A PROJECT REPORT ON RECRUITMENT AND

SELECTION

By
MADDALI HARIKA REDDY

Registration Number
3511210092

Under the guidance of

Mrs. SANTHANA LAKSHMI
Assistant Professor

A PROJECT REPORT
In partial fulfillment for the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION

SRM UNIVERSITY
SCHOOL OF MANAGEMENT
Kattankulatur-603203, Tamilnadu
May,2014
 CERTIFICATE OF THE GUIDE

This is to certify that the project work titled

is a bonafide work of Mr. /Ms

Registration No: carried out in partial fulfillment for the award of the degree
of Master of Business Administration of SRM University under my guidance. This project
work is original and not submitted earlier for the award of any degree / diploma or
Associateship of any other University / Institution.

Signature of the Guide Signature of Student

Place:
Date:

DEAN External Examiner

SRM University Date:
Date
 DECLARATION

I, the undersigned, hereby declare that the project report entitled

A PROJECT REPORT ON RECRUITMENT AND SELECTION carried out at . Is

my original work written and submitted by me in partial fulfillment of Master`s

Degree in Business Administration of SRM UNIVERSITY. I also declare that

this project has not been submitted earlier in any other university or institution.

By
Date: M. Harika Reddy
( 3511210092)
 ACKNOWLEDGEMENT

I take this opportunity to extend my profound thanks and deep sense of gratitude to

the authorities of LAKSHMI HYUNDAI. For giving me the opportunity to under take this

project work in their esteemed organization. I profusely thank Mr. SAI (Assistant manager)

My sincere thanks to Honorable DEAN Mrs. JAYASHREE SURESH , and my project

guide Mrs. SANTANA LAKSHMI . For the kind encouragement and constant support

extended in completion of this project work. From the bottom of my heart

I am also thankful to all those who have incidentally helped me, through their valued

guidance, co-operation and unstinted support during the course of my project.

By

M.Harika Reddy
( 3511210092)
 ABSTRACT

“recruitment and selection is a process to discover the sources of manpower to meet

the requirements for the staff in the organization, schedule and to employ effective measures
for attracting that manpower in adequate numbers to facilitate effective selection of an
efficient working force.” A formal definition of recruitment and selection is: it is the process
of finding and attracting capable applicants for employment. The process begins when new
recruits are sought and ends when their applications are submitted.The process of recruitment
and selection involves planning, strategy development, searching, screening, and control. The
sources of recruitment are categorized as internal and external sources.

The essentials of selection are first, the nature of selection, whether faulty or safe and
second, the policy of the company and the attitude of the management and third, the length of
the probationary or the trial period. The different types of selection tests are Ability tests,
Aptitude tests, Personality test, Interest tests, Graphology tests, Medical tests, and Genetic
screening. The final decision has to be made from the pool of the individual who pass the
tests, interviews, and reference checks and also the HR manager plays the crucial role in the
final selection process.

The objective of the study is to interpret the recruitment and selection procedure followed at
The organizations and to receive suggestions in the context of giving importance to various
aspects that influence recruitment and selection procedure.The methodology includes the
ways to collect both the primary and secondary data. Primary data has been collected by
Interview, Questionnaire and Secondary data from the Company’s website, journals, records,
books etc. and the information was analyzed and interpreted.
 TABLE OF CONTENTS

CHAPTER PAGE
NUMBER CHAPTERS NUMBER
I INTRODUCTION 1
INDUSTRY PROFILE 19
COMPANY PROFILE 24
SCOPE OF STUDY 37
NEED FOR STUDY 38
OBJECTIVES 39
II LITERATURE SURVEY
REVIEW OF LITERATURE 40
III METHODOLOGY
RESEARCH DESIGN 43
DATA SOURCES 43
LIMITATIONS OF STUDY 44
IV DATA ANALYSIS AND INTERPRETATION
TABLES 45
CHARTS 45
V SUMMARY AND CONCLUSION
FINDINGS 64
SUGGESTIONS 66
CONCLUSIONS 67
APPENDIX
BIBILOGRAPHY 68
QUESTIONNARE 69
 CHAPTER-I
INTRODUCTION
INDUSTRY PROFILE
COMPANY PROFILE
 CHAPTER-II

REVIEW OF LITERATURE
 CHAPTER-III

RESEARCH METHODOLOGY
 CHAPTER-IV

DATA ANALYSIS

& INTERPRETATION
CHAPTER-V

FINDINGS

SUGGESTIONS

CONCLUSIONS

BIBILOGRAPHY
QUESTIONNAIRE
 INTRODUCTION:

RECRUITMENT& SELECTION

Human resources planning means deciding the number and type of the human resources required
for each job, unit and the total capacity for a particular future date in order to carry out
organizational activities. Human resources planning as "a process by which an organization
should move from its current man power position to its desired manpower position. Though
planning management strives to have the right number and right kind of people at the right place
at the right time, doing things, which result in both the organization and the individual receiving
maximum long run benefit.

Once the required number and the kind of human resources are determined, the management has
to find places where required human resources are/will be available and also work out strategies
for attracting them towards the organization before selecting suitable candidates for jobs. This
process is generally known as recruitment. Technically speaking the function recruitment
precedes the selection function and it includes only finding, developing the sources of
prospective employees and attracting them to apply for jobs in an organization

Human resources planning means deciding the number and type of the human resources required
for each job, unit and the total capacity for a particular future date in order to carry out
organizational activities. Human resources planning as "a process by which an organization
should move from its current man power position to its desired manpower position. Though
planning management strives to have the right number and right kind of people at the right place
at the right time, doing things, which result in both the organization and the individual receiving
maximum long run benefit.

1
Once the required number and the kind of human resources are determined, the management has
to find places where required human resources are/will be available and also work out strategies
for attracting them towards the organization before selecting suitable candidates for jobs. This
process is generally known as recruitment. Technically speaking the function recruitment
precedes the selection function and it includes only finding, developing the sources of
prospective employees and attracting them to apply for jobs in an organization

Defining Management education:

Management education deals with the art and science of directing and controlling or handling
any organization, especially under resource constraint situations, be it business, industry, public
system or government. Such education not only covers a thorough understanding of behavioral
science. Human Resource Development, Finance, Marketing, Operations and Information
systems, but also calls for an adequate grasp of the National and Global economics, politics,
Sociology. Legal Framework, Technology trends and natural environment in which the
organization has to function and proper the formulation of effective strategies. All organizations
need to have a vision and mission with a milestone to achieve a common goal.
Experience of successful organizations has proved beyond doubt the personality factory plays
a key role in day-to-day interactions. In today's competitive environment, organizations are
becoming more and more personality conscious and are making efforts to develop the facets of
personality of their employees. The focus is on developing a pleasing personality that insures
success and happiness emphasizing on motivational as well as behavioral aspects of personality.
Institutions offering management programmers cannot afford to ignore this vital component. In
fact, planned efforts are required to be made to evolve comprehensive programmers for
personality development in management education.

2
Definition:
The conscious and specific direction of effort towards the quality of the workforce in the
short and long term. It involves all quality of the workforce in the short and long term. It
involves all processes and activities aimed at managing the human resource of an organization
i.e. Manpower, planning, recruitment, training and development, career management and human
performance. It also involves the productive use of people in achieving the organizations
strategic business objectives and the satisfaction of the individual employees needs. In other
words it is a formal system for the management of people within the organization. It is mainly
divided in to three major areas, staffing, rewarding and designing work.

The different kinds of internal sources are:

(a) Present permanent employees:

Organizations consider the candidates from this source for higher-level jobs due to availability of
most suitable candidates for jobs relatively or equally to the external source, to meet the trade
union demands and due to the policy of the organization to motivate the present employees.
(b) Present temporary/casual employees:

Organizations find this source to fill the vacancies relatively at the lower level owning to the
availability of suitable candidates or trade union pressures or in order to motivate them on the
present job.
(c) Retired employees:

., Generally, particular organizations retrench the employees due to lack of work. The
organization takes the candidates for employment from the retrenched employees due to
obligation, trade union pressure and so on. Sometimes, the organizations prefer to re-employ
their retired employees as a token of their loyalty to the organization or to postpone some
internal conflicts for promotion.

