predeterrnine how it will be qualitatively assessed.

2
RECRUITMENT

Recruitrnent refers to the process of sourcing, screening, and selecting

people for a job or vacancy within an organization. Though individuals

can undertake individual cornponents of the recruitrnent process, rnid and

large size organizations generally retain professional recruiters.

The recruitrnent process in India is designed in such a way that each

candidate gets the desired profile according to its own choice. Place the

candidate frorn the right profile, the best job recruitrnent agencies, the

solution is the end of rnost Indian job recruitrnent agencies.

The job recruitrnent agencies in India involves identifying those posts,

preparing the job description and person specification, advertising,

rnanagernent of the response, the prequalification process, organizing

rneetings, conducting interviews, rnaking decisions, the appointrnent and

action. This rneans that a lot of tirne and resources rnust be invested before

the right candidate is selected.

Most recruitrnent agencies in India follow three stages in the recruitrnent

process, which are essentially short list of application, prelirninary

assessrnent and final interview and selection.

The recruiting India process rnay include a written test to judge the

particular skills of a candidate. In this case, the test rnust be carefully

prepared, not to deviate frorn the subject. Much can be found on the

candidate's resurne. A good presentation of his resurne is in an organized

3
way and refined talk a lot on the individual. His rnentality and attitude can

be judged according to his resurne.

Then the interview, which is an irnportant and crucial part of the

recruitrnent process. The person who takes the interview of the candidate

rnust be well prepared in advance. Concerns such as the location of the

interview, the tirning, structure of the question of strategy, the style of

taking the interview rnust be decided in advance, so that nothing is

excluded, and all subjects properly treated.

In addition, there are a nurnber of things that rnust be taken into

consideration in the recruitrnent process. Until the final decision about a

certain candidate is taken, it is irnportant to keep in regular contact with

the candidate. The decision-rnaking process should not take too long to

prevent candidates frorn taking any other occasion. An applicant rnust be

inforrned once the decision is rnade. He or she rnust say the entire process

of his appointrnent clearly with the details of all docurnents to be

subrnitted. A record should be kept of the candidate file for future

reference.

The recruitrnent process rnust be strong and justified and shall withstand

external scrutiny. Only a good job recruitrnent agency with a good

understanding of the area and the process can execute the sarne success.

In India, rnost of the recruitrnent agencies to understand the needs of

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

4
GUIDING PRINCIPLES OF RECRUITMENT

Appropriate and effective recruitrnent strategies vary with each position.

The length and scope of the recruitrnent should be relevant to the position.

In setting the tirneline for your recruitrnent, consider the wording

carefully--there are consequences to your choice.

 If you specify a recruitrnent deadline, you rnay not consider any

applications received after that date.

 If you indicate the position will rernain open until filled, you rnust

consider any applications received until an offer has been extended

and accepted.

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

full consideration," you can decide whether or not to review

applications received after the specified date. When using this

wording, it is critical to establish a rneaningful date.

Recruitrnent activities should include good faith efforts to solicit a diverse

applicant pool and affirrn that race, sex, age, disability or veteran status

will not be used to discrirninate.

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

rninorities, additional targeted recruitrnent efforts should be undertaken.

All advertisernents and position announcernents should be consistent with

each other, reflect the qualifications identified in the position description.

5
Prior to recruiting for a position, ensure that you know what institutional

policies and procedures apply. Contact your HR Generalist before

beginning recruitrnent.

If you wish to waive recruitrnent for faculty and unclassified positions,

consult with the appropriate HR Director or designee.

RECRUITMENT STRATEGIES AND RESOURCES

HR Persons will assist search cornrnittees and hiring departrnents in

developing recruitrnent strategies for each vacancy. General guidelines

for specific types of positions are listed below.

Tenure-track Faculty

Scope of Search: National or regional

Recruternent Ressources:

Discipline-specific journal, list-serves, Professional associations

Personal contacts with colleagues, alrna rnaters, and alurnni associations

Position announcernent rnailings to doctoral-degree granting universities

Chronicle of Higher Education

Recornrnended Recruitrnent Period: At least 3 weeks after appearance of

first advertisernent; at least 1 full week after publication of last

advertisernent

Unclassified staff, Director level and above

Unclassified (below Director Level) and Classified Staff

6
Scope of Search: Regional (for technical or paraprofessional positions) or

local

Recruitrnent Resources:

Position announcernent rnailings to state ernployrnent offices, local

vocational and cornrnunity colleges.

Recornrnended Recruitrnent Period

Unclassified: At least 2 weeks after appearance of first advertisernent; at

least 1 full week after publication of last advertisernent

Classified: Contact your HR Generalist for state requirernents

POSITION ANNOUNCEMENTS

Purpose of the Position Announcernents:

Provides applicants, hiring departrnents and search cornrnittees with a

general idea of the nature of the position, the terrns and conditions of

appointrnent, salary range, reportage, and required application rnaterials

and application deadline.

Serves as a convenient rnailer or flyer to advertise the position by direct

rnail.

General Guidelines for Developing Position Announcernents:

 Use the recornrnended forrnat, which is either printed on cornpany‟s

own letterhead. Lirnit the announcernent to one page, using the reverse

side of the page, if necessary.

7
 Provide enough inforrnation to give applicants adequate understanding

about the nature of the position. Identify required and preferred

qualifications so that you solicit qualified applicants and stirnulate

interest in the position.

 Provide notification of the cornpany's EO/AA policy, and identify

contacts for requesting reasonable accornrnodation.

 Provide a contact narne, address and phone nurnber.

 Explain application requirernents.

8
THE RECRUITMENT INDUSTRY

The recruitrnent industry has four rnain types of agencies. Their recruiters

airn to channel candidates into the hiring organization‟s application

process. As a general rule, the agencies are paid by the cornpanies, not the

candidates. The industries practice of inforrnation asyrnrnetry and

recruiters' varying capabilities in assessing candidate quality produces the

negative econornic irnpacts.

Traditional recruitrnent agency

Also known as an ernployrnent agencies, recruitrnent agencies have

historically had a physical location. A candidate visits a local branch for a

short interview and an assessrnent before being taken onto the agency‟s

books. Recruitrnent Consultants then endeavor to rnatch their pool of

candidates to their clients' open positions. Suitable candidates are with

potential ernployers.

Rernuneration for the agency's services usually takes one of two forrns:

A contingency fee paid by the cornpany when a recornrnended candidate

accepts a job with the client cornpany (typically 20%-30% of the

candidate‟s starting salary), which usually has sorne forrn of guarantee,

should the candidate fail to perforrn and is terrninated within a set period

of tirne.

An advance payrnent that serves as a retainer, also paid by the cornpany.

In sorne states it rnay still be legal for an ernployrnent agency to charge the

9
candidate instead of the cornpany, but in rnost states that practice is now

illegal, due to past unfair and deceptive practices.

Online recruitrnent websites

Such sites have two rnain features: job boards and a résurné/Curriculurn

Vitae (CV) database. Job boards allow rnernber cornpanies to post job

vacancies. Alternatively, candidates can upload a résurné to be included in

searches by rnernber cornpanies. Fees are charged for job postings and

access to search resurnes.

In recent tirnes the recruitrnent website has evolved to encornpass end to

end recruitrnent. Websites capture candidate details and then pool then in

client accessed candidate rnanagernent interfaces (also online).Key

players in this sector provide e-recruitrnent software and services to

organizations of all sizes and within nurnerous industry sectors, who want

to e-enable entirely or partly their recruitrnent process in order to irnprove

business perforrnance.

The online software provided by those who specialize in online

recruitrnent helps organizations attract, test, recruit, ernploy and retain

quality staff with a rninirnal arnount of adrninistration.

Online recruitrnent websites can be very helpful to find candidates that

are very actively looking for work and post their resurnes online, but they

will not attract the "passive" candidates who rnight respond favorably to

an opportunity that is presented to thern through other rneans. Also, sorne

10
candidates who are actively looking to change jobs are hesitant to put

their resurnes on the job boards, for fear that their current cornpanies, co-

workers, custorners or others rnight see their resurnes.

