summer internship project report on recruitment and selection process in nisg
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7/21/2019 Summer Internship Project Report on Recruitment and Selection Process in NISG
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SUMMER INTERNSHIP PROJECT REPORT
ON
A STUDY ON RECRUITMENT& SELECTION PROCESSIN
National Institute Of Smat !o"enment#
!URU !O$IND SIN!H INDRAPRASTHA UNI%ERSITY
Submitted in partial fulfillment of requirement for the award of the degree of
BACHELOR OF BUSIESS A!"IIS#RA#IO
Sumitte' $() Sumitte' To)
ANJALI RANA M* As+o, S+ama
--./-01-2-/ 3PROJECT !UIDE4
$$A % 3$4 E"enin5
JA!ANNATH INTERNATIONAL MANA!EMENT SCHOOL
%ASANT 6UNJ7 NE8 DELHI9--1121
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AC6NO8LED!EMENT
#he $u%%e$$ and final out%ome of thi$ pro&e%t required a lot of guidan%e and a$$i$tan%efrom man' people and I ha(e got thi$ all along wor)* +hate(er I ha(e done i$ onl' due to
$u%h guidan%e and a$$i$tan%e and I would not forget to than) them*
I e,pre$$ m' deep gratitude and $in%ere than)$ to MR* As+o, S+ama$ir who$e
e,%ellent tea%hing ha$ left on in%redible print on m' mind- leading me to prepare thi$
pro&e%t in a better wa' whi%h %ould not ha(e been po$$ible without hi$ $upport and a%ti(e
guidan%e*
Hereb' I de%lare that all the information $upported b' one in thi$ pro&e%t i$ m' own and
true to the be$t of m' )nowledge*
ANJALI RANA
--./-01-2-/
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CERTI:ICATE
I hereb' %ertif' that the wor) whi%h i$ being pre$ented in the BBA "inor
.ro&e%t Report entitled /A STUDY ON RECRUITMENT AND
SELECTION PROCESSIN National Institute Of Smat
!o"enment#7 in partial fulfillment of the requirement$ for the award of the
$a;+elo of $usiness Mana5ement and $ubmitted to the !epartment of
"anagement of 0I"S1 0agannath In$titute of "anagement S%hool i$ an
authenti% re%ord of m' own wor) %arried out during a period from June
/1-0 to Jul( /1-0under the $uper(i$ion of M*As+o,**
#he matter pre$ented in thi$ .ro&e%t Report ha$ not been $ubmitted b' me for
the award of an' other degree el$ewhere*
-------------------
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E=ECUTI%E SUMMARY
A$ a part of a%ademi% requirement and %ompletion of BBA
program- I ha(e been a$$igned to %omplete intern$hip report on/Re%ruitment and Sele%tion pro%e$$ of ational in$titute of $mart
go(ernment*3 under the guidan%e of "$* A$ho)
/Re%ruitment and Sele%tion pro%e$$3 i$ a $egment of human
re$our%e pro%e$$4 A$ $u%h I ha(e $ele%ted thi$ topi% to ma)e it
%lear* I ha(e di(ided thi$ report in $ome $ub $egment$* A$ a 'oung
intern in a reputed organi$ation li)e /IS53 I ha(e tried m' be$t
to go through their Re%ruitment and Sele%tion pro%e$$ within little
tenure of 6 month$*#he report $tart$ with a general introdu%tion
/IS53 A$ well a$ it$indu$tr' (i$ion and mi$$ion** #hen thi$
report pro%eed$ to IS5 anal'$i$ and interpretation*
After that I %ontinue on to the m' main fo%u$ of the report1/IS5
Re%ruitment and Sele%tion pro%e$$3 de$%ribing the different $tep$
in it*
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TA$LE O: CONTENTS
5
Sr*o Content .age o*
Chapter 6 I#RO!UC#IO1.1 CO".A7 .ROFILE
1.2 I#RO!UC#IO #O I!US#R7
Chapter 8 COCE.#UAL !ISCUSSIO
Chapter 9 RESEARCH "E#HO!OLO57
9*6 #itle
9*8 #itle &u$tifi%ation
9*9Ob&e%ti(e of $tud'9*: Re$ear%h !e$ign
9*; Sampling
9*< !ata %olle%tion $our%e$
Chapter :
AAL7SIS A! I#ER.RE#A#IO
Chapter1;
FI!I5
SU55ES#IO
Chapter1>aisal
IS5$ performan%e a$ an organiGation and it$ emplo'ee performan%e are not ba$ed on finan%ial
re$ult$ alone* It$ wor)- re(enue- e,pen$e$ and bottom line are $%rutiniGed b' the board on the
following %ru%ial parameter$ 2
Impa%t of the engagement$ on $er(i%e deli(er' to %itiGen$
Formal M informal feedba%) from the 5o(ernment on IS5 engagement$
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.RO0EC#S OF IS5
a4 National e9!o"enan;e Di"ision 3Ne!D4)
e5! i$ an independent bu$ine$$ di(i$ion within "edia Lab A$ia- a publi% $e%tor %ompan'-
regi$tered under $e%tion 8; of Companie$ A%t under the "ini$tr' of Communi%ation$ and
Information #e%hnolog' @"CI#- 5o(ernment of India* It wa$ %reated ba$ed on the
re%ommendation of Committee of Se%retarie$ @CoS and %ame into effe%t on Jth 0une 8*
#otal $an%tioned $trength of e5! %orporate i$ : in addition to other $e%retarial $taff*#otal
$trength of e5! a$ of now i$ :8* A Committee of the Board with the nomen%lature of /e5!
