ankur option

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ACKNOWLEDGEMENT This project has been a great learning experience for me and I would like to express my gratitude towards all those who guided me throughout, and without whose guidance and support, this project would not have been completed successfully. I would specially like to thank my guide at Ms Divya Chandna for their continuous support, encouragement and guidance during the project . My sincere gratitude to Krishna Maruti Employees who has been a source of knowledge and inspiration for me. I would like to thank all those people have directly or indirectly helped me in the successful completion of this project. Swadesh Kaur 1

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Page 1: Ankur Option

ACKNOWLEDGEMENT

This project has been a great learning experience for me and I would like to

express my gratitude towards all those who guided me throughout, and without

whose guidance and support, this project would not have been completed

successfully.

I would specially like to thank my guide at Ms Divya Chandna for their

continuous support, encouragement and guidance during the project

.

My sincere gratitude to Krishna Maruti Employees who has been a source of

knowledge and inspiration for me.

I would like to thank all those people have directly or indirectly helped me in the

successful completion of this project.

Swadesh Kaur

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PREFACE

Project work is conducted as an integral part of the management course. It

provides an opportunity to apply the theoretical aspect in practical it givers on

excellent opportunity to a student to apply his ability, capability, intellect,

knowledge, brief reasoning and mantle by giving a solution to the assigned

problem, which reflects his caliber.

One cannot depend upon theoretical knowledge it has to be coupled with

practical for it to be faithful, classroom, lecture must be camel abed with the

practical training in company, has a significance role play in the subject of

business management. To develop managerial and administrative skill. It is

necessary that they combine their classroom learning with the knowledge of real

business environment.

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TABLE OF CONTENT

1. CONCEPTUAL FRAMEWORK

2. BRIEF HISTORY OF ORGANIZATION

3. PERFORMATION OF THE ORGANIZATION

4. PRODUCT & SERVICE

5. OVERALL PERFORMANCE

6. PROBLEM OF ORGANIZATION

7. REVIEW OF LITERATURE

8. RATIONALE

9. OBJECTIVES OF STUDY

10. RESEARCH METHODOLOGY

11. DATA ANALYSIS

12. RESULT & DICUSSION

13. SUGESSION & IMPLICATION

14. CONCLUSION

15. BIBLIOGRAPHY

.

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CONCEPTUAL FRAMEWORK

A conceptual framework is used in research to outline possible courses of

action or to present a preferred approach to an idea or thought. For example, the

philosopher Isaiah Berlin used the 'hedgehogs' versus 'foxes' approach; a

'hedgehog' might approach the world in terms of a single organizing principle; a

'fox' might pursue multiple conflicting goals simultaneously. Alternatively, an

empiricist might approach a subject by direct examination, whereas an intuitionist

might simply intuit what's next.

Conceptual frameworks (theoretical frameworks) are a type of intermediate

theory that attempt to connect to all aspects of inquiry (e.g., problem definition,

purpose, literature review, methodology, data collection and analysis).

Conceptual frameworks can act like maps that give coherence to empirical

inquiry. Because conceptual frameworks are potentially so close to empirical

inquiry, they take different forms depending upon the research question or

problem.

Recruitment

> The process of attracting individuals in sufficient numbers with the right

skills and at appropriate times to apply for open positions within the

organization.

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The aim of recruitment is to attract qualified job candidates. We stress the word

qualified because attracting applicants who are unqualified for the job is a costly

waste of time. Unqualified applicants’ needs to be processed can perhaps even

tested or interviewed before it can be determined that they are not qualified. To

avoid these lots, the recruiting effort should be targeted solely at applicants who

have basic qualifications for jobs.

Recruitment means announcing job opportunities to the public in such a way that

a good number of suitable people will apply for them.

Recruitment need fall into three board categories – planned, Anticipated and

unexpected. The planned needs arises from changes in organizational decisions

and retirement policies, unexpected needs arise from individuals, decisions to

leave the company and from it health, accidents or deaths. The anticipated

category comprises those jobs which the requisition by standing trends within

and outside the company

Recruitment is defined as, “a process to discover the sources of manpower to

meet the requirements of the staffing schedule and to employ effective measures

for attracting that manpower in adequate numbers to facilitate effective selection

of an efficient workforce.” Edwin B. Flippo defined recruitment as “the process of

searching for prospective employees and stimulating them to apply for jobs in the

organization.” Recruitment is a ‘linking function’-joining together those with jobs

to fill and those seeking employer with a view to encourage the former to apply

for a job with the latter.

In order to attract people for the jobs, the organization must communicate the

position in such a way that job seekers respond. To be cost effective, the

recruitment process should attract qualified applicants and provide enough

information for unqualified persons to self-select themselves out.

Thus, the recruitment process begins when new recruits are sought and ends

when their applications are submitted. The result is a pool of applicants from

which new employees are selected.

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Learning Objectives

At the end of this module, students will understand the:

> Methods used by organizations to recruit and select employees.

> Legal issues that affect recruitment and selection.

> HR’s role in the recruitment and selection process.

> Role of supervisors and peers in the recruitment and selection of

team members.

PURPOSES AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes are to:

Determine the present and future requirements of the organization in

conjunction with its personnel-planning and job-analysis activities.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducing the

number of visibly, under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and

selected, will leave the organization only after a short period of time.

Begin identifying and preparing potential job applicants who will be

appropriate candidates.

Induct outsiders with a new perspective to lead the company.

Infuse fresh blood at all levels of the organization.

Develop an organizational culture that attracts competent people to the

company.

Search or head hunt/head pouch people whose skills fit the company’s

values. Devise methodologies for assessing psychological traits.

Search for talent globally and not just within the company.

Design entry pay that competes on quality but not on quantum.

Anticipate and find people for positions that do not exist yet.

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Increase organizational and individual effectiveness in the short term and

long term.

Evaluate the effectiveness of various recruiting techniques and sources for

all types of job applicants.

Recruitment represents the first contact that a company makes with potential

employees. It is through recruitment that many individuals will come to know a

company, and eventually decide whether they wish to work for it. A well-planned

and well-managed recruiting effort will result in high quality applicants, whereas,

a haphazard and piecemeal effort will result in mediocre ones. High-quality

employees cannot be selected when better candidates do not know of job

openings, are not interested in working for the company and do not apply. The

recruitment process should inform qualified individuals about employment

opportunities, create a positive image of the company, provide enough

information about the jobs so that applicants can make comparisons with their

qualifications and interests, and generate enthusiasm among the best candidates

so that they will apply for the vacant positions.

The negative consequences of a poor recruitment process speak volumes about

its role in an organization. The failure to generate an adequate number of

reasonably qualified applicants can prove costly in several ways. It can greatly

complicate the selection process and may result in lowering of selection

standards. The poor quality of selection means extra cost on training and

supervision. Furthermore, when recruitment fails to meet the organizational

needs for talent, a typical response is to raise entry-level pay scales. This can

distort traditional wage and salary relationships in the organization, resulting in

avoidable consequences. Thus, the effectiveness of a recruitment process can

play a major role in determining the resources that must be expended on other

HR activities and their ultimate success.

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SUB-SYSTEMS OF RECRUITMENT

The recruitment process consists of the following four sub-functions:-

Finding out and developing the sources where the required number and

kind of employees will be available.

Developing suitable techniques to attract the desirable candidates.

Employing the techniques to attract candidates.

Stimulating as many candidates as possible and asking them to apply for

jobs irrespective of the number of candidates required.

Management has to attract more candidates in order to increase the selection

ratio so that the most suitable candidate can be selected out of the total

candidates available. Recruitment is positive as it aims at increasing the number

of applicants and selection is somewhat negative as it selects the suitable

candidates in which process; the unsuitable candidates are automatically

eliminated. Though, the function of recruitment seems to be easy, a number of

factors make performance of recruitment a complex one.

FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment:-

1) INTERNAL FACTORS

Recruiting policy

Temporary and part-time employees

Recruitment of local citizens

Engagement of the company in HRP

Company’s size

Cost of recruitment

Company’s growth and expansion

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2) EXTERNAL FACTORS

Supply and Demand factors

Unemployment Rate

Labor-market conditions

Political and legal considerations

Social factors

Economic factors

Technological factors

Recruitment policy of any organization is derived from the personnel policy of the

same organization. In other words the former is a part of the latter. However,

recruitment policy by itself should take into consideration the government’s

reservation policy, policy regarding sons of soil, etc., personnel policies of other

organizations regarding merit, internal sources, social responsibility in absorbing

minority sections, women, etc. Recruitment policy should commit itself to the

organization’s personnel policy like enriching the organization’s human resources

or servicing the community by absorbing the retrenched or laid-off employees or

casual/temporary employees or dependents of present/former employees, etc.

The following factors should be taken into consideration in formulating

recruitment policy. They are:-

Government policies

Personnel policies of other competing organizations

Organization’s personnel policies

Recruitment sources

Recruitment needs

Recruitment cost

Selection criteria and preference

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IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES

Recruitment policies are mostly drawn from personnel policies of the

organization. According to Dale Yodar and Paul D. Standohar, general personnel

policies provide a wide variety of guidelines to be spelt out in recruitment policy.

After formulation of the recruitment policies, the management has to decide

whether to centralize or decentralize the recruitment function.

CENTRALISED V/s DECENTRALISED RECRUITMENT

Recruitment practices vary from one organization to another. Some organizations

like commercial banks resort to centralized recruitment while some organizations

like the Indian Railway resort to decentralized recruitment practices. Personnel

department at the central office performs all the functions of recruitment in case

of centralized recruitment and personnel departments at unit level/zonal level

perform all the functions of recruitment concerning to the jobs of the respective

unit or zone.

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MERITS OF CENTRALISED RECRUITMENT

Average cost of recruitment per candidate/unit should be relatively less

due to economies of scale.

It would have more expertise available to it.

It can ensure broad uniformity among human resources of various

units/zones in respect of education, skill, knowledge, talent, etc.

It would generally be above malpractices, abuse of powers, favoritism,

bias, etc.

It would facilitate interchangeability of staff among various units/zones.

It enables the line managers of various units and zones to concentrate

on their operational activities by relieving them from the recruiting

functions.

It enables the organization to have centralized selection procedure,

promotional and transfer procedure, etc.

It ensures the most effective and suitable placement to candidates.

It enables centralized training programmes which further brings uniformity

and minimizes average cost of staff.

MERITS OF DECENTRALISED RECRUITMENT

The unit concerned concentrates only on those sources/places wherein

normally gets the suitable candidates. As such the cost of recruitment

would be relatively less.

The unit gets most suitable candidates as it is well aware of the

requirements of the job regarding culture, traditional, family background

aspects, local factors, social factors, etc.

Units can recruit candidates as and when they are required without any

delay.

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The units would enjoy freedom in finding out, developing the sources, in

selecting and employing the techniques to stimulate the candidates.

The unit would relatively enjoy advantage about the availability of

information, control and feedback and various functions/processes of

recruitment.

The unit would enjoy better familiarity and control over the employees it

recruits rather than on employees selected by the central recruitment

agency.

Both the systems of recruitment would suffer from their own demerits. Hence, the

management has to weigh both the merits and demerits of each system before

making a final decision about centralizing or decentralizing the recruitment.

Alternatively management may decentralize the recruitment of certain categories

of employees preferably middle and top level managerial personnel and

centralize the recruitment of other categories of employee’s preferably lower level

positions in view of the nature of the jobs and suitability of those systems for

those categories of positions. The management has to find out and develop the

sources of recruitment after deciding upon centralizing or decentralizing the

recruitment function.

METHODS OF RECRUITMENT

The following are the most commonly used methods of recruiting people.

INTERNAL METHODS:

1. Promotions and Transfers

This is a method of filling vacancies from within through transfers and

promotions.

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A transfer is a lateral movement within the same grade, from one job to another.

It may lead to changes in duties and responsibilities, working conditions, etc., but

not necessarily salary.

Promotion, on the other hand, involves movement of employee from a lower level

position to a higher level position accompanied by (usually) changes in duties,

responsibilities, status and value. Organizations generally prepare badli lists or a

central pool of persons from which vacancies can be filled for manual jobs. Such

persons are usually passed on to various departments, depending on internal

requirements. If a person remains on such rolls for 240 days or more, he gets the

status of a permanent employee as per the Industrial Disputes Act and is

therefore entitled to all relevant benefits, including provident fund, gratuity,

retrenchment compensation.

2. Job Posting

Job posting is another way of hiring people from within. In this method, the

organization publicizes job opening on bulletin boards, electronic method and

similar outlets. One of the important advantages of this method is that it offers a

chance to highly qualified applicants working within the company to look for

growth opportunities within the company to look for growth opportunities within

the company without looking for greener pastures outside.

3. Employee Referrals

Employee referral means using personal contacts to locate job opportunities. It is

a recommendation from a current employee regarding a job applicant. The logic

behind employee referral is that “it takes one to know one”. Employees working

in the organization, in this case, are encouraged to recommend the names of

their friends, working in other organizations for a possible vacancy in the near

future. In fact, this has become a popular way of recruiting people in the highly

competitive Information Technology industry nowadays. Companies offer rich

rewards also to employees whose recommendations are accepted – after the

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routine screening and examining process is over – and job offers extended to the

suggested candidates. As a goodwill gestures, companies also consider the

names recommended by unions from time to time.

Campus Recruitment

It is a method of recruiting by visiting and participating in college campuses and

their placement centers. Here the recruiters visit reputed educational institutions

such as IITs, IIMs, colleges and universities with a view to pick up job aspirants

having requisite technical or professional skills. Job seekers are provided

information about the jobs and the recruiters, in turn, get a snapshot of job

seekers through constant interchange of information with respective institutions.

A preliminary screening is done within the campus and the short listed students

are then subjected to the remainder of the selection process. In view of the

growing demand for young managers, most reputed organizations (such as

Hindustan Lever Ltd., Proctor & Cable, Citibank, State Bank of India, Tata and

Birla group companies) visit IIMs and IITs regularly and even sponsor certain

popular campus activities with a view to earn goodwill in the job market.

Advantages of this method include: the placement centre helps locate applicants

and provides resumes to organizations; applicants can be prescreened;

applicants will not have to be lured away from a current job and lower salary

expectations. On the negative front, campus recruiting means hiring people with

little or no work experience.

The organizations will have to offer some kind of training to the applicants,

almost immediately after hiring. It demands careful advance planning, looking

into the placement weeks of various institutions in different parts of the country.

Further, campus recruiting can be costly for organizations situated in another city

(airfare, boarding and lodging expenses of recruiters, site visit of applicants if

allowed, etc.). If campus recruitment is used, steps should be taken by human

resource department to ensure that recruiters are knowledgeable concerning the

jobs that are to be filled and the organizations and understand and employ

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effective interviewing skills. Guidelines for campus recruiting: companies using

college campuses as recruitment source should consider the following

guidelines:

Identify the potential candidates early: The earlier that candidate with top

potential can be identified, the more likely the organization will be in a

position to attract them.

Employ various means to attract candidates: These may include providing

research grants; consulting opportunities to faculty members, funding

university infrastructural requirements, internships to students, etc. in the

long run these will enhance the prestige of the company in the eyes of

potential job seekers.

Use effective recruitment material: Attractive brochures, films, computer

diskettes, followed by enthusiastic and effective presentations by company

officials, correspondence with placement offices in respective campus in a

friendly way – will help in booting the company image in the eyes of the

applicants. The company must provide detailed information about the

characteristics of entry – level positions, especially those that have had a

major positive impact on prior applicants’ decisions to join the company.

Offer training to campus interviews: Its better to devote more time and

resources to train on campus interviewers to answer specific job – related

questions of applicants.

Come out with a competitive offer: Keep the key job attributes that

influence the decisions of applicants such as promotional avenues,

challenging assignments, long term income potential, etc., while talking to

candidates.

Indirect methods:-

Advertisements:-

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These include advertisements in newspapers; trade, professional and technical

journals; radio and television; etc. in recent times, this medium has become just

as colorful, lively and imaginative as consumer advertising. The ads generally

give a brief outline of the job responsibilities, compensation package, prospects

in organizations, etc.