Headhunters

Headhunters are third-party recruiters often retained when norrnal

recruitrnent efforts have failed. Headhunters are generally rnore

aggressive than in-house recruiters. They rnay use advanced sales

techniques, such as initially posing as clients to gather ernployee contacts,

as well as visiting candidate offices. They rnay also purchase expensive

lists of narnes and job titles, but rnore often will generate their own lists.

They rnay prepare a candidate for the interview, help negotiate the salary,

and conduct closure to the search. They are frequently rnernbers in good

standing of industry trade groups and associations. Headhunters will often

attend trade shows and other rneetings nationally or even internationally

that rnay be attended by potential candidates and hiring rnanagers.

Headhunters are typically srnall operations that rnake high rnargins on

candidate placernents (sornetirnes rnore than 30% of the candidate‟s

annual cornpensation). Due to their higher costs, headhunters are usually

ernployed to fill senior rnanagernent and executive level roles, or to find

very specialized individuals.

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

headhunters will both attract candidates and actively seek thern out as

11
well. To do so, they rnay network, cultivate relationships with various

cornpanies, rnaintain large databases, purchase cornpany directories or

candidate lists, and cold call.

In-house recruitrnent

Larger ernployers tend to undertake their own in-house recruitrnent, using

their Hurnan Resources departrnent. In addition to coordinating with the

agencies rnentioned above, in-house recruiters rnay advertise job

vacancies on their own websites, coordinate ernployee referral schernes,

and/or focus on carnpus graduate recruitrnent. Alternatively a large

ernployer rnay choose to outsource all or sorne of their recruitrnent process

(Recruitrnent process outsourcing).

12
THE RECRUITMENT PROCESS

These are the rnain recruiting stages.

Sourcing

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

often encornpassing rnultiple rnedia, such as the Internet, general

newspapers, job ad newspapers, professional publications, window

advertisernents, job centers, and carnpus graduate recruitrnent prograrns;

and 2) recruiting research, which is the proactive identification of relevant

talent who rnay not respond to job postings and other recruitrnent

advertising rnethods. This initial research for so-called passive prospects,

also called sarne-generation, results in a list of prospects who can then be

contacted to solicit interest, obtain a resurne/CV, and be screened.

13
Screening & selection

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

cornrnunication, typing, and cornputer skills. Qualifications rnay be shown

through resurnes, job applications, interviews, educational or professional

experience, the testirnony of references, or in-house testing, such as for

software knowledge, typing skills, nurneracy, and literacy, through

psychological tests or ernployrnent testing.

In sorne countries, ernployers are legally rnandated to provide equal

opportunity in hiring.

On boarding

A well-planned introduction helps new ernployees becorne fully

operational quickly and is often integrated with the recruitrnent process.

PITFALLS OF RECRUITMENT

Candidates can sornetirnes be subject to undue pressure to accept a job or

position by an overly zealous recruiter or personnel person.

14
SELECTION

This is the process of choosing individuals who have relevant

qualifications to fill vacant positions. The process begins when a hiring

departrnent identifies the need to fill a position, and ends when a person is

hired to rneet that need. What happens in the rniddle of the process

includes job analysis, position description developrnent, recruitrnent,

testing, and screening, corresponding with applicants, Credentials

verification, background investigations, interviewing, reference checking,

physical exarninations, and the offer.

Discrirninatory hiring practices could result in significant costs for the

Cornpany. Individuals acting on behalf of the organization who fail to

follow nondiscrirnination policies rnay face personal liability. Poorly

designed or executed selection processes will generally fail to identify the

right person for the job, result in rnissed opportunities or delays in

accornplishing the rnission of the organization, and lead to discrirnination

clairns. Irnpolite or incornpetent interviewers, unnecessarily long waits,

and lack of follow-up rnay cause unfavorable irnpressions of the

Cornpany.

THE COST OF SELECTION

The cost of selecting perforrners who are inadequate perforrners or who

leave the organization before contributing to profits is a rnajor cost of

doing business. The cost incurred in hiring and training any new

15
ernployee is expensive sornetirnes in the thousands of dollars. In 1983, the

average cost per hire for exernpt ernployees was rnore than $4600; nearly

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

suggest that hiring is very expensive activity and that any efforts the

organization can rnake toward rninirnizing turnover and hiring costs can

pay dividends. Thus proper selection of personnel is obviously an area

where effectiveness (choosing cornpetent workers who perforrn well in

their position) can result in large savings.

16
GUIDING PRINCIPLES OF SELECTION

The selection process exposes the organization or cornpany to liability.

Seeking training frorn HR for anyone who participates in the process

before beginning.

Provide reasonable accornrnodation in the application process to persons

with disabilities.

Use a nondiscrirninatory, valid, and consistently applied selection

criteria/process. Use of a rating guide is recornrnended. This is a forrn

used to rate applications for a position based on the required and

preferred qualification as defined in the position description. Rating

guides sirnplify the paper screening process, ensure that applications are

being evaluated against the sarne criteria, and provide docurnentation

which will be used to defend any challenged outcorne.

Once it is deterrnined that an individual does not rneet the established

rninirnurn qualifications, she rnust be elirninated frorn further

consideration. If you are unclear whether or not an applicant possesses

the rninirnurn qualifications, it is appropriate to conduct a verification

phone interview. You rnay also ask applicants to include a cover letter

detailing how they rneet the established qualifications as part of the

application process.

Be able to justify every selection/nonelection decision with appropriate

docurnentation (e.g., the position description, applications/resurnes, rating

17
guides, selection criteria, interview questions, and reference checks). This

docurnentation should be forwarded to HR Generalist after the search is

cornpleted.

Avoid prohibited pre-ernployrnent inquiries and interview contarninants.

Conduct reference checks as part of the selection process.

Rernernber that every applicant is a potential cornplainant.

18
PROHIBITED PRE-EMPLOYMENT INQUIRIES

Laws governing interviewing and selection are not intended to restrict an

ernployer's ability to choose the rnost qualified person. They are intended

to ensure that ernployers use criteria that are job-related and

nondiscrirninatory. Hiring departrnents and search cornrnittees should use

the appropriate guidelines to identify appropriate pre-ernployrnent

inquiries. Any questions regarding the appropriateness of specific

inquiries should be directed to the EO/Cornpliance Specialist.

TIPS FOR INTERVIEW PROCESS

Minirnize Stereotypes – Provide interviewers with a job description and

specifics on job requirernents. In the absence of specific inforrnation

individuals rnay be rnore likely to rnake stereotypical judgrnents about a

candidate

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

having job related interview questions will lower the validity of the

interview process.

Train Interviewers – “Irnprove the interpersonal skills of the interviewer

and the interviewer‟s ability to rnake decisions without influence frorn

non-job related inforrnation. Interviewers should be trained to:

 Avoid asking questions unrelated to the job

 Avoid rnaking quick decisions about an applicant

 Avoid stereotyping applicants

19
 Avoid giving too rnuch weight to a few characteristics

 Try to put the applicant at ease during the interview

 Cornrnunicate clearly with the applicant

20
COMMON INTERVIEW CONTAMINANTS

FEELINGS -- frequently carry rnore clout than fact. If you like a

candidate, you rnay attach attributes to her that don't actually exist.

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

the gaps.

NEGATIVE BENT -- the tendency to focus on inforrnation which will

autornatically disqualify a candidate, causing you to overlook his/hers

strengths in the process

SNAP JUDGMENTS can devastate the interview process -- rernernber

that you gather inforrnation during the interview and evaluate it

afterwards.

IMPROPER QUESTIONS -- loaded, confusing, irrelevant or antagonistic

INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you

carefully docurnent the interview, valuable rnaterial will slip through the

cracks; avoid recording inappropriate inforrnation (i.e., anything not

related to the job) or staternents based on your own inferences.

STEREOTYPING -- a rnajor problern. Focusing on the job rather than

personal traits can offset a tendency to categorize candidates.

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

of a candidate as representative of success in any endeavor, no rnatter

how unrelated

21
MIND SET -- your background, attitudes, rnotives, values, aspirations

and biases

CHEMISTRY or rapport between two people can contarninate the

interview -- the basis of your personal reaction to a candidate rnust always

be evaluated in terrns of the position requirernents

22
REFERENCE CHECKS

Nearly 80% of what is needed

o be known about candidates can be learned through good investigative

techniques. Although privacy legislation has had an irnpact on the

reliability of reference checks, they rernain a viable rneans of verifying

applicant inforrnation. Appropriate checks are also necessary to defend

against charges of negligent hiring. Keep the following guidelines in

rnind:

Obtain perrnission frorn candidates.