Committee3 ha$ been appointed to $uper(i$e- guide and %ontrole5!* #hi$ %ommittee i$ headed
b' the Se%retar'- !epartment of Information #e%hnolog'*
#he immediate ta$)$ a$$igned to e5! are a$ follow$2
Fa%ilitating implementation of e5. b' (ariou$ "ini$trie$ and State 5o(ernment$*
.ro(iding te%hni%al a$$i$tan%e to Central "ini$trie$ State Line !epartment$*
Underta)ing te%hni%al apprai$al of all e1go(ernan%e pro&e%t$ to e,amine i$$ue$ $u%h a$
o(erall te%hnolog' ar%hite%ture- framewor)- $tandard$- $e%urit' poli%'- $er(i%e deli(er'
me%hani$m- $haring of %ommon infra$tru%ture et%*
A%ting a$ a Central Agen%' for an effe%ti(e implementation of Capa%it' Building S%heme
@CB $%heme inter1alia in(ol(ing pro(i$ioning of manpower at (ariou$ State e "i$$ion
#eam$ @Se"#$ a%ro$$ State$ U#$*
4 State eMission Team 3SeMT4)
#he 5o(ernment ha$ appro(ed the Capa%it' Building @CB S%heme for ta)ing e5. forward
a%ro$$ the %ountr' in all the State$ M U#$* #he CB S%heme i$ mainl' for pro(i$ioning te%hni%al M
profe$$ional $upport to State le(el poli%' M de%i$ion1ma)ing bodie$ to de(elop $pe%ialiGed $)ill$
for e15o(ernan%e* #he CB S%heme will $upport Capa%it' Building through (ariou$ mean$ $u%h a$
engaging e,pert$- de(eloping $)ill$ and imparting training and $upporting the %reation of State e1
5o(ernan%e "i$$ion #eam$ @Se"# and .ro&e%t e15o(ernan%e "i$$ion #eam$ @.e"#* #hi$ team
$hall o(er$ee pro&e%t e,e%ution- manage implementation and deal with te%hnolog'- pro%e$$-
e,ternal Agen%' management M %hange management related i$$ue$*
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e5. propo$e$ to a%hie(e it$ ob&e%ti(e$ through2
!eplo'ment and $%ale up of $ele%t "i$$ion "ode .ro&e%t$*
Creation of a ational I# ba%)bone for fa$t- reliable and effi%ient %onne%ti(it'- data
$torage and a%%e$$*
Set up of Common Ser(i%e Center$ for deli(er' of %itiGen $er(i%e$*
Creation of Internet portal$ for 8:, a%%e$$ to 5o(ernment information and $er(i%e$*
;4 De>atment Of Posts 3DOP4)
#hi$ pro&e%t $tarted in Feb 866 thu$ %ompleting two 'ear$ thi$ 'ear* #he !epartment of .o$t$
%ome$ under the "ini$tr' of Communi%ation$ and Information #e%hnolog'* For more than 6;
'ear$- the !epartment of .o$t$ @!o. ha$ been the ba%)bone of the %ountr'$ %ommuni%ation and
ha$ pla'ed a %ru%ial role in the %ountr'$ $o%io1e%onomi% de(elopment* It tou%he$ the li(e$ of
Indian %itiGen$ in man' wa'$*
#rend$ $u%h a$ urbani$ation- in%rea$ed demand for finan%ial $er(i%e$- in%rea$ed funding b' the
go(ernment for the wea)er $e%tion$ and the rural $e%tor- ha(e opened up new opportunitie$ for the
!epartment of .o$t$ whi%h- in turn ha$ ne%e$$itated de(elopment of new pro%e$$e$ and $upporting
te%hnolog'*
#he I# "oderni$ation.ro&e%t- intend$ to a%hie(e the following2
+ider rea%h to the Indian popula%e through more %u$tomer intera%tion %hannel$*
Better %u$tomer $er(i%e*
5rowth through new line$ of bu$ine$$*
I# enablement of bu$ine$$ pro%e$$e$ and $upport fun%tion$*
Currentl' we ha(e ;; emplo'ee$ deputed on thi$ pro&e%t and 9 more need$ to be re%ruited
and deputed*
d !epartment of Agri%ulture M Co1operation @!AC2
#he !epartment of Re(enue and Agri%ulture wa$ re%on$tituted a$ a $eparate !epartment- in 6JJ6*
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In 6:- the !epartment of Agri%ulture wa$ rede$igned a$ "ini$tr' of Agri%ulture*
#here are two .ubli% Se%tor Underta)ing$- $e(en autonomou$ bodie$ and ele(en le(el %o1
operati(e organi$ation$ with the !epartment*
Currentl' we ha(e : emplo'ee$ deputed on thi$ pro&e%t and 9 more need$ to be re%ruited and
deputed*
e4 Pass>ot Se"a Po
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54 Em>lo(ees@ State Insuan;e Co>oation 3ESIC4)
#he Emplo'ee$ State In$uran%e Corporation @ESIC i$ one of the large$t $o%ial $e%urit' $%heme$
for wor)er$ in the %ountr'- whi%h pla'$ a )e' role in maintaining and enhan%ing wor)er
produ%ti(it' and well1being* #he %orporation i$ in the pro%e$$ of implementing .ro&e%t .an%hdeep
a$ part of it$ IC# $trateg'* .an%hdeep i$ one of the large$t e1go(ernan%e pro&e%t$ in the %ountr'
%o(ering around 8 pro&e%t lo%ation$ li)e ho$pital$- di$pen$arie$- an' 5o"enment offi;es to
impro(e the qualit' of $er(i%e$ to all $ta)eholder$* +ipro i$ the $'$tem integrator for the pro&e%t
and ESIC ha$ $ought the $er(i%e$ of IS5 to help them manage the implementation of
.an%hdeep*
+4 Com>osite Team)
#he 5o(ernment ha$ appro(ed the Capa%it' Building @CB S%heme for ta)ing e15o(ernan%e
forward a%ro$$ the %ountr' in $ome $tate$* Compo$ite #eam i$ go(erned b' State Implementing
Agen%' State !e$ignated Agen%' @SIAS!A* #he CB S%heme i$ mainl' for pro(iding te%hni%al