3
External sources:

External sources are sources outside organizational pursuits. Organizations

search for the required candidates from these sources for the following

reasons:

 The suitable candidates with skill, knowledge, talent etc., are generally available.
 Candidates can be selected without any pre-conceived notion or reservations.
 Cost of employees can be minimized because employees selected from this source are
generally organization.
 Human resources mix can be balanced with different background, experience, skills etc.,
 Latest knowledge, skill, innovative or creative talent can also be flowed into the
organization.
 Existing sources will also broaden their personality
 Long run benefit to the organization in the sense that qualitative human resources can be
brought. Placed in the minimum pay scale.
Different kinds of External sources are:

(a) Campus recruitment:

Different types of organizations like industries, business firms, service organizations, social or
religious organizations can get fresh candidates for different types of jobs from various
educational institutions like collages and universities imparting education in science, commerce,
arts, engineering and technology, agriculture, medicine, management studies etc.,
(b) Private employment agencies/consultants:

Public employment agencies or consultants like ABC consultants in India perform recruitment
functions on behalf of a client company by charging fees. Line managers are relieved from
recruitment functions so that they can concentrate on their operational activities and recruitment
functions are entrusted to a private agency or consultants.

4
(C) Professional associates;

Professional organizations or associates maintain complete bio-data of their members and

provide the same to various organizations on requisition. They also act as exchange between
their members and recruiting firms in exchanging information, clarifying doubts etc.
organizations find this source more useful to recruit the experienced and professional employees
like executives, managers, engineers.

MODERN METHODS OF RECRUITMENT:

A number of modem recruitment sources are being used by the corporate sector in addition to
traditional sources. The sources are divided into internal and external sources.
Internal sources:

(a) Employee referrals:

Present employees are well aware of the qualifications, attitudes, experience and emotions of
their friends and relatives. They are also aware of the job requirements and organizational culture
of their company. As such, they can make preliminary judgments regarding the match between
the job and their friends or relatives. Hence, the HR Managers of the company depend on the
present employees for reference of the candidates for various jobs. This source reduces the cost
and the time required for recruitment. Further this source enhances the effectiveness of
recruitment.
External sources:

(a) Walk in interviews and tests:

The busy and rapidly changing organizations do not find time to perform various functions of
recruitment. Therefore, they advice the potential candidates to attend for an interview directly
and without a prior application on specified date, time and at a specified place.

5
(b) Consult in:

The busy and dynamic companies encourage the potential job seekers to approach them
personally and consult them regarding the jobs. The companies select the suitable candidates
from among such candidates through the selection process.

(c) E-Recruitment:

The technological revolution in telecommunications helped the organizations to use Internet as a

source of recruitment. Organizations advertise the job vacancies through the world wide web
(www). The job seekers send their applications through e-mail using Internet. Alternatively job
seekers place their CV's in the worldwide web/ Internet, which can be drawn by the prospective
employers depending upon their requirements. For eg: Monsterindia.com, timesjobs.com,
naukri.com, Chckjobs.com

(d) Outsourcing:

Some organizations recently started developing human resources pool by employing the
candidates for them. These organizations do not utilize the human resources instead they supply
HRs to various companies based on their needs on temporary or ad-hoc basis. Various
companies, rather than employing HRs draw HRs from these organizations on commission basis.

6
UNDERSTANDING SELECTION PROCESS:

Recruitment function helps the organization to develop a pool of prospective human resources. It
is difficult for the HR manager to employ the suitable people out of the pool. Infact, many
organizations face critical problems in choosing the people. Selection techniques and methods
reduce the complexities in choosing the right candidates for the job.

After identifying the sources of human resources, searching for prospective employees and
stimulating them to apply for jobs in an Organization, the management has to perform the
function of selecting the right employees at the right time. The obvious guiding policy in
selection is the intention to choose the best qualifies and suitable job candidate for each unfilled
job.

The objective of the selection decision is to choose the individual who can most successfully
perform the job from the pool of qualified candidates. The selection procedure is the system of
functions and devices adopted in a given company to ascertain whether the candidate's
specifications are matched with the job specifications and requirements or not.

The selection process can be successful if the following requirements are satisfied:

 Someone should have the authority to select. This authority comes from the employment
requisition, as developed by an analysis to the workload and work force.
 There must be some standard of personnel with which a prospective employee may be
compared, i.e. a comprehensive job description and job specification should be available
before hand.
 There must be a sufficient number of applicants from whom the '' required number of
employees may be selected.
Selection of personnel to man the organization is a crucial, complex and continuing function.
The ability of an organization to attain its goal effectively and to develop in a dynamic
environment largely depends upon the effectiveness of its selection programmer. If the right
person is selected, he is valuable asset to the organization.

7
SELECTION PROCEDURE:

Selection procedure employs several methods of collecting information about the candidate's
qualifications, experience, physical and mental ability, nature and behavior, knowledge and
aptitude for judging whether a given applicant is suitable or not for the job. Therefore the
selection procedure is not a single act but is essentially a series of methods or stages by which
different types of information can be secured through various selection techniques. At each step
facts may come to light, which are useful for comparison with the job requirement and employee
specifications.
Steps in Scientific Selection Procedure:

 Job analysis
 Recruitment
 Application form
 Written examination
 Preliminary interview
 Business games
 Tests
 Final interview
 Medical examination
 Reference checks

8
INDETAIL EXPLANATION:

(a) JOB ANALYSIS:

Job analysis is the basis for selecting the right candidates. Every organization should finalize the
job analysis, job. Description, job specification and employee specifications before proceeding to
the next step of selection.

(b) APPLICATION FORM;

Application form is also known as application blank. The techniques of application blank are
traditional and widely accepted for securing information from the prospective candidates. It can
also be used as a device to screen the candidates at the preliminary level. Many companies
formulate their own style of application forms depending upon the requirement of information
based on the size of the company, nature of business activities, type and level of the job etc.
Information is generally required on the following items in the application forms:

 Personal background information

 Educational qualifications
 Work experience
 Salary (drawing and expecting)
 Personal attainments including likes and dislikes

(c) WRITTEN EXAMINATION:

Organizations have to conduct written examination for the qualified candidates after they are
screened on the basis of the application blanks so as to measure the candidate's ability in
arithmetical calculations, to know the candidate's attitude towards the job, to measure the
candidate's aptitude, reasoning, knowledge in various disciplines, general knowledge and English
language

9
(d) PRELIMINARY INTERVIEW:

The preliminary interview is to solicit necessary information from the prospective applications
and to assess the applicant's suitability to the job. An assistant in the personnel department may
conduct this preliminary interview. The information thus provided by the candidate may be
related to the job or personal specifications regarding education, experience, salary expectations,
attitude towards job, age, physical appearance and other requirements etc. Thus, preliminary
interview is useful as a process of eliminating the undesirable and unsuitable candidates. If a
candidate satisfies the job requirements regarding most of the areas, he may be selected for
further process. Preliminary interviews are short and known as stand up interviews or sizing up
of the applicants or screening interviews. However, certain required amount of care is to be taken
to ensure that the desirable
(H) BUSINESS GAMES:

Business games are widely used as a selection technique for selecting management trainees,
executive trainees and managerial personnel at junior, middle and top management positions.
Business games help to evaluate the applicants in the areas of decision‐making, identifying the
potentialities, handling the situations, problem‐solving skills, human relations skills etc.
participants are placed in a hypothetical work situation and are required to play the role
situations in the game. The hypothesis is that the most succe

ssful candidate in the game will be most successful one on the job.