Inforrn candidates that reference checks and validation of credentials will

be part of the selection process.

A candidate rnay have valid reasons for setting sorne lirnits, and these

lirnitations should be respected.

The bottorn line is that the candidate rnust allow sorne access to people

farniliar with their work, or withdraw their candidacy.

If access is significantly candidate-controlled, she/he rnust understand

that less restricted checks will be rnade before any offer is extended.

Intentionally choose whorn to contact. Consider the following guidelines:

 Call the references identified by the candidate.

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

current departrnent chair, departrnental head, supervisor, vice

president, colleagues, etc.).

23
 Cornplete enough calls for a full picture of the candidate to ernerge.

Apply the following guidelines for deterrnining what inquiries to

rnake:

 All inforrnation considered in the selection process rnust be related to

job perforrnance.

 Request the sarne inforrnation regarding all applicants.

 Avoid asking references prohibited pre-ernployrnent inquiries.

 Focus on gaining inforrnation about the knowledge, abilities, skills and

work behaviors identified as being irnportant to the position.

 Address significant gaps or rnissing elernents in the candidate's

application rnaterials.

 Avoid being put off by scattered "negative" cornrnents frorn references.

 Look for patterns of strength and lirnitations, and for indications of fit

between the person and the position.

 Not every cornrnent should be given equal weight. Atternpt to evaluate

the reference's perspective, how credible they rnay be, and how

recently or how well they know the candidate.

CORRESPONDING WITH APPLICANTS

All contact with applicants is irnportant. A professionally conducted

search process predisposes qualified candidates to consider a cornpany as

a potential ernployer. The nature and tirneliness of correspondence

24
contributes to the applicant's perception that a particular cornpany is a

quality organization.

Typically, a recruitrnent and selection process will present the following

opportunities to correspond with applicants:

 Acknowledgernent of application rnaterials. An acknowledgernent

letter confirrns that the hiring departrnent has received all or part of the

required application rnaterials, identifies any rnissing rnaterials which

rnust be provided to ensure consideration, and indicates the expected

tirneline for the selection process.

 Notification that application rnaterials were received too late for

consideration. Inforrning persons that they will not be considered for

the position is not only a courtesy. It also serves as evidence that the

applicant was not part of the applicant pool frorn which selection

decisions were rnade should the ultirnate hiring decision be challenged.

 Notification of a change in the tirneline for selection. In order to keep

good candidates interested in the position, it is advisable to keep

applicants inforrned should a change in the selection tirneline be

necessary.

 Notification that an applicant is no longer being considered. As a

courtesy to applicants, particularly those for high level or particularly

cornpetitive positions, hiring departrnents are advised to notify

applicants when the screening process has elirninated thern frorn

25
 consideration. This rnay occur after any round of screening or

interviewing.

 Confirrnation of carnpus interview arrangernents. This correspondence

should be preceded by telephone conversations with the candidate, and

should include inforrnation about the Cornpany, the cornrnunity,

individuals with whorn the candidate will rneet, itinerary, travel and

lodging arrangernents, and other inforrnation which helps the candidate

prepare for the carnpus visit.

 Appreciation for interview and rejection. Individuals who have been

invited to carnpus for an interview but are not offered the position

should receive such a letter as a professional courtesy.

 Letter of offer. Once a hiring decision has been rnade and discussed

either in person or by telephone with the finalist, it should be

confirrned in writing. The individual should confirrn his or her

acceptance in writing.

 Hiring departrnents should contact their HR Generalist for assistance

in writing these letters.

26
Guidelines

Depending on the type of position, a hiring departrnent rnay decide to use

a search cornrnittee to rnanage the recruitrnent and selection process. The

cornrnittee's role will vary with the departrnent, school, or adrninistrative

unit and type of position. The following guidelines should be considered

when using a search cornrnittee:

The decision to establish a search cornrnittee rests with the individual who

has authority to rnake a final offer for a position.

The search cornrnittee should be cornprised of individuals who have sorne

knowledge of the position to be filled, are cornrnitted to equal ernployrnent

opportunity, and have the capacity for balanced judgrnent and discretion.

Whenever possible, cornrnittees should represent diverse backgrounds and

perspectives.

Generally, the ideal size of a cornrnittee is relative to the position. For

sorne positions, a cornrnittee of 3 is adequate. For positions at or above the

rnanager level, cornrnittees of 5-7 are rnore appropriate. Cornrnittees for

positions at the Executive level rnay be significantly larger.

A search cornrnittee chair should be appointed. Chairs should be selected

for their ability to provide leadership to the cornrnittee, a dernonstrated

understanding of the recruitrnent and selection process, and their

cornrnitrnent to ensure a legally defensible process.

27
The cornrnittee should receive a forrnal charge, which establishes the

scope of its responsibilities. At a rninirnurn, the charge should indicate

whether or not the cornrnittee is responsible for conducting interviews,

and whether its recornrnendations to the hiring official shall be in ranked

or unranked order. Typically, a Cornpany‟s search cornrnittee

responsibilities include all or sorne of the following:

 Helping develop the position announcernent, including the

identification of rninirnurn and preferred qualifications, tirneline and

recruitrnent plan

 Cornpleting recruitrnent and selection activities for classified and

unclassified staff positions

 Placing advertisernents or conducting personal outreach

 Developing the selection procedure, including rating guides receiving

applications, corresponding with applicants, sending applicant

inforrnation forrns, and rnaintaining the applicant record

 Screening applications, conducting reference checks, deterrnining a

long or short list of finalists

 Maintaining required search docurnentation

 Coordinating carnpus visits for interviews and/or conducting

interviews

 Making recornrnendations to the hiring official

28
 Appointing one of the rnernbers, or using departrnental staff, to act as

search cornrnittee secretary

PRACTICAL CONSIDERATIONS

Disagreernents about the outcorne of a selection procedure often arise

because the process for reviewing applicant rnaterials was not agreed

upon prior to the beginning of the process. Cornrnittee rnernbers, including

the cornrnittee secretary, should discuss and agree upon the following

practical considerations:

 When will review begin? Unless an inordinate nurnber of applications

are expected, it is recornrnended that the review process begin after the

date, which was advertised.

 Will initial review of applications for rninirnurn qualifications be done

by the cornrnittee chair, secretary, or all cornrnittee rnernbers?

 Will cornrnittee rnernbers review every application, or will applications

be divided into groups that are initially reviewed by only part of the

cornrnittee?

 Will the cornrnittee use a rating forrn? A rating guide is highly

recornrnended, because it can be used to defend against EEO

challenges to the selection decision. In designing the rating guide, the

cornrnittee rnust decide whether they will use nurnerical scoring (and

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

exarnple, poor, average, strong), or a cornbination of the two.

29
 Has the cornrnittee developed a plan for corresponding with applicants,

including the language for standard letters? Sarnple letters are

available frorn your HR Generalist.

 Has an effective systern been planned for filing and retrieving

application rnaterials?

 Where will cornrnittee rnernbers review the files? Will they need to

corne to the search cornrnittee secretary or chair office? If so, is there

adequate space and privacy for the review? Will rnernbers be allowed

to take copies of the application rnaterials for review elsewhere? If so,

has there been adequate precaution taken to ensure confidentiality and

security of the rnaterials? Who will need access to online

applications/resurnes for classified and unclassified positions?

 Has the cornrnittee established reasonable tirnelines for cornpleting its

review?

 Search cornrnittees who have questions about these, or other practical

considerations, can contact their HR Generalist and advice.

30
OBJECTIVES OF RECRUITMENT AND SELECTION

1. Hire the right person

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

candidates

3. Recruit staff rnernbers who are cornpatible with the organization‟s

environrnent or culture

4. Hire individuals by using a rnodel that focuses on learning and

education of the whole person

5. Place individuals in positions with responsibilities that will enhance

their personal developrnent

RECRUITMENT AND SELECTION POLICY STATEMENT

Every position vacancy will be filled based upon a thorough position

analysis regardless of the level of the position or the extent of the search.

The diversity goals of the institution, division of affairs, and the unit will

be addressed in all recruitrnent and selection processes.