M profe$$ional $upport to State le(el poli%' M de%i$ion1ma)ing bodie$ to de(elop $pe%ialiGed
$)ill$ for e15o(ernan%e* SIAS!A ha$ de%ided to entru$t the requirement$ of %apa%it' building
manpower augmentation- in%luding .re
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CHAPTER 9 /
CONCEPTUAL
DISCUSSION
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HR" i$ the pro%e$$ of managing people in organiGation$ in a $tru%tured and thorough manner*
#hi$ %o(er$ the field$ of $taffing @hiring people- retention of people- pa' and per)$ $etting and
management- performan%e management- %hange management and ta)ing %are of e,it$ from the
%ompan' to round off the a%ti(itie$* #hi$ i$ the traditional definition of HR" whi%h lead$ $ome
e,pert$ to define it a$ a modern (er$ion of the .er$onnel "anagement fun%tion that wa$ u$ed
earlier*
+e ha(e %ho$en the term /art and $%ien%e3 a$ HR" i$ both the art of managing people b'
re%our$e to %reati(e and inno(ati(e approa%he$4 it i$ a $%ien%e a$ well be%au$e of the pre%i$ion and
rigorou$ appli%ation of theor' that i$ required*
Human Re$our%e !e(elopment @HR! mean$ to de(elop a(ailable manpower through
$uitable method$ $u%h a$ training- promotion$- tran$fer$ and opportunitie$ for %areer de(elopment*
HR! program$ %reate a team of well1trained- effi%ient and %apable manager$ and $ubordinate$*
Su%h team %on$titute$ an important a$$et of an enterpri$e* One organi$ation i$ different from
another mainl' be%au$e of the people @emplo'ee$ wor)ing there in* A%%ording to .eter F*
!ru%)er- #he pro$perit'- if not the $ur(i(al of an' bu$ine$$ depend$ on the performan%e of it$
manager$ of tomorrow* #he human re$our%e $hould be nurtured and u$ed for the benefit of the
organi$ation*
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Human Re$our%e "anagement @HR" i$ the fun%tion within an organiGation that fo%u$e$
on re%ruitment of- management of- and pro(iding dire%tion for the people who wor) in the
organiGation* It %an al$o be performed b' line manager$*
Human Re$our%e "anagement i$ the organiGational fun%tion that deal$ with i$$ue$ related
to people $u%h a$ %ompen$ation- hiring- performan%e management- organiGation
de(elopment- $afet'- wellne$$- benefit$- emplo'ee moti(ation- %ommuni%ation-
admini$tration- and training*
HR" i$ al$o a $trategi% and %omprehen$i(e approa%h to managing people and the
wor)pla%e %ulture and en(ironment* Effe%ti(e HR" enable$ emplo'ee$ to %ontribute
effe%ti(el' and produ%ti(el' to the o(erall %ompan' dire%tion and the a%%ompli$hment of
the organiGation$ goal$ and ob&e%ti(e$*
Human Re$our%e "anagement i$ mo(ing awa' from traditional per$onnel- admini$tration-
and tran$a%tional role$- whi%h are in%rea$ingl' out$our%ed* HR" i$ now e,pe%ted to add
(alue to the $trategi% utiliGation of emplo'ee$ and that emplo'ee program$ impa%t the
bu$ine$$ in mea$urable wa'$* #he new role of HR" in(ol(e$ $trategi% dire%tion and HR"
metri%$ and mea$urement$ to demon$trate (alue*
#he Human Re$our%e "anagement @HR" fun%tion in%lude$ a (ariet' of a%ti(itie$- and
)e' among them i$ re$pon$ibilit' for human re$our%e$ 11 for de%iding what $taffing need$
'ou ha(e and whether to u$e independent %ontra%tor$ or hire emplo'ee$ to fill the$e need$-
re%ruiting and training the be$t emplo'ee$- en$uring the' are high performer$- dealing
with performan%e i$$ue$- and en$uring 'our per$onnel and management pra%ti%e$ %onform
to (ariou$ regulation$* A%ti(itie$ al$o in%lude managing 'our approa%h to emplo'ee
benefit$ and %ompen$ation- emplo'ee re%ord$ and per$onnel poli%ie$* U$uall' $mall
bu$ine$$e$ @for1profit or nonprofit ha(e to %arr' out the$e a%ti(itie$ them$el(e$ be%au$e
the' %ant 'et afford part1 or full1time help* Howe(er- the' $hould alwa'$ en$ure that
emplo'ee$ ha(e 11 and are aware of 11 per$onnel poli%ie$ whi%h %onform to %urrent
regulation$* #he$e poli%ie$ are often in the form of emplo'ee manual$- whi%h all
emplo'ee$ ha(e*
HR" i$ widening with e(er' pa$$ing da'* It %o(er$ but i$ not limited to HR planning- hiring
@re%ruitment and $ele%tion- training and de(elopment- pa'roll management-
RECRUITMENT
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Re;uitment is 'efine' as7 a >o;ess to 'is;o"e t+e sources of manpower to meet
therequirements 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.:li>>o 'efine' e;uitment as t+e >o;ess of sea;+in5 fo >os>e;ti"e em>lo(ees
an'stimulating them to a>>l( fo le Bo's e;uitment ;an
e'efine' as a lin,in5 fun;tion@-joining together those with jobs to fill and those seeking jobs.