This method is appropriate when (a) the organization intends to reach a large

target group and (b) the organizations wants a fairly good number of talented

people – who are geographically spread out. To apply for advertised vacancies

let’s briefly examine the wide variety of alternatives available to a company – as

far as ads are concerned:

Newspaper Ads: Here it is easy to place job ads without much of a lead

time. It has flexibility in terms of information and can conveniently target a

specific geographic location. On the negative side, newspaper ads tend to

attract only those who are actively seeking employment at that point of

time, while some of the best candidates who are well paid and challenged

by their current jobs may not be aware of such openings. As a result, the

company may be bombarded with applications from a large number of

candidates who are marginally qualified for the job –adding to its

administrative burden. To maintain secrecy for various reasons (avoiding

the rush, sending signals to competitors, cutting down expenses involved

in responding to any individual who applies, etc.), large companies with a

national reputation may also go in for blind-box ads in newspapers,

especially for filling lower level positions. In a blind-box ad there is no

identification of the advertising organization. Job aspirants are asked to

respond to a post office box number or to an employment firm that is

acting as an agent between the job seekers and the organization.

Television and radio ads: These ads are more likely to each individual who

are not actively seeking employment; they are more likely to stand out

distinctly, they help the organization to target the audience more

selectively and they offer considerable scope for designing ads creatively.

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However, these ads are expensive. Also, because the television or radio is

simply seen or heard, potential candidates may have a tough time

remembering the details, making application difficult.

Third Party Methods

Private Employment Search Firms:-

As search firm is a private employment agency that maintains

computerized lists of qualified applicants and supplies these to employers

willing to hire people from the list for a fee. Firms like Arthur Anderson,

Boble and Hewitt, ABC consultants, SB Billimoria, KPMG; Ferguson

Associates offers specialized employment-related services to corporate

houses for a fee, especially for top and middle level executive vacancies.

AT the lower end, a number of search firms operate – providing

multifarious services to both recruiters and the recruiters.

Employment Exchanges:-

AS a statutory requirement, companies are also expected to notify

(wherever the Employment Exchanges Act, 1959, applies) their vacancies

through the respective Employment Exchanges, created all over India for

helping unemployed youth, displaced persons, ex-military personnel,

physically handicapped, etc. AS per the Act all employers are supposed to

notify the vacancies arising in their establishments form time to time – with

certain exemptions – to the prescribed employment exchanges before

they are filled. The Act covers all establishments in public sector and

nonagricultural establishments employing 25 or more workers in the

private sector. However, in view of the practical difficulties involved in

implementing the provisions of the Act (such as filing a quarterly return in

respect of their staff strength, vacancies and shortages, returns showing

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occupational distribution of their employees, etc.) many organizations

have successfully fought court battles when they were asked to pick up

candidates from among those sponsored by the employment exchanges.

Gate Hiring and Contractors:-

Gate hiring (where job seekers, generally blue collar employees, present

themselves at the factory gate and offer their services on a daily basis),

hiring through contractors, recruiting through word-of-mouth publicity are

still in use – despite the many possibilities for their misuse –in the small

scale sector in India.

Unsolicited Applicants / Walk-ins:-

Companies generally receive unsolicited applications from job seekers at

various points of time; the number of such applications depends on

economic conditions, the image of the company and the job seeker’s

perception of the types of jobs that might be available etc. Such

applications are generally kept in a data bank and whenever a suitable

vacancy arises, the company would intimate the candidates to apply

through a formal channel. One important problem with this method is that

job seekers generally apply to number of organizations and when they are

actually required by the organizations, either they are already employed in

other organizations or are not simply interested in the position.

Alternatives to Recruitment:-

Since recruitment and selection costs are high (search process,

interviewing agency fee, etc.) firms these days are trying to look at

alternatives to recruitment especially when market demand for firm’s

products and services is sluggish. Moreover, once employees are placed

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on the payroll, it may be extremely difficult to remove them if their

performance is marginal. Some of the options in this regard may be listed

thus:

Evaluation of Alternative Sources: -

Companies have to evaluate the sources of recruiting carefully – looking

at cost, time, flexibility, quality and other criteria – before earmarking funds

for the recruitment process. They cannot afford to fill all their vacancies

through a particular source. To facilitate the decision making process in

this regard, companies rely on the following:

Time lapse data: They show the time lag between the dates of requisition

for manpower supply from a department to the actual date of filling the

vacancies in that department. For example, a company’s past experience

may indicate that the average number of days from application to interview

is 10, from interview to offer is 7, from offer to acceptance is 10 and from

acceptance to report for work is 15. Therefore, if the company starts the

recruitment and selection process now it would require 42 days before the

new employee joins its ranks. Armed with this information, the length of

the time needed for alternative sources of recruitment can be ascertained

– before pinning hopes on a particular source that meets the recruitment

objectives of the company.

Yield ratios: These ratios indicate the number of leads / contacts needed

to generate a given number of hires at a point at time. For example, if a

company needs 10 management trainees in the next six months, it has to

monitor past yield ratios in order to find out the number of candidates to be

contacted for this purpose. On the basis of past experience, to continue

the same example, the company finds that to hire 10 trainees, it has to

extend 20 offers. If the interview-to offer is 3:2, then 30 interviews must be

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conducted. If the invitees to interview ratios are 4:3 then, as many as 40

candidates must be invited. Lastly, if contacts or leads needed to identify

suitable trainees to invite are in 5:1 ratio, then 200 contacts are made.

Surveys and studies: Surveys may also be conducted to find out the

suitability of a particular source for certain positions. For example, as

pointed out previously, employee referral has emerged as popular way of

hiring people in the Information Technology industry in recent times in

India. Correlation studies could also be carried out to find out the

relationship between different organizational positions. Before finally

identifying the sources of recruitment, the human resource managers must

also look into the cost or hiring a candidate. The cost per hire can be

found out by dividing the recruitment cost by the number of candidates

hired.

Discrimination Issues in Recruiting

• Civil Rights Act of 1964.

• Age Discrimination in Employment Act of 1967.

• Pregnancy Discrimination Act of 1975

• Americans with Disabilities Act of 1990.

• Local regulations can add further protections against discrimination.

Selection

The size of the labor market, the image of the company, the place of posting, the

nature of job, the compensation package and a host of other factors influence the

manner of aspirants are likely to respond to the recruiting efforts of the company.

Through the process of recruitment the company tries to locate prospective

employees and encourages them to apply for vacancies at various levels.

Recruiting, thus, provides a pool of applicants for selection.

Definition

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To select mean to choose. Selection is the process of picking individuals who

have relevant qualifications to fill jobs in an organization.

The basic purpose is to choose the individual who can most successfully perform

the job from the pool of qualified candidates.

Purpose

The purpose of selection is to pick up the most suitable candidate who would

meet the requirements of the job in an organization best, to find out which job

applicant will be successful, if hired. To meet this goal, the company obtains and

assesses information about the applicants in terms of age, qualifications, skills,

experience, etc. the needs of the job are matched with the profile of candidates.

The most suitable person is then picked up after eliminating the unsuitable

applicants through successive stages of selection process. How well an

employee is matched to a job is very important because it is directly affects the

amount and quality of employee’s work. Any mismatched in this regard can cost

an organization a great deal of money, time and trouble, especially, in terms of

training and operating costs. In course of time, the employee may find the job

distasteful and leave in frustration. He may even circulate ‘hot news’ and juicy

bits of negative information about the company, causing incalculable harm to the

company in the long run. Effective election, therefore, demands constant

monitoring of the ‘fit’ between people the job.

The Process

Selection is usually a series of hurdles or steps. Each one must be successfully

cleared before the applicant proceeds to the next one. The time and emphasis

place on each step will definitely vary from one organization to another and

indeed, from job to job within the same organization. The sequence of steps may

also vary from job to job and organization to organization. For example some

organizations may give more importance to testing while others give more

emphasis to interviews and reference checks. Similarly a single brief selection

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interview might be enough for applicants for lower level positions, while

applicants for managerial jobs might be interviewed by a number of people.

Reception

A company is known by the people it employs. In order to attract people with

talents, skills and experience a company has to create a favourable impression

on the applicants’ right from the stage of reception. Whoever meets the applicant

initially should be tactful and able to extend help in a friendly and courteous way.

Employment possibilities must be presented honestly and clearly. If no jobs are

available at that point of time, the applicant may be asked to call back the

personnel department after some time.

Screening Interview

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A preliminary interview is generally planned by large organizations to cut the cost

of selection by allowing only eligible candidates to go through the further stages

in selection.

A junior executive from the Personnel Department may elicit responses from the

applicants on important items determining the suitability of an applicant for a job

such as age, education, experience, pay expectations, aptitude, location, choice

etc. this ‘courtesy interview’ as it is often called helps the department screen out

obvious misfits. If the department finds the candidate suitable, a prescribed

application form is given to the applicants to fill and submit.

Application Blank

Application blank or form is one of the most common methods used to collect

information on the various aspects of the applicants’ academic, social,

demographic, work related background and references. It is a brief history sheet

of employee’s background, usually containing the following things:

Personal data (address, sex, telephone number)

Marital data

Educational data

Employment Experience

Extra-curricular activities

References and Recommendations

Usefulness of Application Blank or Form

Application blank is highly useful selection tool, in that way it serves three

important purposes:

1. It introduces the candidate to the company in a formal way.

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2. It helps the company to have a cross-comparison of the applicants; the

company can screen and reject candidates if they fail to meet the eligibility

criteria at this stage itself.

3. It can serve as a basis to initiate a dialogue in the interview.

Selection Testing

In this section let’ examine the selection test or the employment test that

attempts to asses intelligence, abilities, personality trait, performance simulation

tests including work sampling and the tests administered at assessment centers-

followed by a discussion about the polygraph test, graphology and integrity test.

A test is a standardized, objective measure of a person’s behavior, performance

or attitude. It is standardized because the way the tests is carried out, the

environment in which the test is administered and the way the individual scores

are calculated- are uniformly applied. It is objective in that it tries to measure

individual differences in a scientific way giving very little room for individual bias

and interpretation. Over the years employment tests have not only gained

importance but also a certain amount of inevitability in employment decisions.

Since they try to objectively determine how well an applicant meets the job

requirement, most companies do not hesitate to invest their time and money in

selection testing in a big way. Some of the commonly used employment tests

are:

Intelligence tests

Aptitude tests

Personality tests

Achievement tests

Miscellaneous tests such as graphology, polygraphy and honesty tests.

1. Intelligence Tests: These are mental ability tests. They measure the

incumbent’s learning ability and the ability to understand instructions and

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make judgments. The basic objective of such test is to pick up employees

who are alert and quick at learning things so that they can be offered

adequate training to improve their skills for the benefit of the organization.

These tests measure several abilities such as memory, vocabulary, verbal

fluency, numerical ability, perception etc. Eg. Standford-Binet Test, Binet-

Simon Test, The Wechsler Adult Intelligence Scale are example of standard

intelligence test

2. Aptitude Test: Aptitude test measure an individual’s potential to learn certain

skills- clerical, mechanical, mathematical, etc. These tests indicate whether or

not an individual has the capabilities to learn a given job quickly and

efficiently. In order to recruit efficient office staff, aptitude tests are necessary.

An aptitude tests is always administered in combination with other tests like

intelligence and personality tests as it does not measure on-the-job-

motivation

3. Personality Test: Of all test required for selection the personality tests have

generated a lot of heat and controversy. The definition of personality,

methods of measuring personality factors and the relationship between

personality factors and actual job criteria has been the subject of much

discussion. Researchers have also questioned whether applicants answer all

the items truthfully or whether they try to respond in a socially desirable

manner. Regardless of these objections, many people still consider

personality as an important component of job success.

4. Achievement Tests: These are designed to measure what the applicant can

do on the job currently, i.e., whether the testee actually knows what he or she

claims to know. A typing test tests shows the typing proficiency, a short hand

tests measures the testee ability to take dictation and transcribe, etc. Such

proficiency tests are also known as work sampling test. Work sampling is a

selection tests wherein the job applicant’s ability to do a small portion of the

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job is tested. These tests are of two types; Motor, involving physical

manipulations of things(e.g., trade tests for carpenters, electricians, plumbers)

or Verbal, involving problem situation that are primarily language-oriented or

peopleoriented( e.g., situational tests for supervisory jobs).

5. Since work samples are miniature replicas of the actual job requirements,

they are difficult to fake. They offer concrete evidence of the proficiency of an

applicant as against his ability to the job. However, work sample tests are not

cost effective and every candidate has to be tested individually. It is not easy

to develop work samples for each job. Moreover, it is not applicable to all

levels of the organization

6. Simulation Tests: Simulation exercise is a tests which duplicate many of the

activities and problems an employee faces while at work. Such exercises are

commonly used while hiring managers at various levels in an organization. To

asses the potential of a candidate for managerial positions assessment

centers are commonly used. 6. Assessment Centre: An assessment centre

is an extended work sample. It uses procedures that incorporate group and

individual exercises. These exercises are designed to stimulate the type of

work which the candidate will be expected to do. Initially a small batch of

applicants comes to the assessment centre (a separate room). Their

performance in the situational exercise is observed and evaluated by a team

of 6-8 assessors. The assessors’ judgment on each exercise are complied

and combined to have a summary rating for each candidate being assessed.

7. Evaluation of Assessment Centre Technique: The assessment centre

technique has a number of advantages. The flexibility of form and content, the

use of variety of techniques, standardized way of interpreting behavior and

pooled assessor judgments accounts for its acceptance as a valuable

selection tool for managerial jobs. It is praised for content validity and wide

acceptance in corporate circles. By providing a realistic job preview, the

techniques helps an candidate make an appropriate career choice. The

performance ratings are more objective in nature and could be used for

promotions and career development decisions readily. However, the method

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is expensive to design and administer. Blind acceptance of assessment data

without considering other information on candidates (past and current

performance) is always not advisable.

8. Graphology Test: Graphology involves using a trained evaluator to examine

the lines, loops, hooks, stokes, curves and flourishes in a person’s

handwriting to assess the person’s personality and emotional make-up. The

recruiting company, may, for example, ask the applicants to complete the

application forms and write about why they want a job. These samples may

be finally sent to graphologist for analysis and the result may be put use while

selecting a person. The use of graphology, however, is dependent on the

training and expertise of the person doing the analysis. In the actual practice,

questions of validity and just plain skepticism have limited in use.

9. Polygraph (Lie-Detector) tests: the polygraph records physical changes in

the body as the tests subject answers a series of questions. It records

fluctuations in respiration, blood pressure and perspiration on a moving roll of

graph paper. The polygraph operator forms a judgment as to whether the

subject’s response was truthful or deceptive by examining the biological

movements recorded on the paper. Critic, however, questions the

appropriateness of the polygraphs in establishing the truth about an

applicant’s behavior. The fact is that the polygraph records the biological

reaction in response to stress and does not record lying or even conditions

necessarily accompanying lying. Is it possible to prove that the responses

recorded by the polygraph occur only because a lie has been told? What

about those situations in which a person lies without guilt (pathological liar) or

lies believing the responses to be true? The fact of the matter is that

polygraphs are neither reliable nor valid. Since they invade the privacy of

those tested, many applicants vehemently oppose the use of polygraph as a

selection tool.

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Induction

The introduction of the employees to the job is known as induction. it is the

process by which new employees are introduced to the practices, policies and

purposes of the organization. It is basically a welcoming process induction

follows placements and consists of the task of orienting of introducing the

employee to the company. Now we have discussed in details one by one.

Induction is a structured and standardized means of communicating corporate

goals, policies, procedures and standards to staff new to the University. It assists

with their socialization into organizational values and culture. It is a supportive

process that includes mentoring, coaching and the provision of information and

learning materials that address technical and professional aspects of the job. It is

primarily work-based and, as such, is the responsibility of the department and

supervisor.

A properly conducted induction should:

Reinforce the staff member’s decision to join the University;

Enable staff to quickly commence work in an effective manner;

Clarify expectations and reduce anxiety;

Increase the predictability of a staff member’s behavior, i.e. that he or she

will act in accordance with their terms and conditions of employment and

in the interest of the University;

Promote enthusiasm and excitement about the staff member’s role;

Link the new staff member to the University’s work and collegial

networking structures; and

Provide information about staff member’s rights and obligations.

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Induction is an opportunity to discuss what systems are in place for managing

and supporting staff, including their career development, training, and

performance management.

Supervisors should tailor induction to the needs of the staff member, taking into

account such factors as experience, previous knowledge of the University, the

department in which they are working, and the requirements of the position. New

staff can react quite differently to a new job. Compare a person coming into the

workforce for the first time, directly from school, with another person who is

returning to work after family leave. Or compare a recently arrived immigrant with

a person who has transferred from another department within the University.

Different adjustments will be required when planning each of these inductions.

The On boarding Overview included in this manual can be used as a guide to

ensure completion of the various stages of induction.