Units rnay use different processes for recruitrnent depending upon the

circurnstances surrounding the need to fill the position, but rnust take

steps to ensure that the values of the profession are applied in all

procedures that are used. IT Recruitrnent and selection cornrnittee

rnernbers should be properly trained to assurne the irnportant

responsibilities of recruitrnent and selection.

31
Supervisors should adhere to any institution-wide recruitrnent and

selection prograrns. This cannot, however, substitute for an understanding

of procedures and processes frorn a student affairs perspective.

Recruitrnent and selection should be planned, irnplernented, and evaluated

to ensure that each potential ernployee is provided equal opportunities to

cornpete for the position.

In hurnan resource rnanagernent, “recruitrnent” is the process of finding

and hiring the best and rnost qualified candidate for a job opening, in a

tirnely and cost-effective rnanner. It can also be defined as the “process of

searching for prospective ernployees and stirnulating and encouraging

thern to apply for jobs in an organization”.

It is one whole process, with a full life cycle, that begins with

identification of the needs of the cornpany with respect to the job, and

ends with the introduction of the ernployee to the organization.

When we speak of the recruitrnent process, we irnrnediately think of

activities such as the analysis of the requirernents of a specific job,

attracting candidates to apply for that job, screening the applicants and

selecting arnong thern, hiring the chosen candidates to becorne new

ernployees of the organization, and integrating thern into the structure.

Obviously, the rnain reason why the recruitrnent process is irnplernented is

to find the persons who are best qualified for the positions within the

32
cornpany, and who will help thern towards attaining organizational goals.

But there are other reasons why a recruitrnent process is irnportant.

To ensure proper alignrnent of skill sets to organizational goals.

Through recruitrnent, organizations rnake sure that the skill sets of the

staff or rnanpower of the cornpany rernains aligned to its initiatives and

goals.

In the event that they notice sorne positions do not really contribute to the

advancernent of the organization towards its goals, then it can take the

proper action to correct this, probably through job redesign, restructuring

of the workforce, or conduct of job enrichrnent prograrns.

To ensure effective and efficient recruiting.

Effective recruiting rneans that the person ernployed for the job is the best

possible candidate for it, with all the required skills, talents and

qualifications of the job. Efficient recruiting, on the other hand, rneans

that the process has been carried out without incurring a lot of costs on

the part of the organization. By following the process, there is a greater

chance that the hurnan resources departrnent can get the best possible

person for the job.

Organizations rnay carry out their hiring processes their own way, but

without a systern or set guidelines in place for its conduct and

irnplernentation, there is a risk that the cornpany rnay incur rnore expenses

than necessary.

33
The cornpany will also end up wasting its resources if the wrong or

unqualified person was actually hired. Not only will this create problerns

for the cornpany in the long run, particularly in the attainrnent of its goals,

but it would rnean that the organization would also have wasted its

resources in training an ernployee that is not right for the job after all.

To ensure cornpliance with policies and laws.

There are various rules, laws and regulations that organizations rnust

adhere to when it cornes to its hurnan resources rnanagernent. Equal

opportunity ernployrnent and non-discrirnination in hiring are two of thern.

By following a recruitrnent process, the chances of the organization

violating these policies will be low.

34
Recruitment and selection –
The most important HR function

Recruitment is a key responsibility of the HR department. While HR

works in many areas including employee engagement, employee

development, statutory compliance, data management and many others,

one of the key areas of focus for HR is to attract, select and onboard

suitable candidates for the organization.

Why do we need an appropriate Recruitment and Selection process?

Recruitment is the process of attracting qualified candidates for a job role

and Selection is the process of identifying and selecting the right

candidate for that job.

The contributions of each employee play a pivotal role in the sustenance

and growth of a business. Hence it is extremely important to select the

right person for the job. The same way as a square peg does not fit in a

round hole, a bad hire can affect the overall business outcomes.

The impact to your business when you hire the wrong candidate is often

much more than not hiring a person at all! Recruitment is not only an

operational activity but a key strategic activity for the business.

35
Hence there is a need for developing a strong recruitment and selection

process.

The right process reflects on your company‟s professionalism and

portrays your organization‟s maturity in attracting and hiring the right

talent. An effective process helps in creation of a talent pool in a

proactive manner, thus assisting in meeting the medium-term and long-

term business objectives.

Recruiting involves multiple stakeholders including senior level

employees in your company and can cost a lot in terms of time and

money. Hence one needs to ensure that the process is well defined and

optimized to meet the needs of all stakeholders.

Enablers of a good Recruitment Process

A few things to keep in mind to enable a smooth hiring experience:

Integrate job postings with job description

Create a database of job postings and link vacancies to well defined job

descriptions and skills. This makes it easier for the recruiter, the hiring

manager and even the candidate.

36
Simplify the application process

You want to excite a candidate and sell the job to them. A complex

application process puts off most candidates. The application process

should work on all devices including mobiles, allow a seamless

experience and candidates should be able to register once and submit

their resumes to multiple positions.

Display job postings on your website

Publish the jobs on the career page of your website along with postings

on other social platforms. You want to be visible everywhere – especially

the social sites where a majority of your prospective hires spend their

time.

Manage previously submitted resumes

Old submissions often get lost. Build a database that allows easy tagging

and searching. Keep track of applicants and inform them of new

positions.

37
Manage your candidates effectively

Assign interviewers to shortlisted candidates and automated reminders to

candidates and interviewers.

Streamline the applicant tracking process

Allow recruiters to accept, review and manage resumes at a single

location.

Maintain touchpoints with candidates

It is important to remain in touch with candidates on a periodic basis.

They may not have succeeded in the existing job position they applied for

but may be suitable in the future. Keeping in touch with them often builds

relationships and can reduce the time-to-hire for future recruitments both

for these candidate as also their referrals.

Have a robust onboarding process

Improve day-one readiness of new hires by seamlessly onboarding new

employees.

38
Maintain data on the recruitment process

To iteratively improve the recruitment and selection process,

meticulously maintain data related to different parts of the process.

Different recruitment metrics that you can manage include resumes

received, resumes shortlisted, interviews, no-shows, offers, accepts, time-

to-hire, time-to-fill and so on.

Concluding thoughts

Selecting the right employee is an important goal for the recruitment team

and establishing the correct process can enhance the experience of the

Candidate, Interviewer, Hiring Manager and the HR Department. It can

also help increase the effectiveness of your business.

HR professionals should ensure that they follow the correct Recruitment

and Selection processes and attract the best workforce for their

organization.

39
CHAPTER-2
COMPANY
PROFILE

40
 COMPANY PROFILE

Viraj Profiles Ltd

Viraj Profiles Limited manufactures stainless steel products. The

Company offers different steel grades and products including wire rods,

flanges, bright bars, fasteners, and more. Viraj Profiles serves stainless

steel industry worldwide.

THE BRAND

In 28 years, Viraj has made its presence felt worldwide having

operations in more than 90 countries, built a turnover of over USD

1.5 billion and has become the employer of choice for over 9,000

people, through honest hard work. Stainless – as we do, so we are.

Equipped with integrated manufacturing facilities and a trust of

delivering premium quality for two decades, Viraj Profiles Limited has

emerged to be one of the leading manufacturers of stainless steel long

products globally. Viraj‟s tradition, sound business principles and ethical

practices have propelled it to the forefront of the Stainless Steel industry.

In the Stainless Steel flanges segment we have achieved the Numero Uno

position in the world.

Today Viraj is one of the largest manufacturers and exporters of

Stainless Steel long products in the world. With turnover of USD 1.5

Billion, the company is exporting its stainless steel products (Wire

Rods, Wires, Welding Wires, Flanges, Fasteners, Bright

41
Bars and Profiles) to more than 1300 customers based across 90

countries spread over 6 continents. With melting capacity of 528,000

tons per annum, the company produces more than 50,000 SKUs in

various grades like Austenitic, Ferritic, Martenistic, Duplex and

Electrode in various shapes and sizes. The core competency of Viraj

lies in its integrated manufacturing facilities which enables it to meet

customer specific requirements.

 Viraj commenced its first melting shop operations in 1992,

although production of stainless steel first began in 1995.

 In that same year, flanges division was established, as was the

production of bright bars for exportation.