Purpose and Importance:
The basic purpose of recruitment is to provide a pool of potentially qualified job candidates.
Specifically, the purposes and needs are:
To fulfill the present and determine the future requirements of the organization in
conjunction with its personnel-planning and job-analysis activities.
To increase the success rate of the selection process by reducing the number of visibly,
under qualified or overqualified job applicants.
To 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 external hires with a new perspective to lead the company.
Develop an organizational culture and Employee Branding that attracts competent people
to the company.
Search for talent globally and not just within the company.
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Recruitment Process:
Personnel Job Analysis Employee
Planning Requisition
Recruitment Searching
Planning A;ti"ationSelli ApplicanScreening
PotentialTo Selection
Job n5# t Pool Hires
Vacancies -Numbers-Types -Message-
Media
StrategyEvaluation and
Control
Development Application
Population
-Where
-How
-When
Manpower planning:
Manpower Planning which is also called as Human Resource Planning consists of putting right
number of people, right kind of people at the right place, right time, doing the right things for
which they are suited for the achievement of goals of the organization. Human Resource Planning
has got an important place in the arena of industrialization. Human Resource Planning has to be a
systems approach and is carried out in a set procedure. The procedure is as follows:
Analyzing the current manpower inventoryMaking future manpower forecasts
Developing employment programs
Design training programs
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Job Analysis:
Job Analysis is a systematic exploration, study and recording the responsibilities, duties, skills,
accountabilities, work environment and ability requirements of a specific job. It also involves
determining the relative importance of the duties, responsibilities and physical and emotional
skills for a given job. All these factors identify what a job demands and what an employee must
possess to perform a job productively.
SOURCES OF RECRUITMENT:
Internal Sources:
1. Promotions
This is a method of filling vacancies from internal resources of the company to achieve
optimum utilization of a staff member's skills and talents. Transfer is the permanent lateral
movement of an employee from one position to another position in the same or another job
class assigned to usually same salary range. Promotion, on the other hand is the permanent
movement of a staff member from a position in one job class to a position in another job class
of increased responsibility or complexity of duties and in a higher salary range.
2. Internal Job Posting
Job Posting is an arrangement in which a firm internally posts a list of open positions (with
their descriptions and requirements) so that the existing employees who wish to move to
different functional areas may apply. It helps the qualified employees working in the
organization to scale new heights, instead of looking for better perspectives outside. It also
helps organization to retain its experienced and promising employees.
3. Employee Referrals
It is a recruitment method in which the current employees are encouraged and rewarded for
introducing suitable recruits from among the people they know. The logic behind employee
efeal is t+at it ta,es one to ,noB one#*
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External Sources:
External methods of recruitment are again divided into two categories- Direct External
Recruitment and Indirect External Recruitment methods.
Direct External Recruitment Methods
1. Campus Recruitment
In Campus Recruitment, Companies / Corporate visit some of the most important Technical
and Professional Institutes in an attempt to hire young intelligent and smart students at source.
It is common practice for Institutes today to hire a Placement Officer who coordinates with
small, medium and large sized Companies and helps in streamlining the entire Campus
Recruitment procedure.
Indirect External Recruitment Methods
Advertisements:
Advertisements are the most common form of external recruitment. They can be found in
many places (local and national newspapers, notice boards, recruitment fairs) and shouldinclude some important information relating to the job (job title, pay package, location, job
description, how to apply-either by CV or application form, etc).
Job Portals:
Job Portals are the most popular and widely used tool by companies and recruitment teams to
facilitate the smooth flow of recruitment process in the competitive world. Job Portals provide
a platform for the employers to meet the prospective employees. The job aspirants can register
in job Portals by creating a user ID. Job Portals allow users to submit and edit their resumes
and apply for specific jobs at companies of their choice. Once registered, job aspirants get e-
mail job alerts and can respond to job related questions from the employer companies. The
companies have the choice to search for their ideal candidate from the resume database using
various options and parameters available in the job Portals.
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Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and
processedwhenever vacancies occur. Walk-ins provide an excellent public relations
opportunity because well-treated applicants are likely to inform others. On the other hand,
walk-ins show up randomly, and there may be no match with available openings. This is
particularly true for jobs requiring specialized skills.
Public and private employment agencies: Public and private employment agencies
areestablished to match job openings with listings of job applicants. These agencies also
classify and screen applicants.
E-Recruiting: There are many methods used for e-recruitment, some of the
importantmethods are as follows:
a. Job boards: These are the places where the employers post jobs and search for
candidates. One of the disadvantages is, it is generic in nature.
b. Employer web sites: These sites can be of the company owned sites, or a site
developed by various employers.
c. Professional websites: These are for specific professions, skills and not general in
nature.