In addition, induction is part of the new staff member’s probation – for

professional staff, a 3 or 6 month period depending on the type of appointment;

for academic staff probation can be up to five years. Probation criteria (included

in the letter of appointment) should be clarified during induction, and coaching

towards achieving those criteria should be part of the induction process.

The University’s on boarding processes for new staff involves:

1. New starter pack; this pack is sent to new staff by Human Resources

along with the Offer Letter. The pack contains HR forms and

documentation and University information.

2. Workplace Induction; this should be prepared and conducted by the local

work unit. The individual work requirements of each department will

determine the content of each local induction program which should be

tailored to meet the needs of each new staff member.

3. Induction Compliance Checklist; this checklist is completed by the

supervisor in consultation with the new staff member. The checklist can be

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found at the end of this Induction Guide. It needs to be completed to

comply with legislation and regulation and therefore needs to be returned

to Human Resources at the local business centre.

4. University Induction; new staff need to attend compulsory training

programs to be able to understand their rights and obligation in their

employment at the University. Staff needs to attend the Orientation

program, Environment, Health and Safety course, Performance

Development Framework program and complete the Workplace

Discrimination and Harassment online course. Other requirements and

compulsory training might be necessary depending on the local work area

and role.

Purpose and Importance

Determine the present and future requirements at the firm in conjunction with its

personnel planning and job analysis activities.

Increase the pool of job candidates at minimum cost.

Help reduce the success rate of the selection process by reducing the number of

visibly under-qualified or overqualified job applicants.

Meet the organization legal and social obligation regarding the composition of its

workforce. Begin identifying and preparing potential job applicants. Increase

organizational and individual effectiveness. Evaluate the effectiveness of various

recruiting techniques and sources.

Sources of Recruitment

There are two main sources of recruitment from which employees may be

recruited- internal source recruitment from certain the expansion and external

source - recruitment from outside the organization.

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31

R

E

C

R

U

I

T

M

E

N

T

Competitor

Consultant

Acquisition and Merger

Radio and Television

Contractors

Displaced Person

Walking and Write in

Campus Recruitment

Employment Exchange

Advertisement

Professional and Trade Associates

E-recruiting

Formal employee

Employee referals

Present Employee

Previous application

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(HRM, HRD, Essential of HRM, R.S. Davar) (HRD & M - Anu Bosells)

Factor governing recruitment

Given its key roll and externally recruitment is naturally subjected ot influence of

factors.

Recruitment Process

Recruitment refers to the process of identifying and attracting job seeks so as to

build a pool of qualified job application. The process comprises five inter related

stage – planning, strategy development searching, screening and evaluation and

control

Benefits of Recruiting from Within

The valuable contracts with major supplier are kept.

It builds loyalty among the employees.

It ensures stability from continuity of employment.

It creates a sense of security among the employees.

It encourages other executive and employees in the lower rank to look

forward rising to higher levels.

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Internal forcesRecruitmentHRP policySize of firmCostGrowth& expansion

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The person is already familiar with the organization activity and

requirements.

The variable contacts with existing major customers are materialized.

(Recruitment and industrial relation - R.S. Davas)

Benefits of using External sources

Fresh viewpoints are attracted.

The employee’s posse’s varied and broader experience.

The employees develop the ability to change old habits.

(Recruitment and Industrial relation - R.S. Davs)

Selection

Selection is a process of weeding out the suitable candidates and finally arriving

at the most suitable one. In this sense, recruitment is a positive process while

selection is negative process of rejecting most of the candidates.

Nature of Selection

Recruitment and selection are two crucial steps on the HR process and one

offers used inter changeably. There is, however, find distinction between two

step. While recruitment refers to the process of identifying out encouraging

prospective employer to apply for jobs, selection is concerned with picking the

right candidates from a pool of applications, Selection is negative in its

applications in a search at it seeks to eliminate the many unqualified applications

as possible in order to identify the right candidates

Selective as a course of competitive advantage

The role of selection in an organization effectiveness is crucial for at least, two

reason, first - work performance depend an individual the second is cost

increased in recruiting and hiring personnel speaks volumes about the role of

selection.

Success False negative(error) True positive(high

hit)

True negative

(lowhit)

False positive (error)

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Failure

Source (Thomas H. Stone, Understanding Personnel Mgt.)

False negative errors means - rejection of an applicant who would have

succeeded.

False positive errors - means applicant is selected expecting success, but failure

occurs.

True positive - results when a candidate is expecting success and success

results.

True negative - failure is predicted and it happen.

Figure

34

External Environment

Internal Environment

Preliminary Interview

Selection Test

Employment Interview

Reference and Background analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation

REJECTED

APPLICATIONS

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Selection Strategy -

Consideration of selection strategy comprises a vacancy ratio and the probable

cost of appointing an unsuitable candidate as two most relevant parameter.

Many A B

Few C D

Low High

Probable cost of selecting candidates from situation - A, B, C, D

A - in this situation there are many applicant and the cost of wrong selection is

low.

B - In this situation we find many applicants but the cost of wring selections is

very high.

C - Here we find may few candidates but the cost of wrong selection is low.

D - Here we find few candidates but the cost of wrong choice is very high

Selection Methods

The main selection methods are the interview, assessment centres and tests.

Purpose of Interview

The purpose of selection interview is to obtain and assess information about a

candidate which will enable a valid prediction to be made of his or her future

performance in the job in comparison with the prediction made for any other

candidates. In particular selection interview aim to rovide answer to these

questions.

Can individual do the job - are they competent.

Will individual do the job - are they will motivated.

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How will individual fit into the organization

(Armstrong)

Selection tests carefully has chosen systematic and standardized procedure

for evolving a sample of response from candidates which can used to assess me

or more of their psychological Characteristics with those of a representative

sample. (Smith and robertson 1786)

Purpose of Tests

The purpose of psychological test is to provide on objective means of measuring

individual abilities or characteristics. They are used selector to gain a greater

understanding which they will be successful in a job.

(Armstrong)

Interviewee type

They are mainly four types

The talk active person - this candidate usually causes the interviews a loss of

time though storytelling and other digressions.

The frustrated or aggressive candidates - This candidate come to the meeting

with a personality complex and usually sizes the opportunity to relate irrelevent

experience.

The inhibited applicant - this type of interviewee may by shy, timid or retiring. He

is also fearful or failure.

The deceitful individual- The candidate may intestinally omit to state relevant

facts required to complete gaps in the story.

(HR D & M - Biswanath Ghosh)

Induction

Orientation is a systematic and planned induction of employees to their job their

co-workers and the organization.

(HRM Aswathapa)

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Aim of Induction

To smooth the preliminary strange when everything is likely to be strange and

unfamiliar to the starter. To establish quickly a favorable attitude to the company

in the mind of the new employee so that he or she is more likely to stay. To

obtain effective output from the news employees in the shortest possible time.

To reduce the likelihood of the employee leaving quickly.

Induction Crisis

The induction of new employees into an organization such as important part of

the management of people at work that it merits separate and special

consideration. Equally certainly, the reasons why so many people leave

organization shortly after joining them are connected with the treatment they

receive from their employers during this initial phase of employment.

(Shaunjyson)

Orientation Programme

The firms need to make four strategic choices before its orientation programme.

Formal or informal

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formal informal

individual collective

serial disjunctive

investiture divestiture

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In informal orientation, new hires are directly put on the jobs, in formal the

management has a structured programme which is executed with new employee

join the firms.

Individual or collective

The individual of approach is likely to develop for les homogenous views them

collective orientation or is made by the management is whether the new hires

should be inducted individually as is group.

Serial or Disjunctive

Orientation becomes serial when an experienced employee inducts a new hire

the experienced employee act as a tutor and model for the new wise. When new

hire do not have predecessors available to guide them or to model their behavior

upon, the orientation become disjunctive.

Investitures or divestiture

Investiture orientation seeks to safety the usefulness of the characteristics that

the person brings to the new jobs. Most high level appointment follows this

approach. Divestiture orientation seeks to make minor modification in the

characteristics of new hire, though he or she was selected based on his or her

potential for performance.

Requisites for an effective programme

Prepare for new employees.

Determine information. New employees what to know.

Determine how to prevent information.

Completion of paper work.

Problem of Orientation

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Supervisor who is entrusted with the job is not trained.

Employee is over whelmed with too much information in a short time.

Employee is over loaded with forms to complete.

Employee is thrown into action too soon.

Employee mistake can damage the company.

Employee may develop wrong perception because of short period spent on each

job.

Why is an induction program important?

An effective induction program must enhance the individual’s performance and

job satisfaction. An induction program helps new employees to quickly adjust to

the demands of a new job and unfamiliar surroundings. It introduces the new

employees to the workplace and helps them feel comfortable and safe, and

become more productive.

The process of induction is concerned with addressing problems if any, and

ensuring smooth entry of the new employees into their jobs. Induction brings an

employee to a reasonable level of job satisfaction and independent functioning,

in the shortest possible time. By contrast, lack of induction training can result in

poor performance, low job satisfaction, poor staff retention, and higher turnover

levels.

When should an induction program be conducted?

Induction is most beneficial within the first few weeks or months of an employee

getting on board.

Some managers consider taking an employee away from the daily routine for a

week or more a waste of time and money. However, such misconceptions can be

broken, if the organization can foresee the long-term benefits and has a strong

culture of training.

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What should an induction program include and who should conduct it?

An induction program can be divided into the following three levels:

Organization-level induction

Department-level training

Job-specific training

Organization-level induction

Typically, the key people in the organization, either from the training or human

resources group conduct this program. Such senior managers can imbibe the

vision and mission of the organization into the inductees. On the other hand, they

can in turn, gain valuable input from the new employees through their comments

and fresh ideas.

Department-level training

The department head or immediate manager of the employee (Technical Writer)

imparts this training. The manager can identify the training needs, based on

discussions during the recruitment process. This will also give the manager an

opportunity to assess the knowledge base of the technical writer. These

observations can be used to plan the training requirements and assign the

appropriate project.

Some of the following points can be covered in this part of the induction:

Introduce team members and explain their roles in the team

Give an overview of team's vision, goals, and achievements

List the on-going projects handled by team

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Assign a buddy to explain the documentation processes and be a point of

contact to resolve all the issues that a technical writer faces

List the end deliverables

Explain the documentation project plan and its milestones

Explain where the procedures and training materials are stored

Help identify important documents and bookmark them (if they are

available on the intranet), or point to the repository where they are stored

Explain the processes and methods to get input from SMEs, Developers,

Product Management, QA team, and so on

Explain the escalation methods if the writer is not able to get support from

other teams

Identify the Key Result Areas (KRAs)

Explain the appraisal process

Emphasize on the soft skills required by a technical writer such as

interviewing skills, presentation skills, and so on

Stress the importance of meeting deadlines and repercussions if not met

Job-specific training

This training is tailor-made by the reporting manager and can be conducted by

the manager or the appointed buddy.

Some of the following points can be covered in this part of the induction:

Provide next level of information related to the documentation process

such as, when and how the writer is involved in the product life cycle, and

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where is the product related documentation such as design docs and

specifications located, and so on.

Explain the templates that are used and where they are stored, how often

are they updated, who updates them, and so on.

Explain the documentation processes, what the writers do in each phase

of the documentation life cycle, what is expected out of each draft, and so

on.

Explain the tools and templates used in different stages of the

documentation life cycle. For example, if different templates are used for

user guides, implementation guides, and online help, explain why these

templates are different and how to use them.

Explain the writing process, such as how to work with greater speed and

accuracy, how to collaboratively work with other colleagues working on the

same project, and so on.

Explain the importance of each review phase and how to collect metrics in

each phase, which will help in assessing the quality of the document, and

so on.

A dozen things to remember before you begin an induction program (in no

particular order)

Make sure that the induction program begins from the first day and is an

on-going process. This will make the writer productive on the first day.

Pace the training sessions well so that the writer does not get too much

information at once.

People mostly learn by doing and seeing. Therefore a complete induction

must include ‘showing’ and not only ‘telling’ the writer how to perform the

tasks.

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Present the induction program in such a way that the writer will feel

comfortable asking questions.

Get them to know who the people in the Management team are. Have a

big chart in the training room, which depicts how the organization is set

up, with photos of the management team next to their title.

Extend respect to the writer as a human being; have lunch with him/her.

Assure the writer how the organization welcomes his/her observations,

comments, and critiques. Make them feel valued.

Arrange for a new hire luncheon on the first day to meet the team.

Share the organization's (documentation team) goals with them. Ask what

their career goals are. Try to map them to the organizations’ goals.

Provide avenues to anticipate and answer questions that the new writer

might have. Give them support - before they ask.

Provide self-learning tutorials and all training materials available on the

intranet.

Do not make the mistake of assuming too much just because a writer is

experienced. The processes, tools, and work practices at your workplace

are different and therefore will have to be explained.

(Shailaja Babanagar is a Senior Technical Writer with Oracle, Bangalore.)

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HISTORY

Krishna Maruti Ltd. (KML) was incorporated in year 1994 as an ancillary to Maruti

Udyog Ltd. (MUL), for the supply of Car seats. KML is joint venture between Mr.

Ashok Kapur, MUL, and Suzuki Motor Corporation and has technical

collaboration with SNIC of Japan for seat design and manufacturing. The state of

the art plant is located at Delhi-Jaipur Highway, Narsinghpur Gurgaon (Haryana),

and spread over an area of five acre. The installed capacity of plant is 4,000,000

seat set per annum.

Today Krishna Group has six plants for a different range of car interiors like door

trims, Roof Head liners, Rear view mirrors, Sheet metal components and

auditorium seats all are located in Gurgaon. (Please see Annexure). Total group

outlay is Rs. 6500 Million.

KML came into the existence, when there were established seat manufacturer for

supplies to Maruti. We strived hard to prove ourselves better than others and

today we got the distinction as the most favoured supplier to MUL, and enjoying

59% of MUL seating business, which is much more than any other competitor

who was in business before we came into business.

We are India's First Total Auto Interior Group of Companies manufacturing

all the requirements of auto interiors including Seating Systems, Rear View

Mirrors, Head Rest Assemblies, Arm Rest Assemblies, Seat Trims (Covers),

Injection Moulded Door Trims, Roofliners & Moulded Carpets.

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We reached all this in short span of time because we firmly practice ' 6 - F' principle

throughout the organisation:

Focused: Focus towards customer delight, engineering infrastructure, cost consciousness and continuous improvements through '5 - S', 'Kaizens', Quality Circle Meetings and Suggestion Meetings.

Fast: Fast system & technological up - gradation and implementation.

Flexible: Flexible towards customer requirements.

Friendly: Creating friendly environment among customer, employees & vendors.

Firm: Firmly adhering to laid down policies & procedures &

Fun: Achieving the targets in stipulated time.

In order to be a leader in its field, a strong centralized R & D Centre (first of its

kind in country) was established with an investment of $ 1.5 Million. This center is

the best in the country and is recognized by the Department of Scientific &

Industrial Research, Ministry of Science & Technology, Govt. of India .This

centre is capable of not only testing as per International Standards but can also

issue Test Certificates to other Seat manufacturers .This test centre can also

perform test for non - Automotive components for Endurance & Repeatability.

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PERFORMANCE OF THE ORGANIZATION

Nevertheless, Satisfied with most delighted customer like, MUL, KML never

looked back, relaxed but kept on revising and achieving set targets, KML

achievements in the area of quality, Cost, Delivery, has become a benchmark for

others industries.

KML has also achieved following quality certificates.

TS16949

ISO14000

OHSAS18000

Pursuing towards TQM and applied for Deming award (Examination is due in

Aug-2005.)

Over the past few years, KML has been upgrading software design tools,

prototyping facilities, testing equipments and above all engineering and design

skills for better prepared for the Challenge of AFTA, WTO and Trade

Globalization. Our engineers have been working together with our technical

partners to upgrade their skills and technical knowledge.

The backbone of Krishna group is its corporate R&D centre, established with an

investment of Rs. 100 million and has distinction as an approved lab by govt. of

India, capable of conducting tests as per Japanese standards, European

Homologation. EC/ECE, JASO & JIS.

ISO 14001, environment certificate serves to show that KML is committed to

being a responsible corporate citizen by ensuring that we take heed to minimize

and where possible eliminate environment unfriendly substance.