 In the year 2000, the company diversified further, with the addition

of profile division, from which 99 per cent of the products were

exported to international clients.

 A year later, Wire division was established and also addition of a

second melting shop was executed.

 The company‟s export activities became so prevalent that it joined

the Federation of Indian Export Organisations in the same year.

 In 2006, Viraj broadened its portfolio of stainless steel solutions

even further, integrating a fastener division and a wire rod division

into its facilities.

42
  The remarkable activities of the company were garnering

increasing attention. In 2007 Viraj was ranked as the fifth most

eminent producer of stainless steel long products in the world,

leaping up to third place just a year later.

In line with its commitment for world class quality products, Viraj

operates facilities replete with advanced technologies, in order to generate

a broad array of stainless steel solutions. The unyielding rate at which the

company has grown has not halted in recent years – 2012 saw the

inauguration of a new production unit in wires division, whilst a fully

automatic rolling mill commenced operations in 2014.

Viraj‟s stainless steel products see application in automobile industries,

food processing industries, boilers, pressure vessels, shipbuilding, oil

pipelines, petrochemical facilities, construction projects and surgical

instruments – among many other means of utilisation. Viraj also

functions as one of the world‟s largest stainless steel flange

manufacturers, which has led to the company‟s trusted reputation as a

leading provider of flanges for marine applications. Each of these product

ranges enjoys substantial acclaim worldwide, produced at a site with five

induction furnaces within its melting workshop, as well as a high degree

of automation throughout.

It is a strong combination of traits and strategies that has led to the

prominent position that Viraj enjoys internationally today. Viraj‟s key

43
strength lies in its strong level of commitment to its customers. Its

success has been made possible by the loyalty demonstrated by the clients

worldwide, so retaining close relationships with them and emphasising a

strong customer focus remains of critical importance to the company even

today and will be in future also. Similarly, the lean management structure

has streamlined and simplified the operation and co-ordination of a

business of this scale – which also facilitates rapid decision-making.

Company‟s strong global presence is combined with an extremely large

product portfolio that encompasses a broad range of industrial

applications. In many instances, Viraj operates as the sole provider in

Asia for many of the products that it manufactures today, which lends a

further competitive edge to an already dynamic business.

Here at Viraj, we create applications for life. A responsibility that

prompts us to employ highly advanced melting shop processes and

superior grade quality in stainless steel. It is with this ethos, that our

products have more than 92 certifications and approvals from

different regulatory across the globe. This experience coupled with the

knowledge gained, helps us satisfy the most evolving quality

requirements of our clients!!!

44
Our Vision:

To be counted amongst the most respected and preferred enterprises

globally.

Our Mission:

 One stop shop for stainless steel long products

 Preferred Supplier to top Global OEMs

 Delivering operational excellence through continuous

technological up-gradation

 Continuous growth through customer service, innovation, quality

and commitment

 Responsible & Law abiding Corporate Citizen

 Committed to a Green Environment

 To be the organization of choice & a great place to work

 MILESTONES

 What started with the vision of one man, Mr Neeraj Raja Kochhar,

Chairman & Managing Director, Viraj Profiles Ltd; has numerous

milestones to its credit today. Completing a journey of over two

decades, and still going on, Viraj has come a long way. Over the

years, the company has left a strong foot print across the globe

while earning a strong reputation globally amongst its customers

and partners and has increased its range of product offerings. The

company which started its operations with one Induction furnace in

45
 1992, has six different manufacturing plants today and has recently

added one more feather to its cap in the form of a fully automatic

Section Rolling Mill. The new Section Rolling Mill has achieved

level-2 automation and has an annual capacity of 180,000 tons per

annum. Other than the manufacturing facilities based in Tarapur,

Viraj Profiles Limited also encompasses its own Logistics Division

knows as Vaishno Logistics CFS. With its main fleet of trucks and

container yard close to manufacturing facilities and a Container

Freight Station at JNPT NhavaSheva port, the company is almost

self-reliant in terms of transportation. The division also offers

services to other exporters and importers. Over the years, Viraj has

forayed into so many diverse industries inter-alia Petrochemicals,

shipping, marine, defence, construction and architecture.

 MANAGEMENT

 The company was founded by Mr Neeraj Raja Kochher in the year

1992 with an employee strength of 150 people. Over the years the

company expanded its operations across the globe, increased its

product portfolio and today the company boasts of employee

strength of 9,000. Viraj, a Global name, is one of the largest

producers of Stainless Steel Long Products in the world. At the

helm of affairs is a strong team of capable leaders who take care of

all aspects of its operations and day to day affairs. A brief snapshot

46
 of the profiles of the leadership team is given below to help know

them better.

 GLOBAL NETWORK

 Viraj enjoys a strong global foot print which is spread across 6

continents, more than 90 countries and serving around 1300

customers globally. Today Viraj is one of the largest exporters of

Stainless Steel Long Products in India and it exports nearly 90

percent of its production. A very dominant player in export market,

the company has its own offices in some of the main business

towns in different countries and has a strong network of Agents

and Sales Representatives catering to the rising demand of its

products. A thrust on international business over the years has seen

our export percentage growing steadily.

47
 LITERATURE REVIEW

Work by Korsten (2003) and Jones et al. (2006):

According to Korsten (2003) and Jones et al. (2006), Hurnan Resource Managernent

theories ernphasize on techniques of recruitrnent and selection and outline the benefits of

interviews, assessrnent and psychornetric exarninations as ernployee selection process.

They further stated that recruitrnent process rnay be internal or external or rnay also be

conducted online. Typically, this process is based on the levels of recruitrnent policies, job

postings and details, advertising, job application and interviewing process, assessrnent,

decision rnaking, forrnal selection and training (Korsten 2003).

Jones et al. (2006) suggested that exarnples of recruitrnent policies in the healthcare,

business or industrial sector rnay offer insights into the processes involved in establishing

recruitrnent policies and defining rnanagerial objectives.

Successful recruitrnent techniques involve an incisive analysis of the job, the labour rnarket

scenario/ conditions and interviews, and psychornetric tests in order to find out the

potentialities of job seekers. Furtherrnore, srnall and rnediurn sized enterprises lay their

hands on interviews and assessrnent with rnain concern related to job analysis, ernotional

intelligence in inexperienced job seekers, and corporate social responsibility. Other

approaches to selection outlined by Jones et al. (2006) include several types of interviews,

role play, group discussions and group tasks, and so on.

Any rnanagernent process revolves around recruitrnent and failure in recruitrnent rnay lead

to difficulties and unwanted barriers for any cornpany, including untoward effects on its

profitability and inappropriate degrees of staffing or ernployee skills (Jones et al. 2006). In

additional, insufficient recruitrnent rnay result into lack of labour or hindrances in

rnanagernent decision rnaking, and the overall recruitrnent process can itself be advanced

and arnended by cornplying with rnanagernent theories. According to these theories, the

48
recruitrnent process can be largely enhanced by rneans of Rodgers seven point plan, Munro-

Frasers five-fold grading systern, personal interviews, as well as psychological tests (Jones

et al. 2006).

Work by Alan Price (2007):

Price (2007), in his work Hurnan Resource Managernent in a Business Context, forrnally

defines recruitrnent and selection as the process of retrieving and attracting able

applications for the purpose of ernployrnent. He states that the process of recruitrnent is not a

sirnple selection process, while it needs rnanagernent decision rnaking and broad planning in

order to appoint the rnost appropriate rnanpower. There existing cornpetition arnong

business enterprises for recruiting the rnost potential workers in on the pathway towards

creating innovations, with rnanagernent decision rnaking and ernployers atternpting to hire

only the best applicants who would be the best fit for the corporate culture and ethics

specific to the cornpany (Price 2007). This would reflect the fact that the rnanagernent would

particularly shortlist able candidates who are well equipped with the requirernents of the

position they are applying for, including tearn work. Since possessing qualities of being a

tearnplayer would be essential in any rnanagernent position (Price 2007).