Gate Hiring and Contractors: The concept of gate hiring is to select people who
approachon their own for employment in the organization. This happens mostly in the case
of unskilled and semi-skilled workers.
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SELECTION
The size of the labour 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.
To select means to choose. Selection is the process of picking individuals who have relevant
qualifications to fill jobs in an organisation. 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 organisation 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.
The Selection 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 organisation to another and indeed, from job to job within the same organisation. The
sequence of steps may also vary from job to job and organisation to organisation. For example
some organisations may give more importance to testing while others give more emphasis to
interviews and reference checks. Similarly a single brief selection interview might be enough for
applicants for lower level positions, while applicants for managerial jobs might be interviewed by
a number of people.
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SELECTION PROCESS FLOW CHART:
RECEPTION:
Candidate should be received properly.
The applicant should be given the appropriate information.
INFORMATION EXCHANGE:
Check candidates eligibility to continue for further stages in selection
C+e;, fo "aious ;iteia@s 3A5e7 E'u;ation7 E>eien;e7 Pa( e>e;tations et;4
EVALUATION:
Based on various factors like educational background, work experience,
knowledge required for the current position will be evaluated.
PHYSICAL AND MEDICAL EXAMINATION:
Psychology test and other medical test are done.
REFERENCE CHECK:
Contacting the ;an'i'ate@s su>e"iso at +is >e"ious Bo, >la;e an' 5ettin5 +is
feedback.
1. Reception:
A company is known by the people it employs. In order to attract people with talents, skills and
e>eien;e a ;om>an( +as to ;eate a fa"ouale im>ession on t+e a>>li;ants@ i5+t fom t+e
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.
2. Information Exchange:
The information exchange is mainly useful to state the purpose of the interview, how the
qualifications are going to be matched with skills needed to handle the job.
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Begin with open-ended questions where the candidate gets enough freedom to express himself.
:o;us on t+e a>>li;ant@s e'u;ation7 tainin57 Bo, e>eien;e7 et;* :in' une>laine' 5a>s in
applicants past work or college record and elicit facts that are not mentioned in the resume.
3. Evaluation:
Evaluation is done on basis of answers and justification given by the applicant in the interview. A
preliminary interview is generally planned by large organisations 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
e>e;tations7 a>titu'e7 lo;ation7 ;+oi;e et;* t+is ;outes( inte"ieB@ as it is often called helps
thedepartment screen out obvious misfits. If the department finds the candidate suitable, a
prescribed application form is given to the applicants to fill and submit.
Selection Testing:
Selection tests or the employment tests are conducted to assess intelligence, abilities, and
>esonalit( tait*A test is a stan'a'ie'7 o
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Types of interviews:
Several types of interviews are commonly used depending on the nature and importance of the
position to be filled within an organization.
O In a non-directive interview the recruiter asks questions as they come to mind. There is no
specific format to be followed.
O In a patterned interview, the employer follows a pre-determined sequence of questions.
Here the interviewee is given a special form containing questions regarding his technical
competence, personality traits, attitudes, motivation, etc.
O In a structured or situational interview, there are fixed job related questions that are
presented to each applicant.
O In a panel interview several interviewers question and seek answers from one applicant.
The panel members can ask new and incisive questions based on their expertise and
experience and elicit deeper and more meaningful expertise from candidates.
4. Physical and Medical Examination:
After the selection decision and before the job offer is made, the candidate is required to undergo
a physical fitness test. A job offer is often contingent upon the candidate being declared fit after
the physical examination.
5. Reference Checks:
Once the interview and medical examination of the candidate is over, the personnel department
will engage in checking references. Candidates are required to give the names of 2 or 3 references
in their application forms. These references may be from the individuals who are familiar with the
%andidate$ a%ademi% a%hie(ement$ or from the appli%ant$ pre(iou$ emplo'er- who i$ well (er$ed
with the appli%ant$ &ob performance and sometimes from the co-workers.
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CHAPTER 9
RESEARCH
METHODOLO!Y
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RESEARCH METHODOLO!Y
Bu$ine$$ re$ear%h i$ a $'$temati% enquir' that pro(ide$ information to guide bu$ine$$
de%i$ion and aimed to $ol(e managerial problem$* Bu$ine$$ re$ear%h i$ of re%ent origin and it
i$ largel' $upported b' bu$ine$$ organiGation$ that hope$ to a%hie(e %ompetiti(e ad(antage$
Re$ear%h "ethodolog' i$ a wa' to $'$temati%all' $ol(e the problem$* It ma' be under$tood
a$ a $%ien%e of $tud'ing how re$ear%h i$ done $%ientifi%all'* It in%lude the o(erall re$ear%h
de$ign- the $ampling pro%edure- data %olle%tion method and anal'$i$ pro%edure*
3.1 Title: To study, evaluate and analyze the selection and recruitment process in NISG
*/ Title Justifi;ation
The data was collected using primary resource (questionnaire and interviews with employees
and candidatures) and secondary resource (Recruitment manual, service rules and Internet).
The interpretation is done based on the primary data which has been collected through the
questionnaire which were distributed to the employees for the purpose of getting
feedbackregardin5 Re;uitment & Sele;tion# >o;ess in NIS!