10
(I) TESTS:

Psychological tests play a vital role in employee selection. A psychological test is essentially an
objective and standardized measure of sample of behavior from which inferences about future
behavior and performance of the candidate can be drawn.Objectivity of tests refers to the validity
and reliability of the instruments in measuring the ability of the individuals. Objectivity provides
equal opportunity to all the job seekers without any discriminating against sex; caste etc.
standardization of test refers to uniformity of procedure in conducting the tests for all the
candidates. Sample behavior refers to the sample of the total behavior of the prospective
employee on the job.

11
Types of Psychological Tests

(I) Aptitude Tests:

(a) Intelligence Test (IQ)

(b) Emotional Quotient

(c) Skill Tests

(d) Mechanical Aptitude

(e) Psychometric Tests

(f) Clerical Aptitude Tests

Type of Test

(ii) Achievement Tests:

(a) Job Knowledge Test

(b) Work Sample Test

(iii) Situational Tests:

(a) Group discussions

(b) In Basket

(iv) Interest Test:

(v) Personality Tests:

(a) Objective Tests

(b) Protective Tests

(vi) Multi-Dimensional esting

12
Types of test:

Tests are classified into six classes, each class is again divided into different types of tests. They
are:
APTITUDE TESTS:

These tests measure whether an individual has the capacity or latent ability to learn a given job if
given adequate training. Aptitudes can be divided into general and mental ability or intelligence
and specific aptitudes such as mechanical, clerical, manipulative capacity etc. General aptitude
test is of two types namely intelligence quotient (IQ) and emotional quotient (EQ).

Clerical aptitude tests;

These types of tests measure specific capacities involved in office work. Items of this tests
include spelling, computation, comprehension, copying, word measuring etc.
ACHIEVEMENT TESTS:

These tests are conducted when applicants claim to know something- as these tests are concerned
with what one has accomplished. These tests are more useful to measure the value of a specific
achievement when an organization wishes to employ experienced candidates. These tests are
classified into (a) job knowledge test and (b) work sample test.
SITUATIONAL TESTS: This test evaluates a candidate's in a similar life situation. In this test
the candidate is asked either to cope with the situation or solve clerical situations of the job

13
(1) Group discussion (GD) :

This test is administered through the group discussion approach to solve a problem under which
candidates are observed in the areas of initiating, leading, proposing valuable ideas, conciliating
skills, oral communicating skills, coordinating and concluding skills.

INTEREST TESTS:
These tests are inventories of the likes and dislikes of candidates in relation to work, job,
occupations, hobbies and recreational activities. The purpose of this test is to find out whether a
candidate, is interested or disinterested in the.Job for which he is a candidate and to find out in
which area of the job range/occupation the candidate is interested. The assumption of this test is
that there is a high correlation between the interest of a candidate in a job and job success.
Interest inventories are less faked and they may not fluctuate after the age of 30.

MULTI-DIMENSIONAL TESTING:

However, the need for multi-skills is being felt be most of the companies consequent upon
globalization, competitiveness and the consequent customer-centered strategies. Organization
have to develop multidimensional testing in order to find out whether the candidates possess a
variety of skills or not, candidate's ability to integrate the multi-skills and potentiality to apply
them based on situational and functional requirement.

PRELIMINARY INTERVIEW:

(1) Informal interview:

This is the interview, which can be conducted at any place by the person to secure the basic and
non-job related information. The interaction between the candidate and the personnel manager
when the former meets the latter to enquire about the vacancies or additional particulars in
connection with the employment advertisement is an example of the informal interview.

14
(2) Unstructured interview:

In this interview, the candidate is given the freedom to tell about himself by revealing his
knowledge on various items/areas, his background, expectations, interest etc. Similarly, the
interviewer also provides information on various items required by the candidate.

CORE INTERVIEW:

It is normally the interaction between the candidates and the line executive

Or experts on various areas of job knowledge, skill, talent etc. This interview

May take various forms like:

(1) Back ground information interview:

This interview is intended to collect the information, which is not available inThe application
blank and to check that information provided in theApplication blank regarding education, place
of domicile, family, health, interest, hobbies, likes, dislikes and extra curricular activities of the
applicant.

(2) Job and probing interview:

This interview aims at testing the candidate's job knowledge about duties, activities, methods of
doing the job, critical/problematic areas, methods of handling those areas etc.

(3) Stress interview

This interview aims at testing the candidate's job behavior and level of understanding during the
period of stress and strain. The interviewer tests candidate by putting him under stress and strain
by interrupting the applicant from:areas, keeping silent for unduly long periods after he has
finished speaking etc.

15
(4) Group discussion interview;

There are 2 methods of conducting group discussion interviews, viz. group interview method and
discussion interview method. All the candidates are brought into one room and are interviewed
one by one under group interview. This method helps a busy executive to save valuable time and
gives a fair account of the objectivity of the interview to the candidates.

(5) Formal and structured interview:

In this type of interview, all the formalities, procedures like fixing the value, time, panel of
interviewers, opening and closing, intimating the candidates officially etc. are strictly followed in
arranging and conducting interview. The course of the interview is preplanned and structured, in
advance, depending on job requirements

(6) Panel interview:

A panel of experts interview each candidate, judges his performance individually and prepares
consolidated judgment. This type of interview is known as panel interview. Interviewers for
middle level and senior level managers are normally conducted are the panel of experts.

DECISION-MAKING INTERVIEW:

After the experts including the line managers of the organization in the core areas of the job
examine the candidates, the head of the department/section concerned interviews the candidates
once again, mostly through informal discussion. The interviewer examines the interest of the
candidate in the job, organization, reaction/adaptability to the working conditions, career
planning, promotional opportunities, work adjustment and allotment etc. The personnel manger
also interviews the candidates with a view to find out his reaction/acceptance regarding salary,
allowances, benefits, promotions, opportunities etc..

16
(K) MEDICAL EXAMINATION:

Certain jobs require certain physical qualities like clear, vision, perfect hearing unusual stamina;
tolerance of hardworking conditions, clear tone etc. Medical examination reveals whether or not
a candidate possesses these qualities. Medical examination can give the following information:

 Whether the applicant is medically suited for the specific job

 Whether the applicant has health problems or psychological attitudes likely to interfere
with work efficiency or future attendance.

(L) REFERENCE CHECKS:

After completion of the final interview and medical examination, the personnel department will
engage in checking references. Candidates are required to give the names of references in their
application forms. These references may be from the individuals who are familiar with the
candidate's academic achievement or form the applicant's previous employer, who is well versed
with the applicant's job performance, and sometimes from co-workers.

(M) FINAL DECISION BY THE LINE MANAGER:

The line manager concerned has to make the final decision whether to select or reject a candidate
after soliciting the required information through techniques discussed earlier. The line manager
has to take much care in taking the final decision not only because of economic implications but
also because of behavioral and social implications. A careless decision of rejecting would impair
the morale of the people and they would suspect the selection procedure and the basis of
selection of this organization. A true understanding between line managers and personnel
managers should be established to take proper decisions.

17
(N) JOB OFFER:

Thus, after taking the final decision, the organization has to intimate this decision to the
successful as well as unsuccessful candidates. The organization offers the job to the successful
candidates either immediately or after some time depending upon its time schedule. The
candidate after receiving job offer communicates his acceptance to the offer or requests the
company to modify the terms and conditions of employment or rejects the offer.

(O) EMPLOYMENT:

The company may modify the terms and conditions of employment as requested by the
candidate. However the alteration is purely depends on the sole discretion of the Management /
company. The company employs those candidates who accept the job offer with or without
modification of terms and conditions of employment and place them on the job.

With the employment of the candidate the recruitment and selection process is completed.

18
Automobile industry in India

The automobile industry in India is the ninth largest in the world with an annual production of
over 2.3 million units in 2008 In 2009, India emerged as Asia's fourth largest exporter of
automobiles, behind Japan, South Korea and Thailand.