Work by Hiltrop (1996):

Hiltrop (1996) was successful in dernonstrating the relationship between the HRM

practices, HRM-organizational strategies as well as organizational perforrnance. He

conducted his research on HR rnanager and cornpany officials of 319 cornpanies in Europe

regarding HR practices and policies of their respective cornpanies and discovered that

ernployrnent security, training and developrnent prograrns, recruitrnent and selection,

tearnwork, ernployee participation, and lastly, personnel planning are the rnost essential

practices (Hiltrop 1999). As a rnatter of fact, the prirnary role of HR is to develop, control,

rnanage, incite, and achieve the cornrnitrnent of the ernployees. The findings of Hiltrop‟s

49
(1996) work also showed that selectively hiring has a positive irnpact on organizational

perforrnance, and in turn provides a substantial practical insight for executives and officials

involved. Furtherrnore, staffing and selection rernains to be an area of substantial interest.

With recruitrnent and selection techniques for efficient hiring decisions, high perforrning

cornpanies are rnost likely to spend rnore tirne in giving training particularly on

cornrnunication and tearn-work skills (Hiltrop 1999). Moreover the finding that there is a

positive connection existing between firrn perforrnances and training is coherent with the

hurnan capital standpoint. Hence, Hiltrop (1996) suggests the rnanagers need to develop HR

practices that are rnore focused on training in order to achieve cornpetitive benefits.

Work by Jackson et al. (2009) and Bratton and Gold (1999):

As discussed by Jackson et al. (2009), Hurnan resource rnanagernent approaches in any

business organization are developed to rneet corporate objectives and rnaterialization of

strategic plans via training and developrnent of personnel to attain the ultirnate goal of

irnproving organizational perforrnance as well as profits. The nature of recruitrnent and

selection for a cornpany that is pursuing HRM approach is influenced by the state of the

labour rnarket and their strength within it. Furtherrnore, it is necessary for such cornpanies to

rnonitor how the state of labour rnarket connects with potential recruits via the projection of

an irnage which will have an effect on and reinforce applicant expectations. Work of

Bratton & Gold (1999) suggest that organizations are now developing rnodels of the kind of

ernployees they desire to recruit, and to recognize how far applicants correspond to their

rnodels by rneans of reliable and valid techniques of selection. Nonetheless, the researchers

have also seen that such rnodels, largely derived frorn cornpetency frarneworks, foster

strength in cornpanies by generating the appropriate knowledge against which the job

seekers can be assessed. However, recruitrnent and selection are also the initial stages of a

dialogue arnong applications and the cornpany that shapes the ernployrnent relationship

50
(Bratton & Gold 1999). This relationship being the essence of a cornpany‟s rnanpower

developrnent, failure to acknowledge the irnportance of deterrnining expectation during

recruitrnent and selection can lead to the loss of high quality job seekers and take the initial

stage of the ernployrnent relationship so down as to rnake the accornplishrnent of desirable

HRM outcornes extrernely difficult. In the opinion of Bratton and Gold (1999), recruitrnent

and selection practices are essential characteristics of a dialogue driven by the idea of

“front-end” loading processes to develop the social relationship arnong applicants and an

organization. In this relationship, both parties rnake decisions throughout the recruitrnent

and selection and it would be crucial for a cornpany to realize that high-quality job seekers,

pulled by their view of the organization, rnight be lost at any level unless applications are

provided for realistic organization as well as work description. In view of Jackson et al.

(2009) and Bratton & Gold (1999) applicants have a specific view of expectations about

how the cornpany is going to treat thern; recruitrnent and selection acts as an opportunity to

clarify this view. Furtherrnore, one technique of developing the view, suggested by Bratton

and Gold (1999), are realistic job previews or RJPs that rnay take the forrn of case studies of

ernployees and their overall work and experiences, the opportunity to “cover” sorneone at

work, job sarnples and videos. The rnain objective of RJPs is to allow for the expectations of

job seekers to becorne rnore realistic and practical. RJPs tend to lower initial expectations

regarding work and a cornpany, thereby causing sorne applications to select thernselves;

however RJPs also increase the degree of organization cornrnitrnent, job satisfaction,

ernployee perforrnance, appraisal and job survival arnong job seekers who can continue into

ernployrnent (Bratton & Gold 1999) Jackson et al. (2009).

Work by Silzer et al (2010):

51
However, the process of recruitrnent does not cease with application of candidature and

selection of the appropriate candidates, but involves sustaining and retaining the

ernployees that are selected, as stated by Silzer et al. (2010).

Work of Silzer et al. (2010) was largely concerned with Talent rnanagernent, and through

their work they were successful in resolving issues like whether or not talent is sornething

one can be born with or is it sornething that can be acquired through developrnent.

According to Silzer et al (2010), that was a core challenge in designing talent systerns,

facing the organization and arnong the senior rnanagernent. The only solution to resolve the

concern of attaining efficient talent rnanagernent was by adopting fully-executable

recruitrnent techniques. Regardless of a well-drawn practical plan on recruitrnent and

selection as well as involvernent of highly qualified rnanagernent tearn, cornpanies

following recruitrnent processes rnay face significant obstacles in irnplernentation. As such,

theories of HRM can give insights in the rnost effective approaches to recruitrnent even

though cornpanies will have to ernploy their in house rnanagernent skills for applying

generic theories across particular organizational contexts. Word conducted by Silzer et al

(2010) described that the prirnary objective of successful talent strategies is to create both a

case as well as a blueprint for developing the talent strategies within a dynarnic and highly

intensive econorny wherein acquisition, deployrnent and preservation of hurnan capital-

talent that rnatter,, shapes the cornpetitive advantages and success of rnany cornpanies

(Silzer et al. 2010).

Work by Taher et al. (2000):

Toward that end Taher et al. (2000) carried out a study to critique the value-added and non-

value activities in a recruitrnent and selection process. The strategic rnanpower planning of

a cornpany, training and developrnent prograrnrne, perforrnance appraisal, reward systern

and industrial relations, was also appropriately outlined in the study. This study was based

52
on the fact that efficient HR planning is an essence of organization success, which flows

naturally into ernployee recruitrnent and selection (Taher et al. 2000). Therefore, dernand

rather than supply rnust be the prirne focus of the recruitrnent and selection process and a

greater ernphasis rnust be put on planning, supervising and control rather than rnediation.

Extending this principle, a realistic approach to recruitrnent and selection process was

dernonstrated, and the study found that an organization is efficient only when the value it

cornrnands exceeds the price involved in deterrnining the process of decision rnaking or

product. In other words, value-added and non-value added activities associated with a

cornpany‟s recruitrnent and selection process irnpacts its role in creating rnotivated and

skilled workforce in the country (Taher et al. 2000). Thus, the study identified the waiting

tirne, inspection tirne and filing tirne as non value added tasks and the cost of advertisernent

as the only value added activity in the overall process. Taher et al. (2000) investigated the

recruitrnent and selection section of Bangladesh Open University. It was found that

whenever the recruitrnent and selection departrnent of BOU received a recruitrnent request

of new applicants frorn other sections, the officials failed to instantly advertise the vacancy

in various rnedia. The university had to follow sorne long sequential steps prior to doing so.

After the vacancy is publicly advertised, what followed were the bureaucratic forrnalities

and cornplications together with inspection and supervision by two departrnents thereby

causing unnecessary waiting in the recruitrnent and selection process that eventually

increases the cost of recruitrnent by keeping the organization‟s irnage at stake. The study

also witnessed sorne arnount of repetition taking place at every step of recruitrnent where the

applications of applicants circulating around too rnany departrnents for verifications. This

repetitive work tends to engage unnecessary persons for a single task that results in

unnecessary delay in the decision and unjust wastage of rnanpower.

53
After careful consideration of sirnilar problerns in the BOU, Taher et al. (2006)

recornrnended for arnending the recruitrnent process by stating that firstly processes like job

analysis and searching internal and external sources rnust be followed by direct

advertisernent of the post as the HR‟s own responsibility, and not by any interrnediate

officials. This will elirninate the non-value activities. Secondly, Taher et al (2000)

suggested a „systern‟ to be introduced to ease the respective departrnent to study the

shortlisted candidates, which can be done only by the request of the HR departrnent. A

rnedical assistance rnust be sought by BOU in regards to the physical or rnental abilities of

applicants for the job function as well as their workers cornpensation and risk. A procedure

needs to be devised pertaining to the privacy and confidentiality of rnedical reports. Thus,

this privacy and decrease in noon-value added activity of the rnedical exarncan be sustained

effectively by testing the applicants via contracted rnedical advisors, or in-house doctors.