* O
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*0 RESEARCH DESI!N) E>loato( Resea;+
In thi$ $tud'- we $pe%if' the pro%e$$ of re%ruitment and $ele%tion and how mu%h $ati$fied
the' are with all the pro%edure$ done*
A re$ear%h de$ign i$ the $pe%ifi%ation of method$ and pro%edure$ for a%quiring
theinformation needed to $tru%ture or $ol(e the problem* It i$ the o(erall operational pattern
or framewor) of the pro&e%t that $timulate$ what information i$ to be%olle%ted from whi%h
$our%e and b' what pro%edure* On the ba$i$ of ma&or purpo$e of our in(e$tigation the
EQ.LORA#OR7 RESEARCH wa$ found to be mo$t $uitable*#hi$ )ind of re$ear%h ha$ the
primar' ob&e%ti(e of de(elopment of in$ight$ into theproblem* It $tudie$ the main area where
the problem lie$ and al$o trie$ to e(aluate appropriate %our$e$ of a%tion*
*F Sam>lin5
Sampling te%hnique 1 .robabilit' te%hnique
Sampling t'pe 1 Simple Random .robabilit' te%hnique
Sample unit1 Emplo'ee$ of IS5
3.6DATA COLLECTION SOURCES
Pima( 'ata2#he data that i$ %olle%ted fir$t hand b' $omeone $pe%ifi%all' for thepurpo$e of fa%ilitating the
$tud' i$ )nown a$ primar' data* So in thi$ re$ear%h thedata i$ %olle%ted from re$pondent$through =UES#IOAIRE
.RI"AR7 SOURCES
#he data required for the $tud' ha$ been %olle%ted from1
GUESTIONNAIRE
$ur(e' among the offi%ial$ and emplo'ee$ of IS5
PERSONAL INTER%IE8S
with the %ompan' repre$entati(e$ regarding re%ruitment and $ele%tion pra%ti%e$ in
organiGation*
Se;on'a( Data
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Seondar' data refer$ to information gathered b' $omeone or other than the re$ear%her%ondu%ting the %urrent $tud'* Su%h data %an be e,ternal
internal to the organiGation and a%%e$$ed through the Internet or peru$al of re%orded or
publi$hed information*Se%ondar' $our%e$ of data pro(ide a lot of information for re$ear%hand problem$ol(ing* Su%h data are a$ we ha(e $een mo$tl' qualitati(e in nature*
SECO!AR7 SOURCES2
#he $e%ondar' data ha$ been %olle%ted from2
Internet- web$ite$
OrganiGational Report$
Ca$e Studie$
Bu$ine$$ magaGine$
Boo)$
0ournal$ on e1learning Indu$tr'*
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CHAPTER90
ANALYSIS AND INTRPRETATION
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INTERPRETATION OF QUESTIONNAIRE:
The analysis of the data is represented graphically along with the interpretations, which are
as follows:
1) How do you come to know about openings inNISG
a) NISG Employees b) News Paper Ads c) Consultants d) Job Portal
Options No. of PercentageRespondents
NISG Employees 52 52 %Newspaper Ads 8 8 %
Consultants 10 10 %
Job Portals 30 30 %
How do you come to know about openings in
NISG
60
5052%
40
30
20
10
30%
8% 10%0
DRL Employees Newspaper Ads Cos!l"a"s #o$ or"als
Interpretation:
The data emphasizes that the external world will come to know about job openings in NIS!
through its employees (52%) which helps the companyto bring the best talent pool into, as
the people know what exactly is the requirement, secondly the other major source is Job
portals (30%) as almost all vacancies are published on to the job portals. The dependency on
consultants and newspapers comes into picture only when the requirement is niche or in large
volume.
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2) Are applicants treated fairly with courtesy?
a) Poor b) Adequate c) Excellent
Options No. of PercentageRespondents
Poor 6 6 %
Adequate 46 46 %
Excellent 48 48 %
Are applicant treated fairly with courtesy?
60
50
46% 48%40
30
20
10
6%0
oor Ade&!a"e E'(elle"
Interpretation:
The above data explains that all the applicants are treated fairly on equality basis:
Excellent- 48%, Adequate- 46%, Poor- 6%. Leadership team of NISG firmly believes that all the
applicants should be interviewed in the same process across the organization.
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3) Does the HR team act as a consultant to enhance the quality of the applicant during
pre-screening process?
a) Yes b) No
Options No. of Percentage
Respondents
Yes 96 96 %
No 4 4 %
979287827772676257524742373227221712
7
2
Does the HR team act as a consultant to enhance the quality of the applicant during
pre-screening process?
96%
4%
)es No
Interpretation:
It is very clear from the data that 96% of the employees feel that the HR team plays a
crucial role in the initial screening so as to ensure the quality of hires. Remaining 4% feel
that HR doesn't play prominent role in initial screening of profiles.
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4) Does the organization clearly define the roles and responsibilities of the position
being interviewed for?
a) Well defined b) Partially definedc) Undefined
Options No. of Percentage
Respondents
Well defined 78 78 %
Partially defined 22 22 %
Undefined 0 0 %
90
80
70
60
50
40
30
20
10
0
Does the organization clearly defines the roles and responsibilities of the
position being interviewed for?
78%
22%0%
*ell de+ed ar",ally de+ed -de+ed
Interpretation:
Yes, 78% of employees feel that the roles and responsibilities of any position are clearly
defined.
It is done with the help of Role Clarity (RC) Document.
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5) Are the panel members competent enough for the role they are interviewing?
a) Yes b) No
Options No. of PercentageRespondents
Yes 84 84 %
No 16 16 %
Are the panel members competent enough for
the role they are interviewing?