Following economic liberalization in India in 1991, the Indian automotive industry has
demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions.
Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and
Mahindra, expanded their domestic and international operations. India's robust economic growth
led to the further expansion of its domestic automobile market which attracted significant India-
specific investment by multinational automobile manufacturers. In February 2009, monthly sales
of passenger cars in India exceeded 100,000 units.

bryonic automotive industry emerged in India in the 1940s. Following the independence, in
1947, the Government of India and the private sector launched efforts to create an automotive
component manufacturing industry to supply to the automobile industry. However, the growth
was relatively slow in the 1950s and 1960s due to nationalization and the license raj which
hampered the Indian private sector. After 1970, the automotive industry started to grow, but the
growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major
luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment
of Maruti Udyog. A number of foreign firms initiated joint ventures with Indian companies.

19
In the 1980s, a number of Japanese manufacturers launched joint-ventures for building
motorcycles and light commercial-vehicles. It was at this time that the Indian government chose
Suzuki for its joint-venture to manufacture small cars. Following the economic liberalization in
1991 and the gradual weakening of the license raj, a number of Indian and multi-national car
companies launched operations. Since then, automotive component and automobile
manufacturing growth has accelerated to meet domestic and export demands.

Exports

India has emerged as one of the world's largest manufacturers of small cars. According to New
York Times, India's strong engineering base and expertise in the manufacturing of low-cost, fuel-
efficient cars has resulted in the expansion of manufacturing facilities of several automobile
companies like Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki.

In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors plans to
export 250,000 vehicles manufactured in its India plant by 2011. Similarly, General Motors
announced its plans to export about 50,000 cars manufactured in India by 2011.

In September 2009, Ford Motors announced its plans to setup a plant in India with an annual
capacity of 250,000 cars for US$500 million. The cars will be manufactured both for the Indian
market and for export. The company said that the plant was a part of its plan to make India the
hub for its global production business. Fiat Motors also announced that it would source more
than US$1 billion worth auto components from India.According to Bloomberg L.P., in 2009
India surpassed China as Asia's fourth largest exporter of cars.

20
Indian automobile companies

Notable Indian automobile manufacturers

 Ashok Leyland
 Chinkara Motors: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster, Sailster.
 Force Motors
 Hindustan Motors: Ambassador.
 Mahindra: Major, Xylo, Scorpio.
 Maruti Suzuki: 800, Alto, WagonR, Estilo, AStar, Ritz, Swift, Swift DZire, SX4, Omni,
Versa, Gypsy
 Premier: Sigma, Roadster, RiO.
 San Motors: Storm
 Tata Motors: Nano, Indica, Indigo, Sumo, Safari, TL.Aria

Electric car companies in India

 Ajanta Group
 Mahindra
 Hero Electric REVA
 Tara International
 Tata Motors

Notable Multi-national automobile manufacturers

Locally manufactured Automobiles of Multi-national Companies

21
 Audi: A4, A6.
 BMW: 3 Series, 5 Series.
 Chevrolet: Spark, Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera.
 Fiat: Palio, Grande Punto, Linea.
 Ford: Ikon, Fiesta, Fusion, Endeavour, Figo
 Honda: Jazz, City, Civic, Accord.
 Hyundai: Santro, i10, Getz, i20, Accent, Verna, Hyundai , Sonata.
 Mercedes-Benz: C-Class, E-Class
 Mitsubishi: Lancer, Lancer Cedia.
 Nissan: Micra
 Renault: Logan
 Škoda: Fabia, Octavia, Laura.
 Toyota: Corolla, Innova, Fortuner
 Volkswagen: Jetta, Passat, Polo.

22
Cars sold in India as CBU (Completely Built Units)

 Audi: A8, TT, R8, Q5, Q7.

 Bentley: Arnage, Azure, Brooklands, Continental GT, Continental Flying Spur,
Mulsanne.
 BMW: 6 Series, 7 Series, X3, X5, X6, M3, M5, M6 and Z4.
 Chevrolet: Captiva
 Fiat: Nuova 500.
 Honda: Civic Hybrid, CR-V.
 Hyundai: Santa Fe.
 Jaguar: XF, XJ, XK.
 Lamborghini: Gallardo, Murciélago.
 Land Rover: Range Rover, Range Rover Sport, Discovery 4, Freelander 2.
 Maybach: 57 and 62.
 Mercedes-Benz: CL-Class, CLS-Class, S-Class, SL-Class, SLK-Class, M-Class, Viano.
 Mitsubishi: Pajero, Montero, Outlander.
 Nissan: Teana, X-Trail, 307Z.
 Porsche: 911, Boxter, Panamera, Cayman, Cayenne.
 Rolls Royce: Ghost, Phantom, Phantom Coupé, Phantom Drophead Coupé.
 Škoda: Superb.
 Suzuki: Grand Vitara.
 Toyota: Camry, Land Cruiser, Land Cruiser Prado, Prius.
 Volkswagen: Beetle, Touareg.
 Volvo: S80, XC90.

23
HISTORY:
The Company is an authorized Dealer of Hyundai Motors India Limited (HMIL) for sale
of its entire range of motor vehicles. It is also authorized to service & repair of all Hyundai cars
and also deals in spare parts of Hyundai cars.
Lakshmi Hyundai was established in the year 1998 in Himayathnagar with the launch of
Hyundai’s first car in India- the evergreen SANTRO. The entire business is managed under the
able leadership and guidance of the managing Director Shri K.Rama Mohana Rao.
Soon after the Himayathnagar showroom, came up the ‘state-of-art service facilities at
Kukatpally, Banjarahills and L.B.Nagar. These service centers are well equipped to cater to the
needs of valued customers. The management left no stone unturned to review, research and
implement the latest of technologies and methodologies to improve on the sales, service on the
customer satisfaction. Continuous up gradation of the facilities at the sales and service outlets
and adding to the service agenda each time, add been sales graph go high by the yea
AWARDS:

2012 Awards

 Verna gets the 'Sedan Of The Year 2011' Golden Steering Award
 HMIL gets the 'Automotive Company Of the Year 2011' Golden Steering Award
 Eon gets the 'Entry-Level Hatchback Of The Year' at ET Zigwheels Awards 2011
 HMIL gets the 'Best Car Manufacturer 2012' award by Motor Vikatan magazine

The awards received for “ Best in sales ” in south region, “Best in finance ”, “Top performer
” in 2005 and their technicians being awarded with a Gold Medal for standing No.1 in the world
at World skill Olympics held at Korea-stand testimony to the recognition that received at the
global level.

24
 According to the popular belief, a customer walking into LAKSHMI HYUNDAI is treated
like an asset. His/her needs are assessed in the first stage and the customer is educated
subsequently about the product line, service range, allied services, etc., ample information and
time is given to the prospective buyer to make up his/her mind on which car to buy.

Totally focused customer centric approach, unparalleled service motto, top-end facilities,
bouquet of allied services, solid after sales backup, quality assurance, unconditional warranty
promise and desire to excel through service are some of the threads which blend in effectively to
give birth to the fabric called LAKSHMI HYUNDAI LAKSHMI HYUNDAI’s success is just
beginning and more to expect spectacular chapters in the preamble “Winning Edges”.

LAKSHMI HYUNDAI MAN POWER:

Department Own Contract Total

Sales 57 0 57
Service 126 49 175
Spaces 15 0 15
Finance & 98 0 98
HR/Administration
Total 296 49 345

25
RECRUITMENT PROCESS AT LAKSHMI HYUNDAI:

The recruitment process involves both internal and external methods. Internal methods
namely are employee referrals, promotions, inter company transfers.
Employee referrals;
This is the most common method of recruitment used by the organization. Last year the
organization recruited 16 employees by employee referrals.
Promotions
Posts falling vacant due to be filled will be notified within the division/office, giving educational
qualifications and experience laid down for the post and the extent to which these will be relaxed
for promotion and inviting applications from eligible employees in lower group, who have
rendered the requisite qualifying service and who have requisite higher post.