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Product & Services

Krishna Maruti limited and its Group Companies are manufacturing auto interior components. The current Product Range consist of :-

Seating Systems Rear View Mirrors Head & Arm Rests Seat Trims Auditorium Seat Injection Moulded Door Trims Roofliners Moulded Carpets

Seating SystemsKML started its operations with only 1 model and a production capability of 40 sets/day. Today we manufacture 16 different models. Krishna Maruti Limited has a production capacity of 400,000 Seating Systems/ annum.

Presently Krishna Maruti Limited produces 16 different Variants of seating systems of following Models: BALENO , ESTEEM , WAGON R, ZEN, OMNI, MARUTI 800cc & ALTO.

Krishna Maruti Limited has capabilities to Manufacture Seating Systems as an OE to potential customers for their range of products.

Rear View Mirrors

Company produces a range of Outside & Inside Rear View Mirror Assemblies for Maruti Udyog Limited and Honda Siel Cars India Limited.With 35% OE market share, Every Fifth Indian Car has Rear View Mirror Assembly manufactured by Krishna Toyo Limited.

The range can easily be extended to suit the requirements of other Auto Manufacturers.

Head & Arm Rests

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Krishna Pads Limited uses NC Controlled Puromat High - Pressure Foaming Machine for its foaming application for producing Head Rest & Arm Rest Assemblies for all models of Maruti's Car.

Seat Trims

Krishna Trims Limited is catering Krishna Maruti Limited's total requirement of trims. KPL provides these items for the following cars :

Standard 800 Omni Van HR Zen Esteem Wagan R Baleno

Auditorium Seat

Krishna Quinette is a 50:50 Joint Venture Company of Krishna Maruti Limited with Quinette Gallay of FRANCE.  

Quinette Gallay is the World Leader in the field of Auditorium Seats with over 70% of its total production servicing the Export Business. Quinette Gallay has presence in all the 6 Continents and installations in over 50 Countries.

Krishna Quinette produces special seating system for auditorium applications. The company started its Commercial Operations since July 2003.

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Injection Moulded Door Trims

This division manufacturers:

Door TrimsRoof Headliners Carpets

For producing Injection Moulded Door Trims, we have Toshiba's (Japan) 1300 Tonne Machines and for the Assembling of various plastic parts together, we use Branson's (USA) Ultrasonic Welding Process.

For our Roofliners, we have Meyer's (Germany) Lamination Machine & Thermoforming Machine. We are the only Indian Company to use Twin Head Robotic Water - Jet Cutting Machine from ABB - IR Sweden.

The company is all set to use its specialty in Injection Molding for producing components for White Good Industry.

Roofliners

The division was setup in July 2000 & the machines for lamination & thermoforming was commission in December 2000. The commercial production started in Feb 2001.This plant can manufacture 2, 00,000 Roof Headliners of various models per year.

For Lamination of Substrates, Fully Automatic & Continuous Lamination Machine from Meyer - Germany is used. The Machine is capable of laminating upto five different materials together in a single operation. For moulding the Laminated Substrates into the required shape, the Thermoforming Press is used. This Press is High Capacity Single Acting Hydraulic Machine with advance controllers governing accurate controls over required parameters for consistent results..

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At Krishna the basic raw materials used are : Polyurethane raw materials to produce moulded cushion pads -Polyols & Isocynates.CRCA sheet metal components.Tubular lengths of various sizes.Water soluble black paints & pre treatment chemical.PVC fabrics.Laminated  polyester & cotton fabrics.Wire SpringPolypropylene for injection moulded components.Hardware items.Various industrial consumables like mig wire, adhesives, safety items, spot welding electrodes etc.Seat adjuster mechanism assemblies.Seat recliner mechanism assemblies.Rear seat lock assemblies.Automotive fabric.Treads.Substrate for roof headliner (rigid foam).Mirror sheets.Felt for moulded carpet.Needle punch fabric for moulded carpet.CRCE sheet.Non - woven fabric.Fasteners for various sizes.

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OVERALL PERFORMANCE

1. Customer Rejection: Customer Rejection <4ppm for the 4th

consecutive year.

2. Warranty: Warranty Cost has reduced to Rs. 0.002 per Vehicle.

3. Delivery Failures: Zero Delivery Failure for the 4th Consecutive Year.

4. VA/ VE- Implemented: KML has been awarded with best VA/ VE

Awarded by customer MUL for last 2 consecutive years.

5. Intangible Effects :

a) Enhanced Customer Satisfaction.

b) Improved Product Quality

c) Motivated Employees – A Strong Winning Team.

d) Knowledge based organization.

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PROBLEM OF THE ORGNIZATION

Ashok Kapur, chairman of the Krishna group of companies. One of his outfits, Krishna Maruti (KML), has been a loyal vendor to Maruti for almost a decade now. Dressed in factory uniform, Ashok, too, is an ordinary man. But, for the last 18 months, he's been negotiating what would be an extraordinary deal. He is in the final stages of talks for a $50-million deal with a European carmaker to supply headrests. What's the size of the Krishna group? Just $53 million (Rs 250 crore).

The problem is that even after betting the size of his entire group on this project, Ashok would still be addressing just 0.5% of the total global requirement of the buyer. That's the level of inequality in scale between Indian and global players. The buyer wanted to place an order for 6 million of his 250 million units requirement for headrests. Ashok wants to commit to 1.25 million initially.

So while outsourcing opportunities are no doubt expanding, the size of orders, and the lack of scale, is issues of concern. Kayaba, the world's biggest shock absorber maker, produces 240 million units a year. Gabriel India, the country's largest shock absorber maker, makes just 9 million. At KML, of the 20 requests for quotation received since August 2002, 10 were rejected outright as they seemed colossal.

Krishna group offers a very challenging work culture with emphasis on developing individual's creativity. Krishna group is the leader in its field of operation and has joined hands with World leaders in their respective fields:

A) Suzuki Motor Corporation - Japan.

B) SNIC Company Limited - Japan (Seating Systems).

C) Toyo Industries Company Limited - Japan (Rear View Mirrors)

D) Ohta Sheet Company Limited - Japan (Door Trims)

In order to develop and manufacture world-class product the best machines and tooling are there in the company.

IFB Automotive believes that the most important issue for the customer is on time delivery with technical service. The application engineers constantly are in touch with the customers' development engineers from the incept of the project to ensure that proper design and process are deployed to make the part of high quality standard. The focus of the application engineers are not restricted to the parts supply, they even study the field problems along with the customer engineers to unlock the hidden technical problems for finding innovative solutions.

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REVIEW OF LITERATURE

Abstract:

Recruitment and Selection plays key role in the development of an organization.

This is one of the important HR components in developing Indian Economy,

which is growing at the rapid pace.  Today's, where demand of qualified and

experienced people is high, the white collar salaries are increasing, every day

one MNC is adding presence in Indian market, the pool of experienced

professionals are smaller than it large population of our country, attrition rate is

quite high ranging from 20-60%, HR professionals are struggling to attract good

employees despite fierce competition.

Therefore the Trends and Issues in recruitment and selection is has taken

paradigm shift. Employment has undergone a transformational change in most

sectors especially in banking, finance, retail, pharmaceutical and insurance.

Introduction:

Recruitment is a process of finding and attracting potential candidates for the job

available. Recruitment is a set of activities an organization uses to attract job

candidates who have the abilities and attitude needed to help the organization

achieve its objectives. There are three stages of recruitment process-identify and

define the recruitment, attract potential employees, select and employ

appropriate people from job applicants. Recruitment is a continuous process

because of staff departure, changes in business requirement; changes in

business location and promotion. There are two kinds of recruitment i.e. internal

recruitment and external recruitment.

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To get a right candidate you need to know their traits:

Persuasive Adaptable Rule following Conscientious

Analytical Decisive Emotionally controlled Tough Minded

To get right candidates need to know their abilities:

Numerical Managerial Data Analysis

Recruitment and selection process together known as hiring process. There are

three steps in Hiring process

*Analysing

*Recruiting

*Interviewing

Analysing involves finding out the vacancies and jobs that need to be filled. Next

recruiting where in suitable strategy and operationalised to inform and attract

eligible candidates about the job vacancy. Lastly, the recruited candidates

undergo test and interview towards final selection.

The following points should be taken care of in formulating recruitment strategy:

*Identifying and prioritizing jobs

* Candidates to target

* Trained recruiters.

* How to evaluate the candidates

* Sources of recruitment

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Socio economic scenario in employment perspectives:

Entire scenario in changing fast.GDP of the country is riding and contribution of

service sector is now more than half to GDP whereas contribution of agriculture

sector is less than 20%.This has made and created millions of job in services

sector, manufacturing sector and other sectors. Today employment is not an

issues ( Tourism sector-20 millions job, retail sector  10-15 million ,Banking

sector 1.1 million, oil and gas 2.3 millions, Gems and jewellery 3.16 millions,

health care 3.1 millions, Horticulture 2.6 millions, Khadi 1.9  millions, media and

entertainment 1 million, Tobacco and tobacco products 6,4 millions, railways 1.9

millions, State transport 2.3 millions, food 2.1 millions) but human resource

available against this not at par. Organisation is trying all the way to get good

human resource. So the Recruitment and selection plays vital role in the success

of an organization.

The 21st century challenges:

The major challenges faced by the HR in recruitment are:

Lead Time Analysis – Time taken to complete the process of recruitment is the

main concern for an organisation.

Road Ahead – The ongoing and upcoming new systems are both an opportunity

as well as a challenge for the HR professionals.

Trends in Recruitments:

* Recruitment Process Outsourcing

* Poaching /Riding

* Online or E - Recruitment

* Campus Recruitment

* Referral recruitment

* Summer Internship

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* Contract Recruitment

* Temporary Recruitment

Recruitment Process Outsourcing:

The recruitment is one of the leading functions that organisation outsourced.

External service providers are conducting all or parts of clients' recruitment

services.

This practice is very common today and widely accepted in the Industry. This

practice will help the organisation in reducing time and costs in recruitment.

Head Hunting and Poaching:

Head Hunting means you attract the employ of your choice from competitors by

the way offering lucrative packages for beginning the work for your organization.

Poaching means intended to offer job who are already working with another

organisation and which is known. Indian retail and software sector are facing this

serious brunt of poaching today. This is very common in BFI sector for gaining

immediate advantages. Various implication presents in this process cracking of

relationship and offering unrealistic salary for immediate gain.

E recruitment:

Internet has created revolution in recruitment and selection process. Career with

us or Job@organisation is common button on Companies website .Today

aspirants having global mindset and information on opening are available online

with placement consultant website, companies website, city line websites and

other portal. Organisation are collecting database whole of the year through this

and excersing this to its level best. This will help in time and money cost for the

companies and for aspirants it is easier to access it on 24/7.

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Summer Internship Programme: This programme bridges the gap

between concepts reinforced in class room and real corporate and environmental

situation. Corporate having opportunity to evaluate students for long term

perspectives. Internship programme is undertaken in the discipline concerned. 

Referral recruitment:

OK4KO refer the people for job with your esteemed organisation. This is very

common term in Coca Cola; in fact, this is the process of recognizing the

employee's loyality and Values. This means organisation need valuable

employees like you. 

Campus Recruitment:

This campus recruitment is the systems where various organizations visit the

college campuses to recruit bright youngsters to work for them. The various

selection processes tend to remain the same for most of the companies. The

selection occurs through 3 main steps,  

(I) Aptitude test,

(ii) Group discussion (GD) and,

(iii) Personal Interview.

Hiring great candidates is a pretty hard job. Recruiters try to dip into their

employee's social network by having them refer candidates they know.

Contract Recruitment:

In this kind of recruitment two basic points to be considered, first abilities to

match a job requirement and the specialized skill and professionalism of

contractors.

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Communication is critical throughout the process- Contracts, Insurance,

accommodation and expenses all need to organize efficiently and professionally.

Temporary Recruitment:

A Flexible work forces that can respond to your ever changing business demand.

This is recognized by quick, efficient and provides strong level of fit between the

requirement of companies and matching skill, attitude and behavior of

candidates. This is one of the most noticeable effects of downsizing epidemic

and labor shortage of past two decades has been dramatic rise in the use of

temporary employees.

Today, JUST IN TIME, can be formed staffing all types of jobs in the organisation

including, professional, technical and higher executive position.

Trends in Selection Process:

* Application

* Interview

* Psychometric Assessment

* Reference check

* The offer

* Orientation

* Application:

If you go through advertisement for recruitment, one item is common,"Last date

of application", means buy the application, fill the application and reaches the

application on or before that date, in the very first of important date. The common

application form generally consists of:

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Personal Information: It comprises name, date of birth, gender, marital status,

detail of his family, annual income of the family, address etc. This helps in

identifying the applicant’s socio economic strata and family background. This

information also helps in the assess his suitability in the organisation, in the job

and in the team that he would be associated with.

Educational Qualification: This includes schools, colleges and institution

attended by applicants or jobseekers, the period of study, the various courses

taken and subjects studied the percentage of marks scored and the class of

grade secured by him. This component provides opportunity to assess an

applicant's academic background.

Work experience: This provides basic information on applicant's previous job.

This will help the prospective employers to understand and evaluate the,

candidate's suitability to the job, his working habits and his competencies. in

relation to the job.

Salary: (Present and Expected): The salary structure is important because

different companies have different salary structure. A company might have low

basic salary but higher percentage of other components.

Personality Items: This requires the applicants to provide information on his

strengths and weaknesses, his professional goals- both long terms and short

terms and his hobbies and interest. This extra information help the employers to

understand his hobbies and interest. This extra information helps the employers

understand personality of applicants which would help in motivating and

improving his performance on the job.

Reference Checks: In this ways organisation wants to check credibility of

candidates and to get past record of an applicant.

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* Interviews:

Preliminary Interview: The aim of prelims is to eliminate the applicants who are

obviously unqualified of jobs. These interviews are generally informal and

unstructured and conducted even before the candidates fill in the application

blanks. This is presenting more obvious facts and information. This enables the

manager to quickly evaluate the interviewee on the basis of appearance and

quality of communication.

Indepth Interview: This is more suitable in selecting the candidates for high end

technology and high skill jobs. Experts in the relevant areas test the candidates,

knowledge and understanding of the subjects and assess his expertise. They

determine suitability of candidates for the jobs in questions and based on these

evaluations.

Group Interview: This method is resorted to when the number of applicants is

high and time available for interviewing is short. This method is useful in while

recruiting for entry level and junior management position.

Stress Interview: the objective is to test the applicants’ abilities to perform and

deliver under stress. Interviewers put the interviewee under stress by repeatedly

interrupting him, criticizing his answer, asking him unrelated questions or keeping

quiet for long time after interviewee has finished talking.

* Psychometric Assessment:

This is standardized procedure to measure intelligences or aptitude or

personality of aspirants. This is one of the important parts of selection process of

many domestic and international organizations. This help employer to find best

match of individual to occupation and working ambience. It should be

standardized, reliable, predictive and non discriminatory. 

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* Reference Check:

The information given by the candidates is checked by references after final

decision taken and before offer is too made. This reference might have been

work related (such as former supervisor or co worker) or they might have been

personal (such as friend, clergy, or family members). In either case, to the extent

that you could, you provided the organisation with a list of people who you

believed would generally speak favourably about you.

* The Offer:

Once the candidates are evaluated and final decision is taken, then the offer

letters is made which is formal, written and requires acceptance in writing. The

objective of the offer letter is “we are pleased to select you for our esteemed

organisation."

* The Medical examination:

This is very common in hiring process .This is in fact mentioned in the clause in

offer letter to the candidates , which says that the offer is conditional on the

candidates being medically fit..

* The Orientation:

Orientation is process by which we introduce new employees to the organisation,

their superiors, co-workers and job. The orientation process provides a

foundation upon which new employees can build their skill and contribute to our

efforts to providing responsive and effective services to the organisation.

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Issues in Recruitment and Selection:

* Chances of failure increases in RPO.

The chances of failure will be high if the RPO do not understand the Vision and

recruitment strategy of an organization. The entire success of organization

depends upon people and their integrity towards employers. Better recruitment

begets better results this is true in every aspects.

* Break down in collaboration with other organization in poaching.

Organisation could offer job to which they thought of valuable but it does not

mean poach and hunting 100% right perspectives. This spoils the goodwill of an

organization to some extent. The organization might practice Coordinate

Recruitment.

* Competition driving up salary to unrealistic level.

This is common in today's scenario of fierce competition.

* Resume check:

Authenticity of resume is questionable in this stiff competitive world. Prospective

employers are using track methodology to judge reliability of the content by

references, educational qualification, talking to candidates over phone, previous

employer reputation etc.