100
80
60
40
20
84%
16%
0)es No
Interpretation:
Yes, the employees of NISG strongly feel that the technical panel people who
are interviewing are competent enough(84%) in terms of their technicality for
the role they are interviewing, a very less percentage (16%) of employees feel
that panel are not competent.
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6) Are the HR people trained for making the best hiring decisions?
a) Yes b) No
Options No. of Percentage
RespondentsYes 90 90 %
No 10 10 %
Are HR people trained for making the best
hiring decisions?
100
80 90%
60
40
20
10%0
)es No
Interpretation:
Yes, 90% of DRL employees feel that HR people are trained for making the best hiring decisions
so as to avoid the wrong hiring decisions
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7) Do you feel that selection process in NISG is connected with the values of the organization
a) Poor b) Adequate c) Excellent
Options No. of PercentageRespondents
Poor 0 0 %
Adequate 30 30 %
Excellent 70 70 %
Do you feel that selection process in NISG is connected
with the values of the organization
80
70
60
50
40
30
70%
2030%
100%
0oor Ade&!a"e E'(elle"
Interpretation:
Yes, 70% of people feel that the recruitment process is connected with the value of
organization. Because the competencies on which the recruitment is done are aligned with the
organization culture.
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8) What should be t+e ;om>an(@s main sou;e of e;uitment
a) Direct Hires b) Employee Referrals c) Newspaper ads d) Placement Agency
Options No. of Percentage
RespondentsDirect Hires 40 40 %
Employee 30 30 %Referrals
Newspaper Ads 20 20 %
Placement 10 10 %Agency
What should be the companies main source of
recruitment
50
4040%
3030%
2020%
1010%
0
D,re(" ,res Employee Newspaper Ads la(eme" A/e(yReerrals
Interpretation:
The major portion (40%) of employees feel that the major source of recruitment should be direct
hires also giving importance to employee referrals (30%) so as to increase the cost effectiveness
of the company. Dependency of Consultant (10%) and Newspaper (20%) is very less.
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9) According to you, what should be the percentage of fresher and experienced people in the
organization (ex: 70% experienced, 30% fresher)
Options No. of Percentage
Respondents
90% - 10% 2 2 %
80% - 20% 60 60 %
70% - 30% 20 20 %
60% - 40% 18 18 %
According to you, what should be the percentage of
fresher and experienced people in the organization
70
60
50
40
30
60%
20 20% 18%102%
0
9010 8020 7030 6040
Interpretation:
The above data emphasizes that 60% of employees in DRL feel that there should be 80%
e>eien;e' >eo>le an' /1 fes+e@s in t+e o5aniation e;ause ;onsi'ein5 t+e ;iti;alit( of
manufacturing process and at the same time they also want to provide a chance for young talent
pool.
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104Do (ou t+in, t+e o5aniation@s t+e e;uitment an' sele;tion >o;ess ae >lanne' an'
achieved as per the timelines?
a) Yes b) No c) Sometimes
Options No. of Percentage
Respondents
Yes 82 82 %
No 12 12 %
Sometimes 6 6 %
Do you think the organization's recruitment and selection
process are planned and achieved as per the timelines?
90
8082%
70
60
50
40
30
20
1012% 6%
0
)es No ome",mes
Interpretation:
Yes, 82% of the employees feel that the Talent Acquisition Team (TAT) completes the
recruitment process with in the given Service level Agreement (SLA).
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11) Rate how well HR finds good candidates from non-traditional sources (ex: LinkedIn)when
necessary?
a) Poor b) Adequate c) Excellent
Options No. of PercentageRespondents
Poor 4 4 %
Adequate 56 56 %
Excellent 40 40 %
Rate how well HR finds good candidates from non-
traditional sources when necessary
60
5056%
4040%
30
20
10
4%0
oor Ade&!a"e E'(elle"
Interpretation:
According to the above data, 56% of people feel that potential candidates can also be found put
from non-traditional sources because of the current scenario of manpower market.
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12) Does the TAT maintain an adequate pool of quality applicants in pipeline?
a) Yes b) No c) Sometimes
Options No. of Percentage
Respondents
Yes 76 76 %
No 10 10 %
Sometimes 14 14 %
80
70
60
50
40
30
20
10
0
Does the TAT maintain an adequate pool of
quality applicants in pipeline?
76%
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10% 14%
)es No ome",mes
Interpretation:
According to the above data, 76% of people feel that the TAT maintains
required number of quality applicants in buffer so as to ensure the supply if
manpower, 10% of people feels that TAT
doe$nt maintain buffer and 6:N feel that $ometime$ it maintain$*
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13) Impact of Employee reference in recruiting process
a) Very high b) High c) Neutral d) Less e) Very less
Options No. of PercentageRespondents
Very high 0 0 %
High 32 32 %
Neutral 54 54 %
Less 14 14 %
Very less 0 0 %
Impact of employe reference in
recruiting process
60
50 54%
40
3032%
20
100% 14% 0%
0
ery ,/ ,/ Ne!"ral Less ery less
Interpretation:
A%%ording to the abo(e data- ;:N of people feel that emplo'ee referral doe$nt influen%e the
selection process as the panel and HR people adhere to the rules, regulations and policies of
recruitment.
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14) Should the present hiring process be enhanced?
a) Yes b) No
Options No. of PercentageRespondents
Yes 24 24 %
No 76 76 %
Should the present hiring process be enhanced
80
70 76%
60
50
40
30
20 24%
10
0
)es No
Interpretation:
The above data clearly shows that 76% of the people feel that there is no need to enhance the
recruitment process as the technical panel and HR people strictly follow the Competence Based
Interviewing (CBI) Model ensuring the right qualitative hire.