External methods of recruitment followed by the organization are employment exchange, paper
advertisements and campus recruitment. .
Employment Exchange: All vacancies are to be notified to the Local Employment Exchange. If
employment exchanges are unable to sponsor the suitable candidates with in the prescribed time
limits, the vacancies may be advertised in the press on a local/regional advertisement the
vacancies may be advertised on India Basis. A minimum of two weeks notice is to given to the
Local Employment Exchange for sponsoring suitable candidates.

Paper advertisements:

Of the external methods this method is mostly adopted by the organization. This method of
recruitment involves advertising the requirements of personnel in two of the leading newspapers
one being in English language and other being in regional language. For recruitments in
Hyderabad, Eenadu and Deccan Chronicle are the two leading newspapers that the requirement
of personnel is advertised.

26
 SELECTION PROCESS AT LAKSHMI HYUNDAI:

After the recruitment process next step is the selection process in employing a suitable candidate
into the organization. At Hindustan Aeronautics Limited the selection process mainly includes
test/interviews. If a candidate passes through the different rounds of interviews/test then he is
employed into the organization. The Personnel Department of each division or the corporate
office will screen the applications received and categorize them to those that satisfy prescribed
minimum educational qualification and experience and those do not .

Personal Manager Interview:

This is the first round of interview for the candidate. The Personal manager checks the
knowledge of the candidate in the applied field along with his positive attitude, communication
skills and so on. On personal dissatisfaction the manager can call the candidate for another round
of interview. He prepares an evaluation report on the candidates' performance in the interview.

Board Directors Interview:

After the personal manager interview, the next in line is the Board Directors Interview. There are
4 directors who take the seat of interviewer. Questions about family background, health details,
academic performance and activities, likes and dislikes, attitudes and capabilities etc. are all
questioned. The interview conducted by the Board directors can take any shape from stress
interview to formal or informal interview depending on the kind of department they are being
recruited for. All the directors prepare an evaluation report individually on the candidates
performance in relation to personality, intelligence, attitudes, skills and knowledge and so on. .

Verification of Date of Birth, Character and Antecedents

The secondary school certificate is the accepted document required for verification of date of
birth. However, if this document is not available, the candidate should produce a RESUME. In
that he/she mention all study details of them.

27
APPOINTMENT OF SELECTED CANIDIDATES

Candidates who are selected for appointment to post will be issued with a letter proposing to
offer the post or offering the post. If they accept appointment offer they are to be reply in the
form.

SALES PERFORMANCE

Current 2004 2005 2006 2007 2008 2009 2010 2011

year
Compact 523 833 950 1280 1607 2164 3388 3698
Mid, 215 380 356 528 605 822 880 910
Exec,&
Premium
Total 738 1213 1306 1818 2212 2986 4268 4608
Table 1

4500
4000
3500 Compact
3000
2500 Mid, Exec,& Premium
2000 Total
1500
1000
500
0
2006 2008 2009 2010 2011
2005 2007

Graph 1

28
 SERVICE PEFORMANCE

Current year 2005 2006 2007 2008 2009 2010 2011

Turn over in US $(000) 12.8 231.4 382.2 440.2 440.4 845.5 1150.8
No. of vehicle serviced(000) 4.4 7.9 11.0 13.5 18.1 29.1 40.0
Table 2

1400
1200
1000
800 Turn over in US
600 $(000)
400 No. of vehicle serviced(000)
200
0

2005 2006 2007 2008 2009 2010 2011

Graph 2

29
 PARTS AND ACCESSORIES PERFORMANCE

Current 2005 2006 2007 2008 2009 2010 2011

Year

Turn 111.1 216.2 326.0 463.8 499.8 793.8 1510.9

over

Table 3

Turn over

2000

1500

1000 Turn over

500

0
2005 2006 2007 2008 2009 2010 2011

Graph 3

30
 SALES TEAM PERFORMANCE BONUS POINTS
Universal Factors Sub-Factors No. of Points Total
points
Job Knowledge & Product Information 100
Judgment
Communication Skills 75
GDMS Up gradation 100 350
Accessories Selling Skills 25
Finance Dealing Skills 50

Sales Personality Presentation Skills 50

Confidence Level 50
Voice & Body Culture 100 300
Appearance 50
Selling Skills 50

Code Of Conduct Time Management 50

Obeying Orders 100
Alertness 75 350
Company Dress 50
Attendance Record 75

31
Hyundai Motor India Foundation(HMIF)

HMIF was formed in the year 2006 with the purpose of 'giving back' to society and to initiate
Corporate Social Responsibility (CSR) activities in the areas of health care, educational and
vocational training, environment, road safety, art, science, technology, etc. HMIF gets its direct
funding from HMIL's earnings as it contributes Rs.100 for every car sold in the Indian market to
enable HMIF to carry out its social activities.

Happy Move

Hyundai Motor India Foundation (HMIF), as part of its Corporate Social Responsibility program
recently organises the 'Happy Move Global Youth Volunteers camp'. As part of the initiative,
students from India and Korea are work together towards a common cause of community
development. The activities in the camp are focused on education and renovation activities. The
'Happy Move Global Youth Volunteers Camp' is also supported by Field Services and
Intercultural Learning (FSL), an Indian NGO India, and International Workcamp Organisation
(IWO), an NGO from Korea.

Hyundai Traffic Squad

Students Traffic Volunteer Scholarship Scheme is an initiative by HMIF to sponsor the

'economically backward' college students and also help in managing traffic better. A group of
carefully chosen students, after proper training by the local traffic police, work as traffic
marshals at busy intersections in conjunction with the traffic police to control and manage traffic.
The students are paid a stipend for their efforts and this scheme is successfully running in the
cities of New Delhi, Chennai and Kolkata. HMIL will further expand the scheme to other cities
of India

32
Educational and Vocational Training Program

HMIL, under the aegis of HMIF is committed to the task of improving conditions in local
schools around Sriperumbudur as well as nationally. At regular intervals it donates chairs, tables,
computers to the schools to create a better environment for educating children. Till date, over
20,000 school students have benefited through this program. HMIF has adopted ITI's in Assam
and Ulundurpet to equip them with latest infrastructure facilities and also provides employment
opportunities to students who graduate from here.

Medical Camps for Neighbourhoods

HMIF conducts a number of free Medical Camps. Apart from this, the Foundation has also
entered into an agreement with Sri Ramachandra Medical University for operating a Mobile
Health Clinic in villages between Poonamalee and Kanchipuram. The mobile clinic will have a
Medical Officer, Pharmacist, Nurse, Attendant and maintain a regular supply of medicines. The
van has a Satellite link which enables it to be in direct contact with the hospital and get
assistance and advice even in the remotest of villages.

Hyundai Driving School

As part of skill development, driving school was started by HMIF to train unemployed youth in
Kancheepuram & Thiruvallur Dist.Three batches (100) had been trained during 2009 and this
will be an ongoing programme.

33
Hyundai Corporate Philosophy

34
The 5 core values we have defined as part of our new corporate philosophy are tents that have
existed in us throughout our history, and are principles that all employees promise to further
foster in our organization.

35
36
SCOPE OF THE STUDY:

The study covers LAKSHMI HYUNDAI in Hyderabad consisting of 100 employees. This study
covers all aspects of training and development programs in LAKSHMI HYUNDAI .This study
cover the New Entrant Manager response towards the recruitment and selection programs in the
organization.

HRM plays a large part in determining the effectiveness and efficiency of the establishment.
Increase in productivity is possible only when there is an increase in quantity of output. It applies
not only to new employees. It can help employees and employers to increase their level of
performance and to develop skills, knowledge on their present job assignments to organization.

37
NEED OF STUDY:

The purpose of study is to learn the practical applicability of the theoretical knowledge gained
about recruitment and selection process.

• To gain knowledge about, the process of recruitment and selection in LAKSHMI

HYUNDAI.
• To know the effectiveness or ineffectiveness of the process of recruitment and selection
in LAKSHMI HYUNDAI

38
Objective of the study

The purpose of the study is to learn the practical applicability of the theoretical knowledge
gained about recruitment and selection process.