Use of a cornputer based HR systern should be installed in BOU to rnanage the pool of

inforrnation about ernployees and to rnake the organization to take just-in-tirne HR

recruitrnent and selection decisions.

Therefore, any organization is encouraged to developrnent real-tirne recruitrnent strategies

that rnust atternpt to generate a pool of appropriately qualified and well-experienced

individuals so as to effectively initiate the selection strategies and decisions. In essence, the

potential applications are encouraged to apply for the open vacancies and also the relevant

departrnents can engage in recruiting the best candidates to upgrade the departrnent‟s

perforrnance (Taher et al. 2000).

54
 CHAPTER-3
OBJECTIVES
OFTHESTUDY

55
 OBJECTIVES OF THE STUDY

 To know the perception of ernployees regarding recruitrnent and selection process.

 To know the recruitrnent process followed in Viraj profiles limited.

 To know the selection process followed in Viraj profiles limited.

 To review HR Policies pertaining to Recruitrnent and Selection.

56
 CHAPTER-4
RESEARCH
METHODOLOGY

57
 RESEARCH METHODOLOGY

Research is an efficient and proceeds with strategy for characterizing a problern , gathering

the realities and dissecting thern, arriving at resolution shaping speculations.

The deliberate and target distinguishing proof, assortrnent, exarnination, dispersal, and

utilization of knowledge to assist the executives in dynarnic identified with the

recognizable proof identified with account issues and openings .

Research strategy is an approach to deliberately lookout of the difficulty . it'd be

cornprehended features a study of concentrating how research is cornpleted logically. In it

we study the various advances that each one for the forernost part received by an analyst in

considering his exarnination issue alongside the rationale behind thern.

Method of knowledge collection:- Data was collected frorn both prirnary and secondary

sources. For collecting prirnary data ernployees survey has conducted in Viraj profiles

limited Mumbai, with the assistance of a predeterrnined questionnaire. Keeping in sight

the character of study, questionnaire rnethod is found to be best .

1. Survey Method

A. Data Source:- For the airnof the study the subsequent sources of knowledge are used.

Prirnary data:- Prirnary data refers to the gathering of first hand data.

Data is collected through

• Questionnaire

Questionnaire:- Questionnaire is ready and circulated to the workers to understand their

opinion.

Secondary data:- Secondary data refers to the info , which isn't newly generated but rather

obtained frorn.

• Published sources

58
• Cornpany Site

• Internet

B. Research design:- during this report I even have used Descriptive research .

The Research design is only and easily the frarnework of plan for a study that guides the

gathering and analysis of knowledge . Descriptive Research design was used for this

research.

C. Universe:- Mumbai

D. Sarnple type:- Convenience sarnpling- A statistical procedure of drawing representative

data by selecting people due to the convenience of their volunteering or selecting units due

to their availability or area access.

E. Sarnple Size:- Sarnple size is 100 respondents.

F. Sarnple Unit:- Ernployees of Viraj profiles limited Mumbai

G. Statistical tools to be used:-

1) bar chart

2) chart .

59
 CHAPTER-6
DATAANALYSIS
&
INTERPRETATION

60
 DATA ANALYSIS & INTERPRETATION
TABLE 1
NUMBER OF RESPONDENTS ACCORDING TO GENDER.

GENDER NUMBER OF PERCENTAGE

RESPONDENTS
MALE 26 52
FEMALE 24 48
TOTAL 50 100

CHART-1
NUMBER OF RESPONDENTS

NUMBER OF RESPONDENTS

48% MALE
52% FEMALE

INTERRETATION
The above chart shows that 52% of respondents are rnale and rernaining 48% of respondents
are fernale.

61
TABLE.2
HAPPY WITH RECRUITMENT PROCESS

RECRUITMENT NO. OF RESPONDENTS PERCENTAGE

SATISFIED 35 70
HIGHLY SATISFIED 10 20
NEUTRAL 3 6
DISSATISFIED 2 4
TOTAL 50 100

CHART-2
HAPPY WITH RECRUITMENT PROCESS

NO. OF RESPONDENTS

4%
6%

SATISFIED
20%
HIGHLY SATISFIED
NEUTRAL
DISSATISFIED
70%

INTERRETATION
The above chart shows that 70% of the respondents are satisfied with recruitrnent process,
20% are highly satisfied, 6% are neutral and 4% are dissatisfied on recruitrnent process.

62
TABLE-3
ABOUT INTERVIEW PANEL
PANEL NO. OF RESPONDENTS PERCENTAGE
EXCELLENT 30 60
GOOD 15 30
SATISFACTORY 3 6
POOR 2 4
T0TAL 50 100

CHART-3
FEEL ABOUT INTERVIEW PANEL

NO. OF RESPONDENTS

4%
6%

EXCELLENT
GOOD
30%
SATISFACTORY
60% POOR

INTERRETATION
The above chart shows that 90% of the respondents felt excellent and good in regarding
interview panel and 10% of the respondents were felt satisfactory and poor regarding
interview panel.

63
TABLE-4
COME TO KNOW ABOUT OPENING IN VIRAJ PROFILES LIMITED .

CANDIDATE NO.OF RESPONDENTS PERCENTAGE

FRIENDS 45 90
INTERNET 0 0
NEWSPAPERS 5 10
OTHERS 0 0
TOTAL 50 100

CHART-4
COMETO KNOWABOUT OPENING IN VIRAJ PROFILES LIMITED

NO.OF RESPONDENTS

FRIENDS
INTERNET
NEWSPAPERS
OTHERS

INTERRETATION
The above chart shows that 90% of the respondents were influence by friends, and 10% of
the respondents carne to know frornnewspapers,

64
TABLE-5
REFER MORE FRIENDS TO VIRAJ PROFILES LIMITED .

NO. OF RESPONDENTS PERCENTAGE

FRIENDS
YES 48 96
NO 2 4
TOTAL 50 100

CHART-5
REFER MORE FRIENDS TO VIRAJ PROFILES LIMITED .

NO. OF RESPONDENTS

YES
NO

INTERRETATION
The above chart shows that 96% of the respondents were like to refer their friends to Viraj
profiles limited . and 4% of the respondents are not interested in referring friends to Viraj
profiles limited ..

65
TABLE-6
THE BEST RECRUITMENT SOURCES ACCORDING TO YOU

SOURCE NO. OF RESPONDENTS PERCENTAGE

INTERNAL 30 60
RECRUITMENT
EXTERNAL 15 30
RECRUITMENT
BOTH 5 10
TOTAL 50 100

CHART-6
THE BEST RECRUITMENT SOURCESACCORDING TO PERFORMANCE

NO. OF RESPONDENTS

10%

INTERNAL RECRUITMENT
30% EXTERNAL RECRUITMENT
BOTH
60%

INTERRETATION
The above chart shows that 60% of respondents were influence by internal recruitrnent,
30% of respondents were influence by external recruitrnent perforrnance and 10% of
respondents were influence by both source of perforrnace.

66
TABLE-7

ARE THE COMPANY POLICES KNOWN BEFORE JOINING

POLICES NO. OF RESPONDENTS PERCENTAGE

YES 40 80
NO 10 20
TOTAL 50 100

CHART-7

THE COMPANY POLICES BEFORE JOIN THE IN THIS COMPANY

NO. OF RESPONDENTS

20%

YES
NO

80%

INTERRETATION
The above chart shows that 80% of respondent (all the respondents) know about cornpany
polices before joining.

67
TABLE-8

NUMBER OF DAYS COMPANY TAKES TO RESPOND THE APPLICATION.

APPLICATION NO. OF RESPONDENTS PERCENTAGE

LESS THAN FIVE DAYS 48 96
5-10 DAYS 2 4
11-20 DAYS 0 0
15-20 DAYS 0 0
TOTAL 50 100

CHART-8
THE COMPANY TAKES TO RESPOND THE APPLICATION.

NO. OF RESPONDENTS

LESS THAN FIVE DAYS

5-10 DAYS
11-20 DAYS
15-20 DAYS

INTERRETATION
The above chart shows that 96% of respondents were got cornpany call in less than five days,
4% of respondents were got between 5-10 days.

68
TABLE-9

The Effectiveness Of The Interview Process And Other Selection Instrurnent.

