A STUDY ON THE RECRUITMENTAND SELECTION

IN SELDOM TECHNOLOGIES, CHENNAI.

A PROJECT REPORT
Submitted by
M.SARANYA
(Reg.No. 11308631040
In partial fulfillment for the award of the degree
Of
MASTER O! "USINESS ADMINISTRATION
IN
DEPARTMENT O! MANAGEMENT STUDIES
R.M.#. ENGINEERING COLLEGE
ANNA UNI$ERSITY% CHENNAI 6000&'
AUGUST &00(

"ONA!IDE CERTI!ICATE
Certified that this project report on title )A STUDY ON RECRUITEMNT AND
SELECTION IN SELDOM TECHNOLOGIES, CHENNAI* is the bonafide
work of Ms. M.SARANYA +11308631040, who carried out his Project Work
under my guidance and supervision
SIGNATURE SIGNATURE
HEAD O! THE DEPARTMENT SUPER$ISOR
R.M.K. !"#!R#!" C$%%" M&'
R.(.M.!agar) kavaraipettai*+,- .,+ R.(.M.!agar) kavaraipettai*+,-.,+
"ummidipoondi /aluk) /iruvallur 0ist. "ummidipoondi /aluk) /iruvallur 0ist.

AC#NO-LEDGEMENT
1irst and foremost) # thank almighty for keeping me hale and healthy
for successful completion of the project.
# e2press my respectful and sincere thanks to our honorable Chairman
/hiru R.S M./01234/25 who provided a wonderful atmosphere which enable me
to do not only this project work but also the academic activities.
# e2press my deepest gratitude to $ur Principal
D1.M.R.J26234ee1342 R2o had given this opportunity to do this project.
# profoundly thank our 3ead of the 0epartment D1.S.S2/7212/
M.Co5, MP408, P4.D for providing a great opportunity to do this project.
# sincerely thank to my guide) M9.S.U52) M.".A, M.P408 %ecturer)
for her kind words and continuous encouragement which has inspired me in
completion of this project.
# would like to thank M1.C427212:21340, 1eg0o/28 HR.M2/2ge1,
M1.7.1e882 $0/26, A1e2 HR.M2/2ge1, e.1e72 !o1;e9) for giving me the
opportunity to e2ecute the project successfully in their esteemed organi4ation.
# am also taking the pleasure to e2press my sincere thanks to all other
staff members of /he 0epartment of Management (tudies, R.M.#.E/g0/ee10/g
Co88ege for their kind co*operation. %ast but not least) # would like to convey my
sincere gratitude to my parents and friends) who have always been a source of
inspiration towards the completion of this project.