* Internet and PC savvy:

This is obstacle in popularizing e recruitment, but rate of enhancement in PC

penetration is our country is quite high so in near future we do not take it as

challenges. Lets we have to set modus operandi for online recruitment which will

guide prospective employers and aspirants/jobseekers both.

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* Face to Face interview, meet the candidates in person:

Technologies have created impact on every function of an organisation and

Recruitment and Selection is not an exception. An employer prefers to contact or

interact people to feel and understand would be HR asset for them.  This will help

the organisation to manage expectation of would in best possible manner.

* Inbreeding ,nepotism and old boy's network:

We should be very careful in this aspects, referring own people is human

tendencies. If it find we have to re-correct it with intelligences, integrity and

interventions.

Poonam MBA (HR& IB), CIC Faculty HR/OB ICFAI National College Panipat-

Abstract

Human resources are the backbone of every organization. As it is well said that

money and material is useless if we don't have power of men.  People come to

work with certain specific motives to earn money, to have better prospects in

future. In today's scenario the organizations have to compete on large scale.

That's why the management of men is a very important challenging job. Because

of the dynamic nature of the people. Dynamic and growth-oriented organization

does require effective management of people in fast changing environment.

Organizations flourish only through the efforts and competences of the human

resources.

Now days, due to the dynamic nature and competitive edge, it is tough to retain

the employees.  So, many sectors are facing big problem –Attrition. This paper is

about attrition, retention aspect

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Introduction

"Man alone, of all the resources available to man, can grow and develop. The

resources capable of enlargement can only be human resources.

       

   Peter. F. Drucker

Today we are living in fast-paced changes. Where, everything depends on

mergers and acquisition which leads to cut-throat competition with every

organization, but again all of this is depend on human resource-A key element of

the organization and the real army of the organization . Human Resources (HR)

constitute the most valuable asset in the context of development. Relative

performances of nations, of regions of economy, of sectors of industry as well as

of corporate enterprises are critically linked to quality of human contribution.

Even the gains from the intervention of superior technology in any field are

closely related to its interface with human factor with corresponding skills as well

as attitude. Now days it is though to retain the talented employees in the

organization.

The one single word attrition which is the biggest problem. In broad terms: -

Attrition is a situation which employer face when employee left the organization in

due to job dissatisfaction, new opportunity in the market. It is the question in front

of Human Resource Managers that why the attrition rate is higher? HR

Professionals after making lots of strategies for retaining the employees. They

fail again and the question mark is in front of them.

That's why the companies are having new system in HR Department like:

a) attrition management department,

b) Interaction feedback system,

c) Exit interviews

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Some Facts

1) Attrition   rate

    US          42%

    Australia 29%

    Europe    24%

    India       20%

Source-Times News New York

2)  Attrition rate in India's Business process outsourcing (BPO) industry are about

7.8% points higher than in other industries according to repot released by Hay

Group-A global management consulting firm The findings comes from report,

BPO special sector survey 2008.

It showed that in general, staff turnover in India is 15.7%but at BPO companies

attrition in country highest at 23.5 followed by communication 22%and retail 18%.

3) A recent survey by Associated Chambers of Commerce and Industry of India

(ASSOCHAM) threw up some interesting figures regarding the attrition rates in

India Inc. The survey focused on the Attrition Problem in growing Economy and

said that the maximum attrition is taking place in the age group of 26 to 30 years.

4)  Indian managers may be high performers in their area of expertise but the

performances of the people who manage them leave much to be desired for.

That in short is the synopsis of a recent survey conducted by global management

consultancy firm.

5) Attrition in the hospitality industry is up by 15-20 per cent and it is expected

that by the year 2010, it will increase by another 50 per cent. As of now, attrition

rate is 10 per cent per annum and this in not only in the senior positions but also

across various verticals of the industry.

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6) Pharmaceutical industry, has seen major attrition in to medical sales

representative level, which has an attrition rate of 35 per cent

The question arises why employee quit? Is only salary is one factor of job

satisfaction-Those days are gone when salary was only motivator factor for an

employees to leave and organization. Now everybody wants their growth,

working environment etc

The attrition rate is high generally in IT Sectors and BPO.

In BPO, the reasons of leaving the organization are

1) No career path.

2) Poor supervision

3) Internal movement

4) Stress

5) Location/commutating problem

6) Psychological satisfaction

In IT Sectors the reasons are different

1) More career opportunities

2) Stress

3) Inequity in compensation

Bangalore based Global Talent Metrics formally unveiled key findings of

comprehensive research and survey on factors impacting employee attrition

among white collar workers across industries, at a press conference. The

research was developed and survey was conducted over the last 12 months and

includes responses from 5000 employees of companies across industries. 

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The survey for the first time probes the role of demographic, psychographic and

sociological factors in predicting attrition and organizational factors that attract

individuals or cause them to leave a company. 

By Hewitt   "Attrition and retention survey show one of the top reasons for attrition

to be "external inequity in compensation". They also show that 27% of the

employees in their exit interview mentioned compensation as the primary

reason.  So there are several factors that interfere an employee to leave the

organization

Now days, employees consider multiple comfort level while working in an office

because the world is open there are many opportunity lying ahead of them due to

the impact of globalization. Human beings are complex personalities. Nature of

human begin were differ from person to persons so it is difficult to predict a

behavior of the employees.  This shows the employer and the managers do

understand their employees well. The technique to be used by managers to

understand the employees

a) Observation

b) Frequent interaction

c) Encourage them to talk freely

d) Feedback

Mr. Srinivas, CEO- SATYAM COMPUTER views. "Attrition as big issue that as to

be deals with immediately". As attrition rate is a sensitive issue for all

organization and in every sector.  Calculating employee turnover rate is not that

simple as it seems to be and even no common formula can be used by all the

organization. It is different as it needs keeping view of the business nature.

Attrition cost

The cost of attrition is not just the loss of that employee but it includes an array of

hidden costs such as recruitment costs, selection costs, training costs, cost of

covering during the period and opportunity costs.

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The organizational costs associated with the turnover in terms of hiring, training

and productivity loss costs can add up to more than five per cent of an

organization's operating costs, says Cabot Jaffee, Chairman, Global Talent

Metrics.

One of the best methods for calculating the cost of turnovers includes.

Recruitment cost

The cost to the business when hiring new employees includes the following

factors plus 10% for incidental such as background screening:-

* Time spent on recruitment and selection

* Background / reference screening

* Training if any

Training and development Cost

To estimate the cost of training and developing new employees, cost of new

hires must be taken into consideration.

* Training material

* Technology

* Employee benefit

* Trainer's time

Administration cost

They include: Set up communicate system of employee to HR system set up the

new heir workspace The certain things like setup ID card, new bank accounts

etc.

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So it is not an easy task and cost is very high that's why it is a big problem in

front of HR Managers. Retention of excellent employees is one of the biggest

challenges which most of the organizations are facing today. The general

perception is that people leave organization for more money however, in one

astonishing statistical comparison it was found that 89 % of employers think their

people leave for more money while, its just 12 % of employees who actually do

leave for more money .So what is that, which, makes employees to stay or quit

their job. If carefully analyzed, the decision regarding staying or leaving the job is

guided by the emotions Intelligent employers always realize the importance of

retaining the best talent. Retaining talent has never been so important in the

Indian scenario; however, things have changed in recent years. In prominent

Indian metros at least, there is no dearth of opportunities for the best in the

business, or even for the second or the third best. Retention of key employees

and treating attrition troubles has never been so important to companies.

In an intensely competitive environment, where HR managers are poaching from

each other, organizations can either hold on to their employees tight or lose them

to competition. For gone are the days, when employees would stick to an

employer for years for want of a better choice. Now, opportunities abound.

It is a fact that, retention of key employees is critical to the long-term health and

success of any organization. The performance of employees is often linked

directly to quality work, customer satisfaction, and increased product sales and

even to the image of a company. Whereas the same is often indirectly linked to,

satisfied colleagues and reporting staff, effective succession planning and deeply

embedded organizational knowledge and learning.

Framing the retention strategies which are again not an easy task in today's

dynamic and ever changing environment- the duties are not limited and they

have to break off all its boundaries. Getting with and getting the best from you top

talented employees is one of the role of human resource manager.

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Talented employees –these are the people who will lead the organization to

future success and organization can’t afford to lose them. Organisation needs to

promote the diversity and design strategies to retain them, provide the

opportunities for the development make them relies that they are the part of the

organization. When work place ignore the performance will destroy the human

sprit and that's make the true difference in quality of output. A sense of

contribution to the company must be realized the organization needs to let the

employees come to know their performance is important for the organization 

In this context   it is important that the managers take the following into

consideration.

1. They should understand their basic needs capabilities and their behavior.

2. Identifying the strength and weakness of employees so that proper training

should be provided to them and coaching can be provided.

3. They should help them to build up confidence and improve entire creativity.

4. Maintaining the good interpersonal relations and also encouraging the

participation of employee in managerial decision so that they should have

sensitive of belongings towards the organization.

5. It is very important that there should be trust between supervisor and

subordinates of reduce the disputes and increase the team building. 

6. Bring the "WE" culture in the organization.

7. Shows the career path way in the organization.

8. Guaranteed that there should be no biasness and in equity compensation

system.

9. No biasness in performance appraisal.

10. Use workforce skills and abilities in order to exploit environmental

opportunities.

11. Employ innovative reward plans that recognize employee contributions and

grant enhancements.

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12.  Indulge in continuous quality improvement through TQM and HR

contributions like training, development, counselling, etc.

13. Utilize people with distinctive capabilities to create unsurpassed competence

in an area.

14. Decentralize operations and rely on self-managed teams to deliver goods in

difficult times e.g. Motorola is famous for short product development cycles.

Conclusion

Any company can compete with anyone provided they have the right value

system inculcated in their business model (I am referring to HR practices).

Organization irrespective of the size, if it has adopted "System thinking" that

organization rarely falters. In any organization if the person contributing to the

organization in his/her role effectively, needs to be treated with dignity and

respect. If an individual is made accountable for his/her actions and given proper

feedback on the performance at work regularly, the individual will love that

organization. It is this basic value of treating people with respect and dignity that

endears an individual to an organization.

90% of people complain not because the company is bad, it is because they feel

they were not treated with dignity. Managing talented employees is turn out to be

goldmine and it will keep supply wealth and value of the organization

Prof. Dileep Kumar M. Ex-Professor Symbiosis (SCMHRD, SCDL), IIIT,

SCMLD, SBS Pune

Introduction

Organisations in the modern days are undergoing heavy transformation in the

wake of industrialization and globalization. Here, Human Resource Management

practices are getting wider acceptance in the developmental and transformational

process. 

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Organisation management is giving more thrust in understanding and

developing the competency of employees and makes use the tool competency

mapping, for the improvement of productivity and in maintaining a positive work

culture. This application of the competence approach covers the operational

areas of human resource management in the organization viz., selection,

remuneration, vocational training, evaluation and promotion. The competency

mapping works at the enterprise level than outside realms. The objective behind

this effort is to identify the best, better and good and average effort on the part of

the individual workers and support the best effort, encourage the better effort,

empower the good effort and train the average effort of the workers towards the

best performance. Competency-based methodology was pioneered by Hay-

McBer company founder David McClelland, a Harvard University psychologist in

the late 1960's and early 1970's (Czarnecki, 1995).

Competence and Competency

The word competence is having several meanings. Some consider competence

as job based while some others consider it as individual based. Dubois (1993), a

leading expert in the applied competency field, defines competence as "the

employee's capacity to meet (or exceed) a job's requirements by producing the

job outputs at an expected level of quality within the constraints of the

organization's internal and external environments."

Boyatzis (1982) A competency as "an underlying characteristic of the person"

which could be "a motive, trait, skill, aspect of one's self-image or social role, or a

body of knowledge which he or she uses".

Person based competencies" includes further Self-Confidence, Creativity, and

Cognitive Capacity – competencies etc.  While some other authors strongly

argued that competence is related to the job and area of expertise. These

conflicting arguments are still continuing. While this author likes to indicate that

there is no right answer to the question - what is a competency?

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What is important is that organizations adopt a definition that makes sense,

meets its needs, and is used consistently in HR operations and applications.

Competencies are general descriptions of the abilities necessary to perform

successfully in areas specified. Competency profiles synthesize skills,

knowledge, attributes and values, and express performance requirements in

behavioral terms...The review of competency profiles helps managers and

employees to continually reassess the skills and knowledge needed for effective

performance. Competencies dominantly compared as general description of the

abilities that are necessary to perform a task effectively. Competency lies on the

many factors in the work performance. It may relate to the routine works, non-

routine works, team efforts, control, coordinating and guiding workers, and

allocation of resources, analysis, diagnosis, design, planning, execution and

evaluation.

Competency is "a cluster of related knowledge, attitudes, skills and other

personal characteristics that …Affects a major part of one's job, Correlates with

performance on the job, Can be measured against well-accepted standards, Can

be improved via training and development" (Source: Scott Parry 1998, Project

Management Competency Development Framework, PMI).

A competency is what a successful employee must be able to do to accomplish

desired results on a job. Competencies are built up over time and are not innate.

Competence Levels

Different activities required different competency levels in the discharge of

responsibilities and duties associated with the functions. Many competencies like

behavioral competency, Knowledge competency, motivational competency,

language (communication), value competency etc are required for effective

performance. The behavioral competency involves member's attitude and feeling

towards the work and work performance that results in good or poor

performance.

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The behavioral competency is closely related to motivational competency. How an

individual worker thinks about the work organisation and work performance.  The

knowledge competency involves the awareness; knowledge and expertise

related to the job, technology and procedures related to work. The language

competency is related to individual workers ability to understand and

communicate the things precisely in a two way process.

Competency Mapping

A competency is something that describes what, where, how and when a job to

be done as per the requirement of the organisational objectives.  Competency

mapping is a process of identifying key competencies for a particular position in

an organisation, and then using it for job-evaluation, recruitment, training and

development, performance management, succession planning, etc. Competency

mapping process is designed to consistently measure and assess individual and

group performance to accomplish the objectives of the organization and it further

help to fulfil the expectations of customers. It is used to identify key attributes

(knowledge, skills, and behavior attributes) that are required to perform

effectively in a job classification or an identified process. Competency mapping

involves two sets of activities. One is related to the work activities and work

process and the other is related to the individual and group performance.

It is about identifying preferred behaviors and personal skills, which distinguish

excellent and outstanding performance from the average.

Steps in Competency Mapping

Understanding the core competencies that required for the organisation is the

initial steps in the competency mapping. Many competencies are required for the

organisation in the effective performance of various functions. While certain

competencies like, decision-making skill, communication skills, problem solving

skills, team-building skills etc are included under core competency areas.

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These skills are essential in all the functional areas of management. Methods like

brainstorming and participative focus group discussions etc can realize the core

competencies required for the managers. After the identification of the core

competencies the next step is to relate these competencies with various functions

in business management. Since the core competencies varied in marketing,

finance, purchase, operations management, production etc, the competencies

required to perform different junctions also varied. For this effort the position and

responsibilities of each functional person need to be assessed into. A job

analysis is to be done in the initial stages. By understanding the core

responsibilities and core competencies, the job description viz., written document

of the functional responsibilities, to be prepared in relation to different positions

and departments. The job description and the cop potencies identified are the

base upon which the training and development programmes, mentoring

programmes and coaching to be extended to the members by the superiors in

the organisation. The Human Resource management needs to prepare a plan of

action for each individual member considering the actual competency and the

expected competency. This process creates awareness in the individual about

his behavioral traits in detail, and helps him chalk out an individual development

plan. By forecasting the expected performance the impact analysis of the

process can be done. The competency mapping process also has to make

provision of career development.

Use of Competency Mapping

Competency mapping can play a significant role in

* Recruitment and selection

* Performance management,

* Training and Development,

* Succession planning,

* Job enrichment and job enlargement

* Organizational development analysis

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Conclusion

Competencies and competency-based human resources management (CBHRM)

are in common practice in many organisations. To survive in a turbulent and

dynamic business environment organisations have to adopt competency based

human resource management practices, which are vital to productivity and

performance excellence. Human Resource Management in the organisation have

to give keen importance to these process since competency determine the

organisation effort to compete with quality and quality. Employees in the

organisation are more concerned about their advancement in their career. In

addition to the competency consideration career also to be considered by the

Human Resource managers in the individual planning level. Career-based and

competency-based approaches of Human Resource Management have

productive result in the productivity and business surplus in many organisations.

Human Resource Managers have to look more in the area of CCHRM (Career

Competency – Based HRM) effort as a panacea to productivity and quality

assurance in the wake of acute business competition.