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15) Do you feel the process of raising the manpower request is systematic?
a) Yes b) No
Options No. of Percentage
Respondents
Yes 70 70 %
No 30 30 %
Do you feel the process of raising manpowerrequest is syatematic?
80
7070%
60
50
40
3030%
20
10
0)es No
Interpretation:
Raising the manpower request is very important, where 70% of the employees feel that NISG is
following a $'$temati% pro%e$$* Other 9N people dont feel thi$ a$ a $'$temati% pro%e$$*
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.
CHAPTER9F
:INDIN!S
AND
SU!!ESTION
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FINDINGS
The flow of recruitment is routed through SAP only.
The prescreening process is done well in order to get the good talent pool.
The HR people are making the best hiring decisions by considering
all the competencies.
All the company policies are strictly followed at any point of time.
Most of the positions closed are through direct hires with in SLA( service level
aggrement).
Miscellaneous work is more that consumes a lot of time.
Company provides good facilities for both applicants as well as employees.
SUGGESTIONS
The candidate, selected by the Technical and HR panel of one unit should be
considered to >la;e e"en at ot+e units of NIS!
Budgeting for critical skill set should be revised.
Critical positions should be closed with in the given SLA by proactively
keeping the profiles in buffer.
People should be sent to certifications instead recruiting new people (safety
department).
The Entry level salary of lower level employees has to be enhanced because of
market level competition where presently a technical trainee of diploma is offered 1
Lac where as other companies are offering more than this.
As there is a lot of miscellaneous work, it can be outsourced.
New referral schemes can be implemented in order to get the required skill set at the
time of emergency.
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CHAPTER9.
CONCLUSION
55
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Conclusion
#he Summer Intern$hip pro&e%t ha$ helped me gain huge pra%ti%al Imowledge whi%h %ant be
gained onl' through boo)$* #hi$ e,perien%e ga(e me an opportunit' to learn new thing$
whi%h pro(ided me a pee) into the %orporate %ulture* Being a fre$her- I would ne(er be
e,po$ed to a %orporate en(ironment if it were not for thi$ pro&e%t* I than) ational In$titue Of
Smart 5o(ernment for gi(ing me the %han%e to wor) (ith them a$ a $ummer intern and
$howing me the path of )nowledge and e,perien%e whi%h will help me $u%%eed in m' %areer
and enter into a bright fun.
The various illustrations of the company given in this report indicate that these processes
require a great deal of thought and advanced planning. In fact, it is not only the HR
department that is involved but various departments like finance, Production, Packing, SCM,
etc department provides the budget and budgeted numbers for the processes and the
manpower gap is determined by inputs from all the departments.
56
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ANNE=URE
57
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$I$LIO!RAPHY
$OO6S
C*B "amoria and S*D* 5an)ar @8:- .er$onal "anagement #e,t and Ca$e$*
Himala'a .ubli%ation*
E$$ential$ of HR" and IR 1 .*SubbaRao*
.er$onal "anagement 1 C*B*"emoria*
Re$ear%h "ethodolog' 1C*R*Pothari*
ersoel ad !ma Reso!r(e aa/eme" . !$$aRao
,malaya !$l,(a",o
+eb$ite2
http2re%ruitment*nau)rihub*%ommeaning1of1re%ruitment*html
http2www*fempower*%o*Ga6inde,*php
optionT%om%ontentMta$)T(iewMidT6MItemidT9:
http2en*wi)ipedia*orgwi)iRe%ruitment
http$2www*google*%o*in
http2www*IS5*%om
58
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Questionnaire
-4 HoB 'o (ou ;ome to ,noB aout o>enin5s in NIS!
a) DRL Employees b) News Paper Ads c) Consultants d) Job Portal
2) Are applicants treated fairly with courtesy?
a) Poor b) Adequate c) Excellent
3) Does the HR team act as a consultant to enhance the quality of the applicant
during prescreening process?
a) Yes b) No
4) Does the organization clearly define the roles and responsibilities of the position
being interviewed for?
a) Well defined b) Partially defined c) Undefined
5) Are the panel members competent enough for the role they are
interviewing? a) Yes b) No
6) Are the HR people trained for making the best hiring
decisions? a) Yes b) No
7) Do you feel that selection process in NISG is connected with the values of the
organization
a) Poor b) Adequate c) Excellent
8) +hat $hould be the %ompan'$ main $our%e of re%ruitment
a) Direct Hires b) Employee Referrals c) Newspaper ads d) Placement Agency
9) According to you, what should be the percentage of fresher and experienced people in theorganization (ex: 70% experienced, 30% fresher)
10) !o 'ou thin) the organiGation$ the re%ruitment and $ele%tion pro%e$$ are planned
and achieved as per the timelines?
a) Yes b) No c) Sometimes
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11) Rate how well HR finds good candidates from non-traditional sources (ex: LinkedIn)
when necessary?
a) Poor b) Adequate c) Excellent
12) Does the TAT maintain an adequate pool of quality applicants in pipeline?
a) Yes b) No c) Sometimes
13) Impact of Employee reference in recruiting process
a) Very high b) High c) Neutral d) Less e) Very less
14) Should the present hiring process be enhanced?
a) Yes b) No
If Yes, suggestions please
___________________________________________________________________________
___
___________________________________________________________________________
___
15) Do you feel the process of raising the manpower request is systematic?
a) Yes b) No