 To gain knowledge about the process of recruitment and selection

 To know the effectiveness or ineffectiveness of the process of recruitment and selection

 To provide suggestions if any, for having an effective recruitment and selection process

 To prepare the employees to move higher in their jobs.

 To impart new entrants with basic HRD skills and knowledge.

 To develop the potentialities of the employees for the next level job.

39
Modes of Discrimination in the Recruitment Process: Formalisation, Fairness and
Efficiency by Nick Jewson , David Mason

Equal opportunities policies, and other programmes for the elimination of racial and sexual
discrimination at work, frequently place great store by the formalisation of the recruitment
process. This article suggests that such recommendations fail to take account of the nature of
recruitment to most occupations. This point is developed by the presentation of both a typology
of modes of discrimination in the recruitment process and an empirical case study.

Gender and Recruitment: People and Places in the Labour Market by Margaret M. Curran

This paper provides an account of the processes by which people were recruited to particular
places in the labour market, and explores the implications of this account for conceptualisations
of recruitment and of gender divisions in employment. On the basis of a survey of recruitment to
101 retail and clerical job vacancies in the North East of England, it is argued that the social and
`tacit' skills required in the performance of such jobs are so inextricably linked with, and
embedded in, gender that the jobs themselves may be seen as gendered. Gender itself thus has a
direct influence on the separation of `men's jobs' and `women's jobs', which is distinct from the
indirect effects of domestic responsibilities and the sexual division of labour in households.

STRUCTURED INTERVIEWS by Terpstra, D. E., Mohamed, A. A., & Kethley, R. B. (1999)

This guide is not intended to be exhaustive of the possible approaches to developing a structured
interview, but to provide one effective method. Additional information on assessment methods
is available in OPM’s online Personnel Assessment and Selection Resource Center. Please see
also The Uniform Guidelines on Employee Selection Procedures and the Delegated Examining
Operations Handbook.

40
The Influence of Perceived Interviewer and Job and Organizational Characteristics on
Applicant Attraction and Job Choice Intentions: The role of applicant anxiety
by Sally A. Carless and Amantha Imber ,Article first published online: 31 Oct, 2007.
This study examined whether interviewer characteristics have a direct influence on applicant
attraction and job choice intentions, an indirect influence via job and organizational
characteristics, and direct influence on applicant anxiety. A sample of graduate applicants (was
surveyed before a selection interview and after the employment interview Structural equation
modeling was used to examine the hypothesized model. The results showed that interviewer
characteristics (warmth, unfriendliness, job knowledge, general competence and humor) had
both a direct and indirect effect on applicant attraction and job choice intentions. In addition,
interviewer characteristics had a significant positive impact on applicant anxiety. Theoretical and
practical implications of the findings are discussed.

Applicant Attraction to Organizations and Job Choice: A Meta-Analytic Review of the

Correlates of Recruiting Outcomes by Chapman, Derek S.; Uggerslev, Krista L.; Carroll,
Sarah A.; Piasentin, Kelly A.; Jones, David A.Journal of Applied Psychology, Vol 90(5), Sep
2005, 928-944.

Attracting high-performing applicants is a critical component of personnel selection and overall

organizational success. In this study, the authors meta-analyzed 667 coefficients from 71 studies
examining relationships between various predictors with job-organization attraction, job pursuit
intentions, acceptance intentions, and job choice. The moderating effects of applicant gender,
race, and applicant versus nonapplicant status were also examined. Results showed that applicant
attraction outcomes were predicted by job-organization characteristics, recruiter behaviors,
perceptions of the recruiting process, perceived fit, and hiring expectancies, but not recruiter
demographics or perceived alternatives. Path analyses showed that applicant attitudes and
intentions mediated the predictor-job choice relationships. The authors discuss the implications
of these findings for recruiting theory, research, and practice. (PsycINFO Database Record (c)
2012 APA, all rights reserved)

41
The differential effect of organizational induction process on early work role
adjustment by Jan Zahhly and Henry Tosi ,Article first published online: 20 Nov, 2006.
Early work role adjustment is hypothesized to be a function of previous work experiences, early
organizational experiences, and personality differences. Formal collective induction into an
organization was compared with informal individual induction. Induction mode was the
dominant variable which predicted adjustment four months after employment. Formal collective
induction contributed to higher job satisfaction and lower work/family conflict. The mode of
induction did not affect team cohesion, role conflict, role ambiguity, or perceived worker
influence in the workplace. Self-monitoring, a personality variable, contributed to the prediction
of work/family conflict. Inducation mode did not interact with other independent variables in
predicting job satisfaction or work/family conflict.

Recruitment and Selection – the Great Neglected Topic by Ewart Keep and Susan James
The purpose of this paper is to provide an overview of the literature on recruitment and selection
(R&S) and to link what these different bodies of research reveal in termsof the relationship
between employee selection and different strands of education andtraining policy and practice.
The intention of the paper is not to offer a comprehensiveliterature review, but to act as a catalyst
for trying to understand R&S as a process, rather than as a series of atomised strategies; and also
to begin to move thinking forward on this important but neglected topic. In particular, the aim is
to learn how far R&S impinges and impacts on general education and training policy debates

42
RESEARCH METHODOLOGY:
DATA COLLECTION METHODS:

The data for the study was collected through primary and secondary methods

Primary Methods;

Primary methods are those methods that provide first hand information. The methods followed

were interview methods and questionnaire method

(a) Interview method:

By this method the employees and managers of the LAKSHMI HYUNDAI were asked questions
regarding the recruitment and selection process, its effectiveness and the relevant or required
changes they intended to have in the present recruitment and selection process of the company.
The managers of different departments were the majority to be interviewed in the entire sample
taken.

Secondary methods:

Secondary methods are those methods that provide already existing information of the past, also
called as second hand information. The information was obtained from the different HR journals
published by the organization for various purposes like HR 'department personal use, reference
by any other department about the performance of various activities that have been started by the
HR department, to know about the performance appraisal system or the bonus system etc.

43
PERIOD OF THE STUDY:

Since so many years Lakshmi hundai Hyderabad has been following the same
procedure of appraisals for their executives and employees and for the study of my project last
on-year data has collected on Selection process.

LIMITATIONS OF THE STUDY:

By giving employees information, resources and training and by following with measurements
and reinforcement, Human Resources can create an empowered environment. But Empowerment
should be continuous process like quality improvement and it is like a race without a finish line.
Those companies that take the first step by creating an environment conductive to empowerment
will be at the head of the pack

 As the period of study is limited for 45 days the data collected is very limited.
 The entire staff would not be taken for the purpose of the study.
 The information provided was not totally accurate. Biased answers were given.
 Due to time constraints, data is collected from limited number of employees of the
Company.
 As the data is collected in the working hours of the employees, they are busy they
could not give the complete response.
 Unable to obtain proper feed back because of the limited time period & busy schedule
of the employees.

Problem with the confidential information.

44
 How do you find the recruitment process in Lakshmi Hyundai?
(a) Excellent (b) very good
(c) Good (d) Average.

Group Percentage (%) No of Respondents

Excellent 20% 10
Very good 10 % 5
Good 60% 30
Average 10% 5
Total 100 50

Analysis:
20% of the employees feel that the recruitment process is excellent in Lakshmi Hyundai
solutions. 70% of employees feel that the recruitment process is good, and 10% feel that the
recruitment process is average.

Interpretation: The above data shows that the recruitment process is good.

Recruitment Process

35
30
25
20
15
10
5
0

Excellent Very good Good Average

45
 Fitness test is necessary for all the employees at regular intervals?
(a)Strongly agree (b) Agree
(c) Disagree (d) strongly disagrees.

Group Percentage (%) No of Respondents

Strongly agree 60% 30
Agree 30% 15
Disagree 8% 4
Strongly disagree 2% 1
Total 100 50

Analysis:
90% of the employees agree that fitness test is necessary for all the employees at regular
intervals. 10% of employees disagree that fitness test is necessary.