C3'P/R !$ /#/% P'" !$
A"STRACT 000
LIST O! TA"LES <:0
LIST O! CHARTS <:000
I INTRODUCTION 1
-.- I/31o=.>30o/ 3o 34e S3.=6 1
-.-.- !eed and #mportance of the (tudy .
-.-.. (cope of the (tudy .
-.-.5 $bjectives of the (tudy 5
-.-.6 Research Methodology 5
-.-.6.- Research 0esign 6
-.-.6.. (ources of the 0ata 7
-.-.6.5 (ample (i4e +
-.-.6.6 /ools and /echni8ues 9
-.-.7 %imitations of the (tudy 9
-.-.+ Chapterisation of the (tudy -,
-.. Re:0e? o@ L03e123.1e
-...- /heoretical Review of the Concept --
-.... Company Profile ..
II ANALYSIS AND INTERPRETATION
..- Percentage 'nalysis .7
III SUMMARY AND CONCLUSION
5.- 1indings of the (tudy 6:
5.. (uggestions 69
5.5 Conclusions 7,
&#&%#$"R'P3;
7.
'PP!0#C(
75
A"STRACT
/he study is mainly carried out </o understand and analy4e the
recruitment and selection process in (eldom /echnologies) Chennai=.
/he objective of the study is to analy4e the effectiveness of recruitment and
selection) to analy4e sources of recruitment process) to analy4e the job description
of selection) to analy4e cost of selection) suggestions to improve the current job.
/he research study conducted is descriptive in nature and the sample si4e
used for this study is 7,. Primary data is collected to meet the re8uirements. 1or
collecting the data) a structured 8uestionnaire method is used as an instrument.
/he 8uestionnaire is based on multiple choice and close*ended 8uestions.
/he study is mainly based on the primary data and the re8uired primary
data were collected through the structured 8uestionnaire from the fifty sample
respondents who were selected through the simple random sampling method. #n
this study percentage analysis and chi*s8uare is used to interpret the data
collected.
/he difficulty encountered while conducting the survey was time
constraint difficulty in getting appointments with employees. /he study reveals
about the recruitment and selection process in (eldom /echnologies) Chennai.
LIST O! TA"LE
LIST O! CHARTS
T2;8e
/o
T038e P2ge
/o
..-.- asiest recruitment stage. .7
..-.. Recruiters briefing during interview process. .+
..-.5 (atisfaction with the company>s career policy and goals. .?
..-.6 Major issues for colleagues leaving the job. .:
..-.7 /he content of the offer letter. .9
..-.+ (atisfaction with the payment. 5,
..-.? 0oes the company motivated by rewards@ 5-
..-.: What are the ways of rewards@ 5.
..-.9 3ave you undergone training to learn a job@ 55
..-.-, (atisfaction with the training program. 56
..-.-- 3ow did you receive information about recruitment@ 57
..-.-. What were given to you during recruitment process@ 5+
..-.-5 Was complete information about job given during screening@ 5?
..-.-6 What attracted you to apply for the job@ 5:
..-.-7 Recruitment from e2ternal sources for higher level jobs) affects
the motivation and loyalty of e2isting staff@.
59
..-.-+ What made you to enter in to this field@ 6,
..-.-? 0id you had the skills necessary at the time of joining@ 6-
..-.-: 0oes company provides you an enough opportunity to interact
with other employees at normal level@
6.
..-.-9 Management understands the problems you face on your jobs@ 65
..-.., 'ny contract signed by employees while joining@ 66
..-..- (atisfaction with the e2isting job. 67
..-... #s the current job related to area of interest@ 6+
..-..5 0o you get stressed work@ 6?
..-..6 # there career growth and opportunities in your current job@ 6:
..-..7 /he areas the company needs to improve with the current job. 7,
T2;8e
/o
T038e P2ge
/o
..-.- asiest recruitment stage. .7
..-.. Recruiters briefing during interview process. .+
..-.5 (atisfaction with the company>s career policy and goals. .?
..-.6 Major issues for colleagues leaving the job. .:
..-.7 /he content of the offer letter. .9
..-.+ (atisfaction with the payment. 5,
..-.? 0oes the company motivated by rewards@ 5-
..-.: What are the ways of rewards@ 5.
..-.9 3ave you undergone training to learn a job@ 55
..-.-, (atisfaction with the training program. 56
..-.-- 3ow did you receive information about recruitment@ 57
..-.-. What were given to you during recruitment process@ 5+
..-.-5 Was complete information about job given during screening@ 5?
..-.-6 What attracted you to apply for the job@ 5:
..-.-7 Recruitment from e2ternal sources for higher level jobs) affects
the motivation and loyalty of e2isting staff@.
59
..-.-+ What made you to enter in to this field@ 6,
..-.-? 0id you had the skills necessary at the time of joining@ 6-
..-.-: 0oes company provides you an enough opportunity to interact
with other employees at normal level@
6.
..-.-9 Management understands the problems you face on your jobs@ 65
..-.., 'ny contract signed by employees while joining@ 66
..-..- (atisfaction with the e2isting job. 67
..-... #s the current job related to area of interest@ 6+
..-..5 0o you get stressed work@ 6?
..-..6 # there career growth and opportunities in your current job@ 6:
..-..7 /he areas the company needs to improve with the current job. 7,
C3'P/R A #

CHAPTER I
1.1 INTRODUCTION TO THE STUDY
%iving in a world of organi4ational changes) companies are facing severe
competitive pressures and rapidly changing markets. Most of these changes
involve new trends and technologies) among other factors that make organi4ations
seek ways to become more fle2ible) adaptive) and competitive recruitment
process.
Recruitment refers to the process of sourcing) screening) and selecting people for
a job or vacancy within an organi4ation. /hough individuals can undertake
individual components of the recruitment process) mid* and large*si4e
organi4ations generally retain professional recruiters. Recruitment involves
process of attracting and obtaining as many applications as possible.
Recruitment begins when new recruits are sought and ends when their
applications are submitted. /he result is a pool of applicants from which new
employees are selected. /hough) theoretically) Recruitment process is said to end
with the receipt of applications) in practice the activity e2tends to screening of
applications so as to eliminate those who are not 8ualified for the job.
(election might be defined as careful screening of recruited candidates through
testing and interviewing themB with a view to discovering Cbest*fits> from among
them for assignment to various jobs in the organi4ation.
/he process of selection is a process of elimination of unsuitable candidates A at
various stages) comprised in the selection procedure. /he selection*procedure
might be compare to a hurdle*raceB and those who clear through all the hurdles
and emerge victorious A are the ones) who get finally selected.
1.1.1 NEED !OR THE STUDY
&asically this study is done to understand the recruitment and selection process
that is being carried out in the organi4ation.
Recruitment and selection is re8uired to enrich the organi4ation>s human
resources by filling vacancies with the best 8ualified people) attitudes towards
recruiting handicaps) minority groups) women) friends and relatives of present
employees) promotion from within.
#t involvesD
/o find and employ the best 8ualified persons for each job.
/o retain the most promising of those hired.
/o offer promising opportunities for life time working careers.
/o provide facilities and opportunities for personal growth on the job.
1.1.& SCOPE O! THE STUDY
Recruiting people who are wrong for the organi4ation can lead to increased labour
turnover) increased costs for the organi4ation) and lowering of morale in the
e2isting workforce. (uch people are likely to be discontented) unlikely to give of
their best) and end up leaving voluntarily or involuntarily when their unsuitability
becomes evident. /hey will not offer the fle2ibility and commitment that many
organi4ations seek.
While in the past) companies were able to offer security of employment)
promotion prospects in return for loyalty) commitment and conformity) the
modern organi4ations instead e2change high pay) rewards and a job for long
hours) broader skills and tolerance of change and ambiguity. mployers now and
in the future are looking for people who can Chit the ground runningE and produce
more or less instant results. /echnological changes) societal and market changes
are all factors that impact on how companies will be searching for) selecting and
assessing their employees in the future.
/he main features of recruitment and selection are D
e@@0>0e/3 * cost effective in methods and sources
e@@e>30:e * producing enough suitable candidates without e2cess and
ensuring the identification of the best fitted for the job and the organisation
@201 * ensuring that right through the process decisions are made on merit
alone.
1.1.3 O"JECTI$ES O! THE STUDY
P105216 O;Ae>30:e
/o study the recruitment and selection process in (eldom /echnologies.
Se>o/=216 O;Ae>30:e9
/o analy4e the effectiveness of recruitment and selection.
/o analy4e sources of recruitment process
/o analy4e the job description of selection
/o analy4e cost of selection
(uggestions to improve the current job.