 Randhir Kumar Singh Senior Lecturer Dr. Gaur Hari Singhania Institute of

Management & Research Kamla Nagar, Kanpur-208005-

1.  Introduction:

The attrition rate plays a significant role in an organisation. High attrition rate of

employees in an organisation is a serious concern because the employees are

the human capital. Some of the organisations have started searching the cause

due to which the employees are leaving the organisation.

There are some organisations specially belonging to IT, Telecom, and various

other sectors which are facing high attrition rate. Due to high attrition rate, cost of

the organisation increases due to training, development, socialisation and other

costs on the employees.

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Attrition rate is high basically in an organisation whose work is mostly dependent

on knowledge workers like BPO, paramedical, aeronautics etc.

Attrition is defined as reduction in the number of employees through retirement,

resignation or death. The rate of shrinkage in size or number of employees is

known as attrition rate. Different organisations use different method to calculate

the rate of attrition. The most common formula to calculate the rate of attrition

used by many organisations is:

Attrition Rate = (Number of employees who left in the year / Average employees

in the year) * 100

2.  Attrition rate in India:

Attrition rate is high basically in an organisation where work is mostly dependent

on knowledge workers like BPO, paramedical, aeronautics etc. Attrition rate in

India's business process outsourcing (BPO) industry are about 7.8 percentage

points higher than in other industries, according to a report released by Hay

Group, a global management consulting firm. The findings comes from a new

report, BPO Special Sector Survey 2008, based on Hay Group's global online

compensation and benefits database, PayNet.

It showed that in general, staff turnover in India is 15.7%, but at BPO

companies, attrition is the country’s highest at 23.5%, followed by

communications 22% and retail 18%.

The attrition rate has always been a sensitive issue for all the organisations.

Calculating employee turnover rate is not as simple as it seems to be. No

common formula can be used by all the organisations. A formula had to be

devised keeping in view the nature of the business and different job functions.

Moreover, calculating attrition rate is not only about devising a mathematical

formula. It also has to take into account root of the problem by going back to the

hiring stage.

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3. Causes of attrition rate:

In most of the organisations, employees would love their jobs, like their co-

workers, work hard for their employers, get paid well for their work, have ample

chances for advancement and flexible schedules so they could attend to

personal or family needs, when necessary and never leave. In the real word,

employees leave either because they want more money, hate the working

conditions, hate their co-workers, want a change or because their spouse gets a

dream job at another place.

4. Significance of attrition rate:

Employee turnover is one of the four primary dependent variables in

Organisational Behavior (OB). This consistent with the view held by executives,

HRD Manager, and researchers in OB that turnover has negative consequences

for organisational performance. When employee quits and has to be replaced,

the organisation incurs some very real and tangible costs. The organisation

should retain their manpower for quite a long period. Attrition is a serious

problem, that the organisations are facing today which affects their competitive

advantage.

5. Conclusion:

The tangible cost of employees' attrition would be the cost of training new

employees, recruitment and selection costs, adjustment time, possible product

and/or service quality problems, cost of agency workers/ temporary staff. The

cost of training, cost of less productivity, cost of lost knowledge and cost of

position remaining vacant till a suitable replacement is found.

The intangible costs which may be even more significant than the tangibles,

involve the effect of turnover on organisational culture, employee morale, social

capital or organisational memory.

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All these costs would significantly take away profitability and competitive

advantage of the firm. The organisational costs associated with turnover in terms

of hiring, training and productivity loss.

Meetu Kumar Soft Skills Trainer Icfai National College Meerut-

Dreaming to succeed is the beginning of an adventurous journey. A positive

attitude is the spark which sets vehicle moving in the right direction. Nowadays,

the right kind of attitude is one of the most vital components of job requirements

of the top notch employers. They have belief that they can train the new

incumbents the way they crave but the pre-requisite is the right kind of attitude.

The aspirant has to possess learning and optimistic attitude. He has to have a

big dream, conviction and courage to do efforts to realize his dream with

conviction. He should envisage optimism as the foundation of courage.

The best example of an optimist I often quote is that of a man falling of from tenth

floor of a building waving all the while to his friends as he plummets to each floor,

to say that he was okay SO FAR! I call him a die-hard optimist. An anecdote of

the elephant and mynah endeavours to edify young aspirants or the budding

managers about the kind of attitude required by the employers.

Once there were two friends, a mania and an elephant. One day the elephant

said to the mynah: "You know, I envy you .All my life I wanted to fly I dreamt of

what fun it would be to fly over the village, the mountains, the seas, and to glide

over the river and the jungle. How I wish I could fly."

"No problem," said the mynah and reaching back with his beak he pulled out a

feather from his tail. That is what you must do here, take this feather and hold it

firmly in your trunk. Then flap your ears as hard as you can, and you will fly."

The elephant did as he was told. He held the feather firmly in his trunk flapped

his ears as hard as he could, and lo and behold, he began to fly. Holding on to

the feather tightly, he flew over the river and the vast jungle.

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After a long time, he glided back to earth and ran to meet the mynah, guarding

the feather carefully in his trunk.

"You changed my whole life", he told the mynah, and “I cannot thank you enough

for this feather." "That feather" said the mynah," oh you didn't need that .It was

just one of my old ones. I just gave you something to BELIEVE in. It was flapping

of your ears that did it, not the feather in your trunk!"

The lesson one gains from the story is: We could achieve impossible, if we have

Vision (dream), Conviction (symbolically represented by the feather) and Effort

(flapping of ears) Success in any facet of endeavour, is more deeply rooted in

attitudes than aptitudes!

The employer is seeking the passion to do impossible and the burning desire to

fulfil the dreams thereby meeting the targets .The budding incumbents should

have learning attitude and a burning aspiration to accomplish. They should tend

to love the deadlines and the targets given to them. They should also be able to

flap their ears in order to achieve their goals. Yes, its true that the employer looks

for the elephant with flapping ears, i.e. who has got the dying drive and burning

desire to accomplish his targets or goals.

Attitude based questions, situational questions or case lets are the tools the

recruiters use to judge the existence of the criterion of selection in the applicant's

persona. Individuals who hold a positive, hopeful, confident, good natured, kindly

courageous mental attitude are the persons who eventually radiates sunshine

and gladness, good health and cheer, confidence and happiness wherever they

go.

Someone has rightly said, there are two types of people, some who bring

happiness WHEREVER they go, and some bring happiness WHENEVER they

go!

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With the right kind of attitude one should belong to the first category and

unwittingly would work as magnets attracting many friends, well wishers and off

course employer. Imbibe this secret of success and attract everyone with   your

charm of optimism, visionary spirit, and courageous endeavours. Make yourself

employable forever with the enriched spirit of right attitude and outshine with your

grandeur wherever you go.

 

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OBJECTIVES OF THE PROPOSED STUDY

To analyses the satisfaction level employees in the organization.

To study the working environment, salary package, canteen facilities of

company to its employees.

To study the relationship of employees and employer.

To study about the extra facilities given by organization to its employees

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RESEARCH METHODOLOGY

Objective of study-

To find out the recruitment, selection, induction practices in organization.

To find the comparison between Indian & multinational company

recruitment, selection, induction practices.

To measure the importance of recruitment practices.

To measure the effectiveness of selection process

To measure why the induction is important.

To know the level of these practices the company is adopted.

Introduction-

Research is an important pre-requisite for finding a solution to the problem.

Some of the characteristics of results methodology. Research directed towards

solution of problem it may attempt to answer the question or to determine the

relationship between two or more variable. Research involves gathering new

data from primary of first hand source.

Research is based on experience on empirical evidences. Research strives to

be objective logical applying every possible test to violate the procedure

employed the data collection conclusion reached.

Research Design

It is a specification of methods and a procedure for enquiring the information has

needed. It is a frame work of the study that is used as guideline in collecting and

analyzing data. It helps the researcher to conduct the study by ensuring that

economical procedures are employed and probing in the relevant problem.

It is an exploratory research - It is best .characterized by its lack of

structure and flexibility. It is generally used for development of hypothesis

regarding potential problems and opportunities.

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It is a Descriptive research - the basic of descriptive research is to portray

accurately the characteristics of a particular situation or group. The research

including surveys and fact finding enquiries of different kinds. It also establish

between the different variables.

The research methodology for the present study has been studied under the

following levels-

Types of data and sample

Questionnaire Design

Collection of Data

Chapter Scheme

Types of Data and Sample

The data collection is primary data.

Primary data

Primary data which are collected a fresh and for first time and thus happens the

original in character. Therefore data directly collected by research is known as

primary data.

Sample Design

A sampling plan designed in which decisions have to be taken out about target

represent, sampling unit, sampling procedure.

Collection of Data

After choosing the sample, the next step in the research is data collection to

ensure the relevance of data collected, care is taken to minimize the errors in the

methods of collection.

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The present study the primary data has been collected through a survey of

Indian and Multinational employees asking them a set of questionnaire relating to

its requirement, solution and industrial particles.

Chapter Scheme

Chapter 1 - Chapter Introduction.

Chapter 2 - Literature review

Chapter 3 - Research methodology.

Chapter 4 - Results and interpretation

Chapter 5 - Finding and Conclusion

Limitation of Study

Although full efforts have been put to make the research objective and free from

shortcomings, still some factors are uncontrollable. The following few factors can

be listed below. Sample size is determine keeping some constraints lake the time

factor is mind so the sample is chosen on convenience basic hence the size

may be effectively representative

Type of Universe

The first step is developing any sample design to clearly depends the set of

objects technically called the universe which was studied in India.

Sampling units

Advisory has to be taken concerning a sampling unit before selecting sample,

employees of Indian and Multinational company are sample.

Sample size and sampling procedure

The sample size of respondents is 218 employees sample were taken by simple

random sampling.

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Statistical Analysis tools

In this project, only primary data bas been collected and analyze to knew the

conclusions. Various technique for analysis like factor analysis, mean scores,

structural deviation and T test, independent test.

Factor analysis is a general name denoting a class procedures primarily used for

data reductions and summarization. In that research these may be large no. of

variable most of which are cosselated and which must be reduced to a

manageable level and relationship among set of many interrelated variable are

examined and represented in terms of a few underlying factors. In the factor

analysis we have fist to use the Descriptive statistics - This table tell about the

mean of each variable and standard deviation of each variable.

Factor analysis is used in the following circumstance

To identify underlying dimensions or factors that explain the consolation among a

set of variable.

To identify a new, smaller set of uncorrelated variable to replace the original set

of correlated variables in subsequence multivariate analysis.

To identify smaller set of salient variables from a larger set for use in subsequent

multivariate analysis.

Statistics associated with factor Analysis

Bartlett's test of sphericity - Bartlett's test of sphericity is test statistics used to

examine the hypothesis that variables are uncorrelated on the populations.

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Correlation Matrix – A correlation matrix is a lower triangle matrix showing the

simple correlation's between all possible pairs of variable include in the analysis.

Communality – Communality is the amount of variance a variable share with all

other variable being considered.

Eigen Value – The eigen value represents the total variance explained by each

factor.

Factor loading – Factor loading are simple correlations between the variable

and the factors.

Factor loading plot – Factor loading plot is a plot of original varianles using the

factor loading as coordinates.

Factor Matrix – Factor matrix contains the factors loading of the entire variable

on the entire factor extracted.

KMO – The Kaiser Meyer Olkin measure of sampling adequary is an index used

to examine the appropriateness of factor analysis. High value (between 0.5 to 1.0

) indicate factor analysis is appropriate. Value below 0.5 imply that factor analysis

may not be appropriate.

Percentage of variance – This is the percentage of the total variable attributed

to each factor.

Determine the method at factor Analysis – Once it has been determine

that factor analysis is an appropriate technique for analyzing the data, an

appropriate method must be selected. The two basic approached are principal

components analysis and common factor analysis.

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In principal component analysis the total variance in data as considered. The

principal components analysis is recommended when the primary concern is to

determine the minimum numbers of factor chat will account for maximum

variance in the data for use in subsequent multivariate analysis.

In common factor analysis the factors are estimated based only on the common

variance. This method is appropriate when the primary concern is to identify the

underlying dimensions and the common variance is of interest.

No. of Factor – We have to determine the No. of factor on the behalf of the

eigen value and we measure of the gogen value is about 1 than that is the factor

or it the eigen value is less than 1 then we have says that is not any factor.

Rotated Factor – These coefficients, the factor loading represents the

correlation between the factor and the variable. A coefficient with a large

absolute value indicates that factor and the variable are closely related. Although

the initial unrotated factor matrix indicates the relationship between factor and

individual variables. In rotating the factors, we would like each factor to have

nonzero or significant. Loadings or coefficient for only some of the variables. If

several factors have high loadings with the same variable it is difficult to interpret

items. Rotation does not affect the communalities and the percentage of total

variance explained. The rotation is called ortho general rotation it the exes are

maintained at right angles. The most commonly used method for rotation is the

ordinary procedure. This is an orthogeneral method of solution that minimized the

no. of variables with high loading on a factor.

Interpret factor – Interpretation is facilitated by identifying the variables that

have large loading on the same factor that factor can then be interpreted in term

of the variable's that load high on it.

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T-Test – With the help of the T test we have to find the mean of both Indian and

Multinational Company and with the help of their test we have to find out the

comparison between the Indian and Multinational company which type of practice

they have used.

Independent Sample Test – With the help of this test we have to measure the

reliability and in that we have taken the reliability is 0.09 the variable is reliable

and if this is 0.00 then that variable is most reliable. So we have to measure the

reliability between these variable with the help of this value.

Questionnaire Design

To conduct the study a questionnaire was developed. the questions incorporates

in the questionnaire were on 5 point scale i.e. 5 means strongly agree, 4 means

agree, 3 means can’t say, 2 means disagree and 1 means strongly disagree. The

variable included in the question cover various area in HR practices like

recruitment, selection and induction practices in Indian and Multinational

Company.

Analysis depends on the response obtained, which may be biased, as it is the

tendency of people to put forward their best rather than truth. Through the

questionnaire is prepared with full call and efforts but there are always the

chance of learning some important factors, which could be include to get more

information and hence the results may not be brilliant in that sense.

The researcher fills some of the response in by asking the questions to the

respondents they were enables to fill the question wise. The research study

proves to mathematical/statistical errors, although an effort has been made to

complete the study to the best of ability.

DATA ANALYSIS

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Data analysis is a practice in which raw data is ordered and organized so that

useful information can be extracted from it. The process of organizing and

thinking about data is key to understanding what the data does and does not

contain. There are a variety of ways in which people can approach data analysis,

and it is notoriously easy to manipulate data during the analysis phase to push

certain conclusions or agendas. For this reason, it is important to pay attention

when data analysis is presented, and to think critically about the data and the

conclusions which were drawn.

Raw data can take a variety of forms, including measurements, survey

responses, and observations. In its raw form, this information can be incredibly

useful, but also overwhelming. Over the course of the data analysis process, the

raw data is ordered in a way which will be useful. For example, survey results

may be tallied, so that people can see at a glance how many people answered

the survey, and how people responded to specific questions.

In the course of organizing the data, trends often emerge, and these trends can

be highlighted in the write up of the data to ensure that readers take note. In a

casual survey of ice cream preferences, for example, more women than men

might express a fondness for chocolate, and this could be a point of interest for

the researcher. Modelling the data with the use of mathematics and other tools

can sometimes exaggerate such points of interest in the data, making them

easier for the researcher to see.

Charts, graphs, and textual write-ups of data are all forms of data analysis.

These methods are designed to refine and distil the data so that readers can

glean interesting information without needing to sort through all of the data on

their own. Summarizing data is often critical to supporting arguments made with

that data, as is presenting the data in a clear and understandable way.

When people encounter summarized data and conclusions, they should view

them critically. Asking where the data is from is important, as is asking about the

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sampling method used to collect the data, and the size of the sample. If the

source of the data appears to have a conflict of interest with the type of data

being gathered, this can call the results into question. Likewise, data gathered

from a small sample or a sample which is not truly random may be of

questionable utility. Reputable researchers will always provide information about

the data gathering techniques used, the source of funding, and the point of the

data collection in the beginning of the analysis so that readers can think about

this information while they review the analysis.

RESULTS AND DISCUSSION

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Factor Analysis- we have to interpret the result of 218 respondent of Indian &

multinational company or to measure which type of HR practice they have & we

have to conclude with the help of the factor analysis.