Interpretation: The above data shows that fitness test is necessary for the employees.

Fitness test
35
30
25
20
15
10
5
0

Strongly agree Agree Disagree Strongly

disagree

46
 The screening process of candidates is very impressive?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagrees.

Group Percentage (%) No of Respondents

Strongly agree 30% 15
Agree 60% 30
Disagree 6% 3
Strongly disagree 4% 2
Total 100 50

Analysis:
90% of the employees agree that screening process of candidates is very impressive and 10% of
employees disagree that screening process of candidates is impressive.

Interpretation: The above data shows that screening process is impressive in Lakshmi Hyundai
Screening Process of Candidates
35
30
25
20
15
10
5
0

Strongly Agree Disagree Strongly

agree disagree

47
 The general intelligence level of each individual during selection is tested?
(a)Yes (b) No.

Percentage No of
Group (%) Respondents
Yes 80% 40
No 20% 10
Total 100 50

Analysis:
80% of the employees agree that the general intelligence is tested during selection and 20% of
the employees disagree that the general intelligence is tested during selection.

Interpretation: The above data shows that the general intelligence of the individual is
tested during selection process.

Intelligence level of testing

45
40
35
30
25
20
15
10
5
0

Yes No

48
 Internal employees are given more preference for referring candidates?
(a)Yes (b) No

Percentage No of
Group (%) Respondents
Yes 20% 10
No 80% 40
Total 100 50
Analysis:

20% of employees say that they are given preference for referring the candidates and
80% of employees say that they are not given preference for referring the candidates.

Interpretation: The above data shows that the employees are given less preference for
referring the candidates

Referring Candidates

45
40
35
30
25
20
15
10
5
0
Yes No

49
 The recruitment process helps to maintain adequate manpower to fill up the vacancies?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree

Group Percentage (%) No of Respondents

Strongly agree 40% 20
Agree 50% 25
Disagree 8% 4
Strongly disagree 2% 1
Total 100 50

Analysis:
90% of the employees agree that the recruitment process helps to maintain adequate manpower
and 10% of the employees disagree that the recruitment process helps to maintain adequate
manpower.
Interpretation: The above data shows that the recruitment process helps to maintain adequate
manpower.

Adequate manpower
30
25
20
15
10
5
0

Strongly agree Agree Disagree Strongly disagree

50
(7) Interviews are conducted by a group of people from different departments?
(a)Yes (b) No

No of
Group Percentage (%) Respondents
Yes 96% 48
No 4% 2
Total 100 50

Analysis:
96% of the employees say that interview is conducted by group of employees from different
departments and 4% of the employees say that interview is not conducted by group of employees
from different departments.
Interpretation: The above data shows that the interviews are conducted by group of
employees from different departments

People from different department

60

50

40

30
No of Respondents
20

10

0
Yes No

51
Do you agree that a good recruitment policy plays a key factor in the working of an
organization?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree
Group Percentage (%) No of Respondents
Strongly agree 60% 30
Agree 30% 15
Disagree 10% 5
Strongly disagree 0% 0
Total 100 50

Analysis:
90% of the employees agree that the good recruitment policy plays a key factor in the working
of an organization and 10% of the employees disagree that the recruitment policy plays a key
factor in the working of an organization.

Interpretation: The above data shows that the recruitment policy plays a key factor in the
working of an organization

Recruitment policy

35
30
25
20
15
10 No of Respondents
5
0
StronglyAgreeDisagreeStrongly
agreedisagree

52
 Rate the process of recruitment and selection in this organization?
(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory.

Group Percentage (%) No of Respondents

Excellent 20% 10
Good 50% 25
Satisfactory 30% 15
Not satisfactory 0% 0
Total 100 50

Analysis:
20% of the employees feel that the recruitment and selection process is excellent in Lakshmi
Hyundai. 50% of employees feel that the recruitment and selection process is good, and 30% feel
that the recruitment and selection process is satisfactory.
Interpretation: The above data shows that the recruitment and selection process are good in
Lakshmi Hyundai.

Rating the process of recruitment and selection

30
25
20
15
10
5
0 No of Respondents

53
 Which of the following attracted you to apply for the Job at Lakshmi Hyundai?
(a)Decent salary (b) opportunities for growth
(c) Job security (d) Identification with the company

Group Percentage (%) No of Respondents

Decent salary 0% 0
Opportunities for growth 90% 45
Job security 10% 5
Identification with the company 0% 0
Total 100 50

Analysis:
90% of the employees feel that they are attracted to apply for the Job at Lakshmi Hyundai
for having opportunities for growth and 5% for job security.

Interpretation: The above data shows that the employees feel that they are attracted to apply
for the Job at Lakshmi Hyundai for having opportunities for growth.

Reasons attracted to apply for job

50
40
30
20
10
0
No of Respondents

54
 In your view, which source is more reliable for the recruitment?
(a) Internal (b) External (c) mix of both.

Percentage No of
Group (%) Respondents
Internal 10% 5
External 80% 40
Mix of both 10% 5
Total 100% 50

Analysis:
10% of the employees support for internal recruitment, 80% of employees support for external
and 10% of employees support for both.

Interpretation: The above data shows that the most of the employees support for external
source.

Sources of recruitment
45
40
35
30
25
20
15
10 No of Respondents
5
0

InternalExternalMix of both

55
 Which of these was a part of your recruitment and selection process?
(a) Written test and interview (b) Group discussion and Interview
(c) Interview (d) All of the above.
Percentage (%) No of Respondents
Written test and interview 10% 5
Group discussion and interview 10% 5
Interview 10% 5
All of the above 70% 35
Total 100 50

Analysis:
10% of the employees are based on written test and interview
10% of the employees are based on Group discussion and interview
10% of the employees are based on Interview, 70% of the employees
based all.
Interpretation: The above data shows that the written test, group discussion and interview
are the part of recruitment and selection process.

Recruitment and selection process

40
30
20
10
0

Written test and Group discussionInterview All of the above

interviewand interview

56
 During the interview process, what do you think is valued the most in Your profile?
(a) Qualification (b) Experience
(c) Personal traits (d) All the above

Percentage No of
Group (%) Respondents
Qualification 20% 10
Experience 4% 2
Personal traits 4% 2
All of the above 72% 36
Total 100 50

Analysis:
20% of employees support for qualification,4% of employees support for experience,4%
of employees support for personal traits, 72% of employees support for all.
Interpretation: The above data shows that the qualification, experience and personal traits
are valued in profile during interview process

Interview process
40
35
30
25
20
15
10 No of Respondents
5
0

QualificationExperiencePersonal traitsAll of the

above

57
 What was the time taken for the entire recruitment and selection process?
(a) Within one week (b) within 2 weeks
(c) Within 3 weeks (d) more then 3 weeks

Group Percentage (%) No of Respondents

Within one weeks 10% 5
Within two weeks 20% 10
Within three weeks 30% 15
More then three weeks 40% 20
Total 100 50

Analysis:
10% Within one weeks ,20% Within two weeks,30%within three weeks ,40% more then
three weeks.

Interpretation: The above data shows that the most of the employees says it takes more
then three weeks for the entire recruitment and selection process.

Time taken for the process

25

20

15

10
No of Respondents

0
Within oneWithin twoWithin threeMore then
weeksweeksweeksthree weeks

58
(15) What kind of the interview did you undergo?
(a) Formal and structural interview
(b) Informal and unstructured interview
(c) Stress interview
(d) Board interview
Group Percentage (%) No of Respondents
Formal and structural
Interview 70% 35
Formal and unstructured
Interview 10% 5
Stress interview 2% 1
Board interview 18% 9
Total 100 50

Analysis:
70% Formal and structural Interview, 10% Formal and unstructured
Interview 2%, Stress interview, 18% Board interview.
Interpretation: The above data shows that most of employees undergone formal and
structural interview.