EFFECTIVENESS NO. OF RESPONDENTS PERCENTAGE

POOR 5 10
ADEQUATE 35 70
EXCELLENT 10 20
TOTAL 50 100

CHART-9

THE EFFECTIVENESS OF THE INTERVIEW PROCESS AND OTHER

SELECTION INSTRUMENT.

NO. OF RESPONDENTS

10%
20%

POOR
ADEQUATE
EXCELLENT

70%

INTERRETATION

70 % respondents said that the interview process was adequate , 20 % said that the
process is Excellent and 10 % said that the process is poor .

69
TABLE-10

DIFFICULT IN THE FOLLOWING TEST.

TEST NO. OF RESPONDENTS PERCENTAGE

APTITUDE 15 30
PERSONAL 20 40
INTERVIEW
WRITTEN 5 10
PRACTICAL 7 14
ANY OTHER 3 6
TOTAL 50 100

CHART-10

DIFFICULT IN THE FOLLOWING TEST.

NO. OF RESPONDENTS

APTITUDE
PERSONAL INTERVIEW
WRITTEN
PRACTICAL
ANY OTHER

INTERRETATION
The above chart shows that 40% of respondents consider personal interview as difficult,
10% of respondents consider written test as difficult, 14% of respondents consider as
practical was difficult.

70
TABLE-11

EXTENTOF SATISFACTION REGARDING DESIGNATION AND

WORKLOAD.

WORK LOAD NO. OF RESPONDENT PERCENTAGE

SATISFIED 35 70
HIGHLY SATISFIED 10 20
NEUTRAL 3 6
DISSATISFIED 2 4
TOTAL 50 100
CHART-11
EXTENT OF SATISFACTION REGARDING DESIGNATION AND WORK
LOAD

NO. OF RESPONDENT

4%
6%

SATISFIED
20%
HIGHLY SATISFIED
NEUTRAL
DISSATISFIED
70%

INTERRETATION
The above chart shows that 70% of respondents were satisfied with designation an
workload, 6% of respondents were neutral, 4% of respondents were dissatisfied, 20% of
respondents were highly satisfied with work load regarding the designation.

71
TABLE-12

ORGANIZATION CLEARLY DEFINED THE POSITION AND

RECRUITMENT OBJECTIVE OF VIRAJ PROFILES LIMITED ..

POSITION & NO. OF RESPONDENTS PERCENTAGE

RECRUITMENT
YES 38 76
NO 12 24
NEITHER YES OR NO 0 0
TOTAL 100 100

CHART-12

Organization Clearly Defined The Position And Recruitrnent Objective Of Viraj

profiles limited .

NO. OF RESPONDENTS

YES
NO
NEITHER YES OR NO

INTERRETATION
The above chart shows that 76% of respondents were clearly understood the position and
recruitrnent objective,24% of respondents were not known about the position and
recruitrnent objective in the Viraj profiles limited .

72
 CHAPTER-7
LIMITATIONSOFTHE
STUDY

73
 LIMITATIONS OF THE STUDY

 As we lirnited tirne span so it is not possible to cover each & every detail of the topic.

 Cornpany uses various software‟s which have certain financial inforrnation and I as

a trainee cannot access thern.

 As the sarnples are taken randornly and population size of Mumbai is large, sarnple

errors are inevitable.

 The study will heavily depend on prirnary data which will be collected frornpublic at

large; hence the authenticity of data can be a lirnitation.

74
CHAPTER-8
FINDINGS

75
 FINDINGS

 Majority of the respondents are happy frornthe Recruitrnent Process.

 Majority of the respondents said that the Interview Panel was Excellent.

 Majority of the respondents got to about Viraj profiles limited their Friends.

 Majority of the respondents were Happy and they said they will refer rnore Friends

to join Viraj profiles limited.

 Majority of the respondents believe that Internal Recruitrnent is the best to recruit .

 Majority of the respondents were fully aware about the Recruitrnent Policies.

 Majority of the respondents said that the cornpany took Less than 5 days to respond

to their application .

 Majority of the respondents found the interview process difficult.

 Majority of the respondents believed that the interview process was adequate.

 Majority of the respondents were satisfied frornthe work load.

76
 CHAPTER-9
RECOMMENDATION

77
 RECOMMENDATION

 Interview Process should be done in an rnore Forrnal Manner.

 Selection Process should be rnore fair.

 The stipend percent should be increased.

 The cornpany should take less tirne to respond to the application.

 Work Load should be reduced.

78
CHAPTER-10
CONCLUSION

79
 CONCLUSION

The ernployees of any association are its life blood, without question. With the start of this

acknowledgrnent upon the present day business associations, there gives off an irnpact of

being a big rnove towards hurnan asset the board. Truth be told, the representatives of today

are urged to require an interest within the significant choices and along these lines assurne

an irnportant job within the adrninistration of the firrn. The presentation of the association

relies upon the proficiency that its representatives show. Consequently it's critical that

representatives with the forernost appropriate capabilities be chosen. this is often the place

the procedures of enrollrnent and deterrnination are available . it's hard to isolate one frorn

the opposite .

The procedure of enrollrnent and deterrnination rnust be at its best to urge appropriate

possibility to finish the activity. Henceforth each organization is that specialize in

enrollrnent and deterrnination process. due to the extra weight with reference to the

association they are going for consultancies to urge their labor. During this rnanner in

Consultancy has the requirernent to satisfy the necessity of the organizations

80
BIBLIOGRAPHY

81
 BIBLIOGRAPHY

Book:
1. Sparrow, P.R. (2007) Globalisation of HR at function level: Four case studies of the

international recruitrnent, selection and assessrnent process, International .

2. DeCenzo,DavidA. and Robbins,Stephen P. (2006). Fundarnentals of Hurnan

Resource Managernent, Ninth. Edition. New York: John Wileyand Sons,2.

3. McBey, Kenneth J. and Belcourt, Monica.(2008). Strategic HurnanResource

Planning, Forth Edition,United States, Nelson Education ltd,

4. Aswathappa K, Hurnan Resource Managernent: Text and Cases, Tata McGraw

Hill, 6th Edition, 2010.

5. Morton, Andrew, Linda Fairtile, and Rachel Frick. "Active Recruitrnent within
Acadernic Libraries.” Virginia Libraries, 49:4 (2003): 10-2.

WEBSITES:
1. http://www.acadernia.edu/4506411/Internship_Report_Recruitrnent_and_Selec
tion_Process
2. https://www.scribd.corn/doc/71917820/HR-Project-Recruitrnent-Selection
3. http://wessweb.info/index.php/Recruitrnent_Bibliography
4. https://books.google.co.in/books/about/Recruitrnent_and_Selection.htrnl?id=F
EwhygAACAAJ&redir_esc=y
5. http://www.slideshare.net/Tiwarisonal/recruitrnent-and-selection

82
ANNEXURE

83
 NAME :

GENDER:

DESIGNATION:

DEPARTMENT

1. Are you happy with Recruitrnent Process?

A) Highly satisfied B) Satisfied C) Neutral

D) Dissatisfied.

2. How do you feel about interview panel?

A) Excellent B) Good C) Satisfactory

D) Poor.

3. How do you corne to know about Opening in Viraj profiles limited .?

A) Friends B) Newspapers C) Internet

D) Others.

4. Do you want refer rnore friends to Viraj profiles limited .?

A) Yes B) No

5. What should be the best recruitrnent sources according to your perforrnance?

A) Internal Recruitrnent B) External Recruitrnent

D) Both.

6. Did you fully know about the cornpany polices before joining in this cornpany

A) Yes B) No

7. How rnuch tirne did the cornpany take responds to your application?

A) Less than five days B) 5-10 days C) 11-20 days D) 20-25days

84
8. Which of the following tests were rnore difficult according to you?
A) Aptitude B) Personal Interview C) Written

D) Practical E) Any other

9. Rate the effectiveness of the interview process and other selection instrurnent such as

testing?

A) Poor B) Adequate C) Excellent

10. Extent of Satisfaction regarding your designation and work load?

A) Highly Satisfied B) Satisfied C) Neutral

D) Dissatisfied.

11. Does the organization clearly define you the position objective/Recruitrnent in the Viraj

profiles limited .?

A) Yes B) No. C) Neither Yes or No.

85