Descriptive Statistics

4.2294 .70721 218

4.0826 .81606 218

3.6743 1.04259 218

4.1743 .69685 218

4.2294 .57814 218

3.5826 1.06259 218

3.6514 1.13492 218

3.6422 1.15222 218

3.3486 1.19427 218

4.2064 .77314 218

4.4541 .57618 218

3.8486 .86936 218

4.0092 .79741 218

4.0459 .74840 218

4.1560 .75805 218

3.9633 .91507 218

4.2890 .76440 218

4.0459 .90452 218

4.0734 .75844 218

3.9633 .80810 218

4.0092 .78577 218

3.8578 .83305 218

v1

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v22

Mean Std. Deviation Analysis N

Interpretation of table- 1

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According to this tale we have to divide to these variables in three level of

practices

High level practices

Moderate level practices

Normal practices

According to this table we says that these practice are high level practices use in

Indian & multinational company these statement are given below-

Our firm attracts best and competent people for jobs

Our firm targets and attracts best people irrespective of gender, minority

groups

Our company selects the table and competent candidates

Our company looks at candidate’s ability and competence to work in a

team

To select the best candidates, our company conducts-technical interview

To select the best candidates, our company conducts-general interview

Our company systematically evaluates the recruitment policy and function.

Our company systematically evaluates the selection process.

Our company understands and recognizes the importance of induction

program.

Our company organizes a formal induction program for new employees

very effectively.

Induction training provides an opportunity for new employees to learn

comprehensively about organization, mission and goals, values and

culture, and customers.

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Induction training creates bonds between our company and new

employees.

In induction training, new employees are also given training in specific

skills to do the job.

The new employees find induction program very effective and useful in

this organization.

According to this table we can say that some practice are follow moderate

level practices in Indian & multinational company these are given below-

Our firm mostly taps internal source for filling up higher vacant

positions.

Our company prefers fresh graduates at entry level.

To select the best candidates, our company conducts-written test

To select the best candidates, our company conducts-test on specific

skill

Our company selects employees who have a quest for excellence in

whatever they do.

Senior managers take interest and spend time with new employees

during induction.

Induction training is periodically evaluated and improved.

According to this table this practices are use normal in Indian & multinational

company.

To select the best candidates, our company conducts- Psychological

tests

KMO and Bartlett's Test

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Interpretation of table -2

According to this table we can analyse the KMO-test the sample value is lying

between .5 to 1 and this mean the sample is adequate-.787

According to bartletts test-

Approx. chi-square value is-2264.160

Difference value-231

Significance value-.000 this mean is a highest reliable value.

Communalities

1.000 .591

1.000 .612

1.000 .761

1.000 .666

1.000 .760

1.000 .768

1.000 .764

1.000 .788

1.000 .798

1.000 .743

1.000 .692

1.000 .678

1.000 .807

1.000 .812

1.000 .681

1.000 .731

1.000 .721

1.000 .640

1.000 .684

1.000 .664

1.000 .716

1.000 .704

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Initial Extraction

Extraction Method: Principal Component Analysis.

Interpretation of table- 3

Kaiser-Meyer-Olkin Measure of

Sampling Adequacy..784

Bartlett's Test of

Sphericity

Approx. Chi-

Square

2249.86

3

Df 231

Sig. .000

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According to this table we can the initial value & the extraction and this initial

value are same so our data calculation is right & the extraction value is less than

the initial value. Communalities is the amount of variance share with all other

variables being considered. This is also the proportion of variance explained by

the common factors.

Total Variance Explained

6.497 29.533 29.533 6.497 29.533 29.533 3.118 14.172 14.172

2.525 11.475 41.008 2.525 11.475 41.008 2.476 11.256 25.428

1.889 8.586 49.594 1.889 8.586 49.594 2.431 11.048 36.476

1.443 6.560 56.154 1.443 6.560 56.154 2.400 10.911 47.387

1.335 6.068 62.222 1.335 6.068 62.222 2.308 10.489 57.876

1.079 4.904 67.126 1.079 4.904 67.126 1.658 7.539 65.415

1.012 4.601 71.727 1.012 4.601 71.727 1.389 6.313 71.727

.835 3.797 75.524

.652 2.965 78.489

.602 2.734 81.223

.569 2.587 83.810

.516 2.347 86.156

.457 2.077 88.233

.449 2.041 90.274

.423 1.921 92.195

.373 1.696 93.891

.307 1.397 95.287

.258 1.172 96.460

.236 1.071 97.531

.227 1.033 98.564

.183 .833 99.397

.133 .603 100.000

Component1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

Total % of Variance Cumulative % Total % of Variance Cumulative % Total % of Variance Cumulative %

Initial Eigenvalues Extraction Sums of Squared Loadings Rotation Sums of Squared Loadings

Extraction Method: Principal Component Analysis.

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Interpretation table-4

With the help of this table we know about the component and that we give the

importance of that component and those components have value above from one

and this study is based on primary data. That was 22 variable. It was not possible

to define the entire variable. So deduction of data was applied factor analysis in

which we have divided these variables in seven factors.

F1- Company policy about recruitment, selection, induction.

F2- Importance of induction training for employee.

F3- Discus about selection process.

F4- What type of improvement with the help of induction training.

F5- Discussion about the interview process.

F6- The company use internal resource for selection.

F7- The entry level in the company.

The table labeled “initial eigen values” gives the eigen values. The eigen values

represents the total variance explained by each factor. The eigen values for all

the 22 variable are in decreasing order of magnitude as we go from 1 to 22

variable. Total variance accounted by all the 22variable is 7. Factor 1 account for

a variation of 6.4970 which is 29.553 percent of the total variance. Likewise, the

second factor accounts for 2.525 which is 11.475 percent and the third factor

accounts for a variance of 1.889 which is 8.586% & the fourth factor account for

a variance of 1.443 which is6.560% & the fifth factor account for a variance of

1.335 which is 6.068% & the sixth factor variance is 1.079 which is 4.904% & the

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seven factor variance is 1.012 which is 4.601%. The first factor combined for

71.7278 percent of total variance. And all the three have eigen values greater

than 1(>1). So with the help of this we determine about the different factor

.

Rotated Component Matrixa

.394 .053 -.034 .111 .439 .325 -.348

.145 .043 -.270 .284 .480 -.146 -.428

.054 -.077 .063 .249 -.203 .780 .189

.349 .334 -.037 .125 .398 .425 -.279

.172 .256 -.197 .040 .330 .710 -.109

-.038 .016 -.106 .088 .170 .032 .847

-.115 -.066 .853 .090 .032 -.010 -.099

-.014 -.078 .865 .012 .082 -.123 -.109

.143 .012 .846 -.175 .017 .051 .169

.081 -.066 .014 .010 .853 -.006 .068

.015 .046 .229 .147 .764 .050 .170

.573 -.099 .031 .496 .236 .090 .170

.828 .205 .024 .103 .009 .216 -.145

.701 -.023 -.016 .475 .069 .204 -.217

.671 .383 -.057 .274 .061 .003 -.042

.665 .472 .017 .013 .123 -.141 .174

.380 .734 -.094 .130 .074 .077 .035

.022 .750 -.090 .206 -.153 .006 -.056

.081 .480 -.126 .602 -.063 .220 .125

.269 .588 .104 .387 .251 .145 -.041

.260 .331 .059 .722 .071 .056 -.076

.236 .249 -.076 .714 .218 .149 .028

v1

v2

v3

v4

v5

v6

v7

v8

v9

v10

v11

v12

v13

v14

v15

v16

v17

v18

v19

v20

v21

v22

1 2 3 4 5 6 7

Component

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization.

Rotation converged in 9 iterations.a.

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Interpretation of table-5

With the help of this table we have to define the total variable are coming in the

seven factor and according to them we have find out the result of each

component with variable. The explanation of these factors-

FACTOR- 1 (loading) (mean) (st.devi.)

V12- Our company selects employees who have a quest for excellence in

whatever they do.573 3.848 .8693

V13- Our Company systematically evaluates the recruitment policy and function.

.828 4.002 .7974

V14- Our Company systematically evaluates the selection process.

.701 4.0409 .7484

V15- Our Company understands and recognizes the importance of induction

program.

.671 4.156 .7580

V16- Our Company organizes a formal induction program for new employees

very effectively. .665 3.963

.9150

FACTOR – 2

V17- Induction training provides an opportunity for new employees to learn

comprehensively about organization, mission and goals, values and culture, and

customers. .734 4.2890

.7644

V18- Induction training creates bonds between our company and new

employees.

.750 4.0459 .9045

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V20- Senior managers take interest and spend time with new employees during

induction. .588

3.9633 .8081

FACTOR – 3

V7- To select the best candidates, our company conducts- written test.

.853 3.6514 1.1349

V8- To select the best candidates, our company conducts- test on specific skills.

.865 3.6422 1.1522

V9- To select the best candidates, our company conducts- psychological tests.

.846 3.3486 1.1942

FACTOR – 4

V19- In induction training, new employees are also given training in specific skills

to do the job. .602 4.0734

.75844

V21- The new employees find induction program very effective and useful in this

organization. .722 4.0092

.78577

V22- Induction training is periodically evaluated and improved.

.714 3.8578 .83305

FACTOR – 5

V10- To select the best candidates, our company conducts- technical interview

.853 4.2064 .77314

V11- To select the best candidates, our company conducts- general interview.

.764 4.4541 .57618

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FACTOR – 6

V3- Our firm mostly taps internal source for filling up higher vacant positions.

.780 3.6743 1.0425

V5- Our Company looks at candidate’s ability and competence to work in a team.

.710 4.2294 .57814

FACTOR – 7

V6- Our Company prefers fresh graduates at entry level.

.847 3.5826 1.06259

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RESULT

A total of 22 variable regulating – HR practice was subjected to factor analysis.

Factor analysis brought in seven factors in all. The total variance is 71.727% and

the first variance is 29.533% and the last variance is 4.601%. the total factor is.

F1- company policy about recruitment, selection, induction. (5

variable)

F2- importance of induction training for employee. (3

variable)

F3- discuss about selection process. (3

variable)

F4- what type of improvement with the help of induction training. (3

variable)

F5- discussion about the interview process. (2

variable)

F6- the company use internal resources for selection. (2

variable)

F7- the entry level in the company. (1

variable)

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105

Independent Samples Test

5.864 .016 1.142 216 .255 .10966 .09606

1.158 215.967 .248 .10966 .09466

1.640 .202 -1.799 216 .073 -.19847 .11035

-1.856 205.875 .065 -.19847 .10695

.230 .632 1.231 216 .220 .17424 .14154

1.237 213.604 .217 .17424 .14083

.384 .536 -.305 216 .760 -.02898 .09492

-.309 215.775 .758 -.02898 .09387

.617 .433 .925 216 .356 .07271 .07861

.912 194.092 .363 .07271 .07974

5.227 .023 2.626 216 .009 .37424 .14251

2.607 202.725 .010 .37424 .14358

.685 .409 -3.810 216 .000 -.57017 .14967

-3.810 210.279 .000 -.57017 .14965

.032 .859 -2.851 216 .005 -.43932 .15410

-2.849 209.517 .005 -.43932 .15422

.148 .701 -2.080 216 .039 -.33508 .16110

-2.092 213.924 .038 -.33508 .16019

1.070 .302 -2.011 216 .046 -.20983 .10436

-2.023 214.144 .044 -.20983 .10373

.479 .489 -2.775 216 .006 -.21407 .07713

-2.771 208.886 .006 -.21407 .07725

.171 .680 .291 216 .772 .03441 .11841

.290 207.481 .772 .03441 .11877

.395 .530 1.352 216 .178 .14627 .10818

1.343 203.259 .181 .14627 .10894

.730 .394 -.075 216 .940 -.00763 .10196

-.075 208.950 .941 -.00763 .10210

.056 .814 -.251 216 .802 -.02593 .10326

-.250 206.542 .803 -.02593 .10367

.513 .474 1.994 216 .047 .24627 .12353

1.986 206.471 .048 .24627 .12403

.913 .340 .871 216 .385 .09051 .10396

.873 211.858 .384 .09051 .10373

.457 .500 1.292 216 .198 .15864 .12275

1.289 207.572 .199 .15864 .12311

.575 .449 2.047 216 .042 .20949 .10234

2.037 205.433 .043 .20949 .10286

.543 .462 .055 216 .956 .00610 .11009

.056 212.825 .956 .00610 .10969

.093 .760 -1.401 216 .163 -.14932 .10657

-1.395 206.331 .164 -.14932 .10701

1.033 .311 -.199 216 .843 -.02254 .11348

-.199 209.898 .843 -.02254 .11352

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

Equal variancesassumed

Equal variancesnot assumed

v1

v2

v3

v4

v5

v6

v7

v8

v9

v10

v11

v12

v13

v14

v15

v16

v17

v18

v19

v20

v21

v22

F Sig.

Levene's Test forEquality of Variances

t df Sig. (2-tailed)Mean

DifferenceStd. ErrorDifference

t-test for Equality of Means

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Interpretation of table-6

The table labeled‘t – test for equality of means’ can be used to see the level of

difference in the extent to different practices are adopted by Indian and MNC’s.

We will find out whether that difference is significant or not from the 2-tailed Test.

While finding that difference we will set the limit as 0.1. That 2-tailed test score

below 0.1 shows there is high difference between Indian and MNC’s in adopting

that practice. And that score more than 0.1 shows there is not significant

differences which show that both Indian and MNC’s follow that practice at similar

extent. Therefore we will avoid all these variables and explain only those which

have that score less than 0.1.

From 2-tailed test we find that variables, V2,V6,V7,V8,V9,V10,V11,V16 and V19

have score of less than 0.1 which show a very high difference between Indian

and MNC’s in the following these practices. But some variable like V6, V7, V8,

and V11 these show the highest significant level difference & these variables are

follow;

V6 Our company prefers fresh graduates at entry level

V7 To select the best candidates, our company conducts-written test.

V8 To select the best candidates, our company conducts- test on specific

skills.

V11 To select the best candidates, our company conducts- general interview.

Other variables V2, V9, V10, V16, and V19 also show significant difference

between Indian and MNC’s

V2 Our firm targets and attracts best people irrespective of gender, minority

groups, etc.

V9 To select the best candidates, our company conducts- psychological tests

V10 To select the best candidates, our company conducts- technical interview.

V16 Our company organizes a formal induction program for new employees

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very effectively.

V19 In induction training, new employees are also given training in specific

skills to do the job.

And the following practices

V1,V3,V4,V5,V12,V13,V14,V15,V17,V18,V20,V21,V22. These all followed by

both type of organizations at a similar extent.

V1 Our firm attracts best and competent people for jobs.

V3 Our firm mostly taps internal source for filling up higher vacant positions.

V4 Our company selects the table and competent candidates.

V5 Our company looks at candidate’s ability and competence to work in a

team

V12 Our company selects employees who have a quest for excellence in

whatever they do.

V13 Our company systematically evaluates the recruitment policy and function.

V14 Our company systematically evaluates the selection process.

V15 Our company understands and recognizes the importance of induction

program.

V17 Induction training provides an opportunity for new employees to learn

comprehensively about organization, mission and goals, values and

culture, and customers.

V18 Induction training creates bonds between our company and new

employees.

V20 Senior managers take interest and spend time with new employees during

induction.

V21 The new employees find induction program very effective and useful in this

organization.

V22 Induction training is periodically evaluated and improved.