Kind of the interview

40
30
20
10
0

Formal and Interview Formal and Interview

structural unstructured

59
 What is important for an employee before recruiting into the job?
(a) Communication (b) subject knowledge
(c) Both a & b (d) None of these

Percentage No of
Group (%) Respondents
Communication 10% 5
Subject knowledge 10% 5
Both (a)&(b) 80% 40
None of these 0% 0
Total 100 50

Analysis:
10% of the employees should have communication silks,
10% of the employees should have subject knowledge,
80% of the employees should have both.
Interpretation: The above data shows that Communication and Subject knowledge are
important for an employee before recruiting into the job.
Employee before recruiting
45
40
35
30
25
20
15
10 No of Respondents
5
0

Subject Both (a)&(b) None of these

Communication knowledge

60
 What are the reasons to apply in this organization?
(a) Company reputation (b) Job Security
(c) Good working conditions (d) opportunity for advancement.

Group Percentage (%) No of Respondents

Company reputation 0% 0
Job security 0% 0
Good working conditions 20% 10
None of these 80% 40
Total 100 50

Analysis:

20% of the employees support for good working conditions

80% of the employees support for none.

Interpretation: The above data shows that the Company reputation, Job Security Good
working conditions and opportunity for advancement are not good in this organization.

Reasons to apply in this organization

45
40
35
30
25
20
15
10 No of Respondents
5
0

CompanyJob security Good working None of these

reputationconditions

61
 Have you gone through the induction program?
(a) Yes (b) No

Percentage No of
Group (%) Respondents
Yes 94% 47
No 6% 3
Total 100 50

Analysis:
94% of the employees gone through the induction program,
6% of the employees did not undergo induction program.

Interpretation: The above data shows that the employees gone through the induction
program.

Induction program
50
45
40
35
30
25
20
15
10 No of Respondents
5
0

YesNo

62
 What is the impact of induction in your work life?
(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory.

Group Percentage (%) No of Respondents

Excellent 10% 5
Good 70% 30
Satisfactory 20% 10
Not satisfactory 10% 5
Total 100 50

Analysis:
20% of the employees feel that the impact of induction in your work life is excellent in
Lakshmi Hyundai. 70% of employees feel that the impact of induction in your work life is good
and 20% of employees feel that the impact of induction in your work life is Satisfactory and 10%
of the employees feel that the impact of induction in your work life is not satisfactory.

Interpretation: The above data shows that the impact of induction in work life is good.
Impact of induction in work life
35
30
25
20
15
10
5 No of Respondents
0

ExcellentGoodSatisfactoryNot satisfactory

63
 Findings
 Recruitment and selection process Lakshmi Hyundai includes
(a) Written test
(b) Group discussion
(c) Interview.
 Qualification
Experience
Personal traits are the things which are valued the most in the applied Candidates profile
during the interview.
 Time taken for the entire recruitment and selection process in Lakshmi Hyundai is more than
3 weeks.
 Communications and subject knowledge are important for an employee before recruiting into
the job.
 Internal employees are not given more preference for referring Candidates.
 The impact of induction in employee’s life is good.
 Interviews are conducted by a group of people from different departments.
 The Recruitment and selection process in this organization is good.
 The Recruitment process helps to maintain adequate manpower to fill up
the vacancies.
 50% of respondents were recruited by internal method and remaining
50% by external methods.

 The percentage of usage of different internal methods of recruitment like employee

referrals, interdivisional and promotion followed by the organization is 70%, 20% and
10% respectively
 The information regarding the preference of the external methods of recruitment like HR
consultancy; Newspaper advertisements followed by the organization are 75% and 25%
respectively.

64
 55% of respondents agreed direct call for an interview and 15% call to attend the test and
the remaining 30% by direct appointment

 15% of respondents attended technical test 15% of respondents attended situation test and
70% of respondents appeared for subject test.

 75% respondents faced formal interview, and the remaining 25% stress and board
interview

 20%of respondents faced HR manager round 20% of respondents faced 3-member

committee and 60% respondents faced head of department round.

 20%of respondents faced HR manager round 20% of respondents faced 3-member

committee and 60% respondents faced head of department round.

65
 Suggestions
1) While it is a fact that Lakshmi Hyundai is deploying a good number of recruitment
methods. What is important is that the traveling public should further explore and install
such recruitment methods, which go to improve public handling methods especially by
Marketing Executives. It is suggested a sensitivity training method tailored to enable
dealing with commuters should be evolved in consultation with management experts and
social psychologists.

2) Employees who are on ‘long sick’, ‘or long absent’ should be included in the recruitment
need analysis. They should be directed to undergo training at the training college. This is
all the more important when it is realized that Work is skill oriented and time on and off
the job has its impact on the effectiveness or otherwise of the working performance.

3) The top management should consider giving strict instructions to the management to
relieve the employees due for refresher recruitment as per the she duke drawn up.

4) Hyundai cars are one of the important public utility vehicles, the requirements of the
customers should be taken periodically and that they are factored into the training
programmers. This is all the more important that the traveling public as a customer of the
organization can always bank up on the assistance and guidance of the consumer
protection councils.

66
 CONCLUSIONS
Recruitment and selection process in Hyundai includes
(a) Written test
(b) Group discussion
(c) Interview.
D) Qualification
E) Experience
Personal traits are the things which are valued the most in the applied Candidates profile
during the interview.
 Communications and subject knowledge are important for an employee before recruiting into
the job
 Interviews are conducted by a group of people from different departments before recruiting
into the job.
 The Recruitment process helps to maintain adequate manpower to fill up the vacancies.

67
 BIBILOGRAPHY

Personnel Management C.B.Mamoria

Organization Behavior L.M.Prasad

Personnel/Human Resource Management P.Subba Rao &

V.S.P.Rao

Human Resources Management Pearson 9th edition 2007

Web Sites Browsed

WWW.lakshmigroup.Org

WWW.Google.Com

www.autoindia.com

68
 QUESTIONNAIRE
Name: Gender:

Experience:

Department:

Designation:

—————————————————please tick the appropriate box———•

1) How do you find the recruitment process in Lakshmi Hyundai?

(a) Excellent (b) very good
(c) Good (d) Average
2) Fitness test is necessary for all the employees at regular intervals?
(a)Strongly agree (b) Agree
(c) Disagree (d) strongly disagree
3) The screening process of candidates is very impressive?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree
(4) The general intelligence level of each individual during selection is tested?
(a)Yes (b) No
(5)Internal employees are given more preference for referring candidates?
(a)Yes (b) No
(6)The recruitment process helps to maintain adequate manpower to fill up the
vacancies?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree

69
(7) Interviews are conducted by a group of people from different departments?
(a)Yes (b) No
(8) Do you agree that a good recruitment policy plays a key factor in the working of an
organization?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree
(9) Rate the process of recruitment and selection in this organization?
(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory

(10) Which of the following attracted you to apply for the Job at Lakshmi Hyundai?
(a)Decent salary (b) opportunity for growth
(c) Job security (d) Identification with the company

(11) In your view, which source is more reliable for the recruitment?
(a) Internal (b) External (c) mix of both

(12) Which of these was a part of your recruitment and selection process?
(a) Written test and interview (b) Group discussion and interview
(c) Interview (d) All of the above

(13) During the interview process, what do you think is valued the most in
Your profile?
(a) Qualification (b) Experience
(c) Personal traits (d) All the above

70
(14) What was the time taken for the entre recruitment and selection process?
(a) Within one week (b) within two weeks
(c) Within three weeks (d) more then three weeks

(15) What kind of the interview did you undergo?

(a) Formal and structural interview
(b) Informal and unstructured interview
(c) Stress interview
(d) Board interview

(16) What is important for an employee before recruiting into the job?
(a) Communication (b) subject knowledge
(c) Both a & b (d) None of these

(17) What are the reasons to apply in this organization?

(a) Company reputation (b) Job Security
(c) Good working conditions (d) opportunity for advancement

(18) Have you gone through the induction program?

(a) Yes (b) No

(19) What is the impact of induction in your work life?

(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory

71