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T-Test

Group Statistics

118 4.2797 .76108 .07006

100 4.1700 .63652 .06365

118 3.9915 .93823 .08637

100 4.1900 .63078 .06308

118 3.7542 1.06968 .09847

100 3.5800 1.00685 .10068

118 4.1610 .73926 .06805

100 4.1900 .64659 .06466

118 4.2627 .52992 .04878

100 4.1900 .63078 .06308

118 3.7542 1.00372 .09240

100 3.3800 1.09894 .10989

118 3.3898 1.10193 .10144

100 3.9600 1.10023 .11002

118 3.4407 1.12882 .10392

100 3.8800 1.13956 .11396

118 3.1949 1.22131 .11243

100 3.5300 1.14111 .11411

118 4.1102 .79296 .07300

100 4.3200 .73691 .07369

118 4.3559 .56274 .05180

100 4.5700 .57305 .05730

118 3.8644 .85650 .07885

100 3.8300 .88825 .08883

118 4.0763 .76412 .07034

100 3.9300 .83188 .08319

118 4.0424 .74414 .06850

100 4.0500 .75712 .07571

118 4.1441 .74278 .06838

100 4.1700 .77921 .07792

118 4.0763 .88826 .08177

100 3.8300 .93263 .09326

118 4.3305 .77410 .07126

100 4.2400 .75371 .07537

118 4.1186 .88838 .08178

100 3.9600 .92025 .09203

118 4.1695 .73153 .06734

100 3.9600 .77746 .07775

118 3.9661 .82620 .07606

100 3.9600 .79035 .07903

118 3.9407 .76563 .07048

100 4.0900 .80522 .08052

118 3.8475 .83336 .07672

100 3.8700 .83672 .08367

sect_21.00

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v22

N Mean Std. DeviationStd. Error

Mean

Interpretation of table-7

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According to this table we have to compare the HR practices in Indian &

multinational company. So we have to generate another table and with the help

of this table we have easily compare the HR practices:

name Grand mean Indian Multinational

V1 4.2294 4.2797 4.1700

V2 4.0826 3.9915 4.1900

V3 3.6743 3.7542 3.5800

V4 4.1743 4.1610 4.1900

V5 4.2294 4.2627 4.1900

V6 3.5826 3.7542 3.3800

V7 3.6514 3.3898 3.9600

V8 3.6422 3.4407 3.8800

V9 3.3486 3.1949 3.5300

V10 4.2064 4.1102 4.3200

V11 4.4541 4.3559 4.5700

V12 3.8486 3.8644 3.8300

V13 4.0092 4.0763 3.9300

V14 4.0459 4.0424 4.0500

V15 4.1560 4.1441 4.1700

V16 3.9633 4.0763 3.8300

V17 4.2890 4.3305 4.2400

V18 4.0459 4.1186 3.9600

V19 4.0734 4.1695 3.9600

V20 3.9633 3.9661 3.9600

V21 4.0092 3.9407 4.0900

V22 3.8518 3.8475 3.8700

According to this table we have describe the every practice in Indian &

multinational company-

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V1- Our firm attracts best and competent people for jobs-this practice is very

strong in both company the grand mean of this practices-4.2294 but this is most

popular to Indian as compare to multinational the mean of Indian is-4.2797 but in

multinational is – 4.1700

V2- Our firm targets and attracts best people irrespective of gender, minority

groups, etc.-this practice is also very strong in company the grand mean is-

4.0826 but this is most popular in multinational as compare to Indian the mean of

multinational is-4.1900 and the mean of Indian is- 3.9915

V3- Our firm mostly taps internal source for filling up higher vacant positions-this

is the popular practice in companies the grand mean is- 3.6743 but this is almost

similar in Indian & multinational company the mean of Indian is-3.7542 and the

mean of multinational is – 3.5800.

V4- Our company selects the table and competent candidates- this practice is

much popular in both of companies the grand mean is – 4.1743 but this is almost

similar practices in Indian & multinational company & the mean of Indian is –

4.1610 & the mean of multinational is – 4.1900

V5- Our company looks at candidate’s ability and competence to work in a team-

this practice is also much popular in both companies & the grand mean is-4.2294

but this is most popular in Indian as compare to multinational the mean of Indian

is -4.2627 but the mean of multinational is – 4.1900

V6- Our Company prefers fresh graduates at entry level- this is so popular

practice in both companies the grand mean is – 3.5826 but the practice is most

popular in Indian company as compare to multinational the mean of Indian is-

3.7542 & the mean of multinational is-3.3800

V7- To select the best candidates, our company conducts-written test-this is also

popular practice in both companies the grand mean is-3.6514 & this practice is

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so popular in multinational company as compare to Indian company & the mean

of Indian is- 3.3898 & the mean of multinational is-3.9600

V8- To select the best candidates, our company conducts-test on specific skills-

this practice is popular in Indian & multinational company but multinational are so

popular as compared to Indian company the grand mean is-3.6422 & the Indian

mean is -3.4407 & the multinational mean is-3.8800

V9- To select the best candidates, our company conducts-psychological tests-

this practice is moderate popular in both company but the multinational is popular

as compared to Indian company & the grand mean is-3.3486 & the Indian mean

is- 3.1949 & the multinational mean is- 3.5500

V10- To select the best candidates, our company conducts- technical interview-

this practice is much popular In both company but the multinational are popular

as compared to Indian & the grand mean is-4.2064 & the Indian mean is- 4.1102

& the multinational mean is-4.3200

V11- To select the best candidates, our company conducts-general interview-

this practice is much popular in both company but the multinational is more

effective as compared to the Indian companies & the grand mean is- 4.4541 &

the Indian mean is -4.3559 & the multinational mean is- 4.5700

V12- Our company selects employees who have a quest for excellence in

whatever they do-this is popular practices in both the company but this is same

practice in Indian & multinational company & the grand mean is-3.8486 & Indian

mean is- 3.8644 & multinational mean is- 3.8300

V13- Our company systematically evaluates the recruitment policy and function-

this is much popular practice in Indian & multinational company but most popular

in Indian as compare to multinational & grand mean of both is- 4.0092 & Indian

mean is- 4.0763 & multinational mean is- 3.9300

V14- Our Company systematically evaluates the selection process- this is much

popular practice in Indian & multinational company but this practice is same

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effectiveness in Indian & multinational company & grand mean of both company

is- 4.0459 & Indian mean is- 4.0424 & multinational mean is- 4.0500

V15- Our company understands and recognizes the importance of induction

program- this is much popular practice in Indian & multinational company but this

practice is same effectiveness in Indian & multinational company & grand mean

of both company is- 4.1560 & Indian mean is- 4.1441 & multinational mean is-

4.1700

V16- Our company organizes a formal induction program for new employees

very effectively- this is popular practices in both the company but this is more

effective in Indian as compared to multinational company & the grand mean is-

3.9633 & Indian mean is- 4.0763 & multinational mean is- 3.8300

V17- Induction training provides an opportunity for new employees to learn

comprehensively about organization, mission and goals, values and culture, and

customers- this is much popular practices in both the company but this is more

effective in Indian as compared to multinational company & the grand mean is-

4.2890 & Indian mean is- 4.3305 & multinational mean is- 4.2400

V18- Induction training creates bonds between our company and new

employees- this is much popular practices in both the company but this is more

effective in Indian as compared to multinational company & the grand mean is-

4.0459 & Indian mean is- 4.1186 & multinational mean is- 3.9600

V19- In induction training, new employees are also given training in specific skills

to do the job- this is much popular practices in both the company but this is more

effective in Indian as compared to multinational company & the grand mean is-

4.0734 & Indian mean is- 4.1695 & multinational mean is- 3.9600

V20- Senior managers take interest and spend time with new employees during

induction- this is popular practices in both the company but this is same practice

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in Indian & multinational company & the grand mean is-3.9633 & Indian mean is-

3.9661 & multinational mean is- 3.9600

V21- The new employees find induction program very effective and useful in this

organization- this is much popular practices in both the company but this is more

effective in multinational as compared to Indian company & the grand mean is-

4.0092 & Indian mean is- 3.9407 & multinational mean is- 4.0900

V22- Induction training is periodically evaluated and improved- this is popular

practices in both the company but this is same practice in Indian & multinational

company & the grand mean is-3.8578 & Indian mean is- 3.8475 & multinational

mean is- 3.8700

SUGGESTION

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The best use of internal & external resources to recruitment process because

with the help of this we can place the right person at right place

More focus on induction programme

Make the selection procedure according to the required talent

Make effective policy for the recruitment, selection, induction practices.

More focus on job analysis based on what the job may entitle in the future

To maintain the coordination between the superior and subordinate

Induction training is periodically evaluated and improved

Optimum use of resources

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CONCLUSION

Table- 1

According to this table we have find the company is adopt high level

practice in some cases like as-

a- To attract & select best people for jobs.

b- The technical interview, general interview.

c- Recruitment policy & selection process.

d- In induction programme to give the importance to effectiveness.

Some of moderate level practices are like as-

a- for entry level

b- In some selection cases-written test & test on specific skills.

Some cases they adopt normal level practices like as-

a- In psychological test.

Table- 2

According to kmo and brittle test we have find the

sampling adequacy and the reliability in values &

the adequacy is- .784 & the df is- 231 & the

reliability is- .000.

Table- 3

We have seen only the initial value & these are

same

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Table-4

With the help of this table we have find there is

seven factors those are having eigen value is

above from one & the initial value is- 29.533% &

the last is- 4.601% & the cumulative value is-

77.727%.

Table- 5

With the help of rotated component matrix we have

find the highest loading of all the seven factor

according to each variable & we find there is

nineteen variable which is highest loading in that

seven factors

Table- 6

With the help of this test we have find in some of

the practices has high significance different

between these practices. The values of these

are- .000 to .010& some has only significance

difference. The value is above from- .o2 to .10 &

some has value is above from .10 then they have

show minor difference.

High significance variable is- V6,V7,V8,V11

Significance variable is- V2,V9,V10,V16,V19

No significance variable is-

V1,V3,V4,V5,V12,V13,V14,V15,V17,V18,V20,V21,

V22.

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Table- 7

With the help of T- TEST we have find the comparison between these

practices in Indian & multinational company. We have mention those

variable which is find the difference between these practices in Indian &

multinational company.

Indian are stronger in- V1,V3,V5,V6,V13,V16,V17,V18,V19.

Multinational are stronger in- V2, V7, V8, V9, V10, V11, V21.

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RECRUITMENT, SLECTION, INDUCTION Practices Across

Industries

Questionnaire

General Information

1. Name of the respondent

2. Designation of the respondent

3. Name and address of the

organization

4. In which sector does your organisation operate?

Public (Govt.) MNCs

Private Collaborate

5. The year in which your

organisation was established.

6. Company’s principal

products/services

Yes No

7. Does your organization have a HRM Department?

8. Does your organisation have a formalized strategic plan?

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9. Does your organisation have adopted a strategic HRM within

the framework of strategic plan?

10. Does your organization have a Human Resource Information

System (HRIS)?

11. Is there any employee union in your organization?

12. Does your organisation use the Internet/Intranet extensively?

13. The reasons for use of Internet/Intranet:

i) To save timev) To create a big pool of

candidates

ii) To reduce cost vi) Faster communication

iii) To identify better

candidates

(v) Any other use (Please

specify)

iv) Faster response to

candidates

14. Total workforce of your organization:

a) Total Male Employees

b) Total Female Employees

15. Your total working experience:

(a) In the corporate sector.

(b) In the software Industry.

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(c) In the present company.

Part II

This section contains the statements regarding HRM to measure your perception regarding HR

practices being practiced in the firm. Please indicate your response/perception on the following

five-point scale:

1 = strongly disagree, 2 = disagree, 3 = can’t say, 4 = agree, 5 = strongly agree

HRM Practices Stron

gly

Disag

ree

Disag

ree

Can

’t

Say

Agr

ee

Stron

gly

Agree

(1) Our firm attracts best and competent people for jobs.

(2) Our firm targets and attracts best people irrespective of

gender, minority groups, etc.

(3) Our firm mostly taps internal source for filling up higher

vacant positions.

(4) Our company selects the able and competent candidates.

(5) Our company looks at candidate’s ability and competence

to work in a team.

(6) Our company prefers fresh graduates at entry level.

(7) To select the best candidates, our company conducts:

Written test.

(8) Test on specific skills.

(9) Psychological tests (…………………)

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HRM Practices Stron

gly

Disag

ree

Disag

ree

Can

’t

Say

Agr

ee

Stron

gly

Agree

(10) Technical interview

(11) General interview.

(12) Our company selects employees who have a quest for

excellence in whatever they do.

(13) Our company systematically evaluates the recruitment

policy and function.

(14) Our company systematically evaluates the selection

process.

(15) Our company understands and recognizes the importance

of induction program.

(16) Our company organizes a formal induction program for

new employees very effectively.

(17) Induction training provides an opportunity for new

employees to learn comprehensively about organization,

mission and goals, values and culture, and customers.

(18) Induction training creates bonds between our company and

new employees.

(19) In induction training, new employees are also given training

in specific skills to do the job.

(20) Senior managers take interest and spend time with new

employees during induction.

(21) The new employees find induction program very effective

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HRM Practices Stron

gly

Disag

ree

Disag

ree

Can

’t

Say

Agr

ee

Stron

gly

Agree

and useful in this organization.

(22) Induction training is periodically evaluated and improved.

Component Matrixa

.570 .155 -.373 -.247 .166 .053 .107

.413 -.061 -.479 -.241 -.217 .207 -.245

.247 -.019 .165 .289 .762 -.003 .092

.689 .076 -.221 -.132 .134 .172 .268

.560 -.107 -.279 .078 .393 .169 .409

.027 -.059 -.016 .781 -.098 -.375 .058

-.112 .786 .263 -.009 .068 .232 -.079

-.110 .832 .228 -.088 -.044 .134 -.061

-.060 .786 .334 .051 .032 -.110 .221

.276 .336 -.672 .212 -.225 -.019 .081

.316 .467 -.447 .362 -.184 .076 .057

.622 .183 -.080 .118 .099 -.355 -.318

.715 .074 .129 -.351 .116 -.348 .123

.741 .084 -.003 -.267 .240 -.224 -.278

.744 -.031 .173 -.165 -.147 -.218 -.004

.609 .045 .204 -.061 -.373 -.360 .211

.681 -.160 .260 .021 -.270 .053 .296

.430 -.278 .416 .046 -.254 .334 .164

.608 -.234 .292 .316 .049 .226 -.145

.736 .094 .143 .114 -.153 .226 .079

.704 .034 .202 .102 -.020 .191 -.362

.720 -.026 .008 .235 .036 .133 -.332

v1

v2

v3

v4

v5

v6

v7

v8

v9

v10

v11

v12

v13

v14

v15

v16

v17

v18

v19

v20

v21

v22

1 2 3 4 5 6 7

Component

Extraction Method: Principal Component Analysis.

7 components extracted.a.

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BIBLIOGRAPHY

1. (Managing human resources- MIRZA, Robert Lardy)

2. (Human resources & development - Biswanath Gosha)

3. (HRP&M- Biswanth Ghosh)

4. (HRM- Aswdlrupd, C asio)

5. (HRD & M - Anu Bosells)

6. (Recruitment and industrial relation - R.S. Davas)

7. (Recruitment and Industrial relation - R.S. Davs)

8. (HRM - Aswathpa)

9. (HR D & M - Bishwanath Ghosh)

10.Source (Thomas H. Stone, Understanding Personnel Mgt.)

11. (HR D & M - Bishwanath Ghosh)

12. (H R M Batic - Armstrong)

13. (Smith and robertson 1786)

14. (HR D & M - Biswanath Ghosh)

15. (H RM Practise - Armstrong)

16. (Shailaja Babanagar is a Senior Technical Writer with Oracle, Bangalore.)

17. Author(s):Peter Muir Human Resource Management International Digest;

Volume: 16 Issue: 2; 2008 Case study

18. 18.Author(s): Linda Clarke, Georg Herrmann Personnel Review; Volume:

36 Issue: 4; 2007 Research paper

19. 19.Author(s): Cliff Lockyer, Dora Scholarios Personnel Review; Volume:

36 Issue: 4; 2007 Research paper

20. .Author(s): Human Resource Management International Digest; Volume:

15 Issue: 4; 2007 Case study

21. Author(s): Mei-chi Hu, Connie Zheng, David Lamond Chinese

Management Studies; Volume: 1 Issue: 2; 2007 Research paper

22. Author(s): Vathsala Wickramasinghe Career Development International;

Volume: 12 Issue: 2; 2007 Research paper

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23. Author(s): Human Resource Management International Digest; Volume:

15 Issue: 3; 2007 General review

24. Author(s): Jérôme Méric Society and Business Review; Volume: 3 Issue:

1; 2008 Research paper

25. Author(s): Connie Zheng, Claudine Soosay, Paul Hyland Journal of

anufacturing Technology Management; Volume: 19 Issue: 1; 2008

Research paper

26. Author(s): Tim Barnett Human Resource Management International

Digest; Volume: 16 Issue: 1; 2008 Viewpoint

27. Author(s): R. Duncan Education + Training; Volume: 50 Issue: 1; 2008

Case study

28. Author(s): Chris Phillips Strategic HR Review; Volume: 7 Issue: 3; 2008

Case study.

29. Author(s): Cathy Hart, Grazyna B. Stachow, Andrew M. Farrell, Gary Reed

International Journal of Retail & Distribution Management; Volume: 35

Issue: 4; 2007 General review

30.Author(s): Michael Chapman Human Resource Management International

Digest; Volume: 15 Issue: 2; 2007 Case study

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