1.1.4 RESEARCH METHODOLOGY
/he term research describes an entire collection of information about a particular
subject. <'ccording to Clifford woody research comprises defining and redefining
problems) formulating hypothesis or suggested solutionsB collecting) organi4ing
and evaluating dataB making deductions and reaching conclusionsB and at last
carefully testing the conclusions to determine whether they fit the formulating
hypothesis.
METHODOLOGY
Methodology is defined as= the analysis of the principles of methods) rules) and
postulates employed by a disciplineF or methodology can also be defines as Fthe
development of methods) to be applied within a disciplineF or Fa particular
procedure or set of procedures=. /he important thing should be noted is that
methodology is fre8uently used when method would be more accurate.
1.1.4.1 RESEARCH DESIGN%
'ccording to Gahoda) 0eutshe and Cook) <' Research design is the arrangement
of conditions for collection and analysis of data in a manner that aims to combine
relevance to the research purpose with economy in procedure=
#n this study # have used )Re9e21>4 =e90g/ 0/ >29e o@ =e9>10B30:e 1e9e21>4
93.=0e9CC. /he design in such studies must be rigid and not fle2ible and must focus
attention on the following.
aH 1ormulating the objectivity of the study.
bH 0esigning the methods of data collection.
cH (electing the sample.
dH Collecting the data.
eH Processing and analy4ing the data.
fH Reporting the findings.
De9>10B30:e Re9e21>4 A
0escriptive research includes surveys and fact finding en8uiries of different kinds.
/he major purpose of descriptive research is description of the state of affairs as it
e2ist at present. /he main characteristic of this method is that the researcher has
no control over the variables. 3e can only report what is happened or what is
happening.
1.1.4.& SOURCES O! DATA%
/he task of data collection begins after a research problem has been defined and
research design out. While deciding about the method of data collection to be used
for the study) the researcher should keep in mind two types of data namely
primary and secondary. /he primary data are those which are collected a fresh and
for the first time) and thus happened to be original in character.
/he secondary data) on the other hand) are those which have already been
collected by some one else and which have already been passed through the
statistical process.
/here are several methods of collecting primary data) particularly in surveys and
descriptive researchers. #mportant ones are
$bservation methods
#nterview method
/hrough 8uestionnaire
/hrough schedules
#n this study primary data is mainly collected through 8uestionnaires. /he
8uestionnaire is collected through the referred candidates. Collection of data
through 8uestionnaires seems to be more popular particularly in case of big
en8uiries ./his is being done to collect data from the candidates.
P105216 D232
/he Primary data used in our research is the 8uestionnaire.
Se>o/=216 =232%
(econdary data are based on the reports of the company .#t also concerns the data
available in the maga4ines) journal and other sources.
1.1.4.3 POPULATION AND SAMPLE:
PoB.8230o/ =e@0/030o/%
'll items in any field of in8uiry constitute a Cuniverse> or Cpopulation>. /he
population in (%0$M /C3!$%$"#( is .7, employees.
/ypically) we seek to take action on some population) for e2ample when a batch
of material from production must be released to the customer or sentenced for
scrap or rework.
S25B80/g S0De %
(ample si4e taken for study is 7,.
S25B80/g 5e34o=%
(ampling is a procedure to draw conclusion about the whole population by
studying small part of universe.
(ampling method can be classified in to two types A
2 P1o;2;08036 o1 12/=o5 925B80/g E
-. (imple random sampling
.. (tratified random sampling
5. (ystematic random sampling
6. Cluster sampling
; No/FB1o;2;08036 o1 No/F12/=o5 925B80/g F
-. Convenience or accidental sampling
.. Purposive or Gudgment sampling
5. Iuota sampling
#n this study) )P1o;2;08036 o1 R2/=o5 925B80/g 5e34o=CC is used. ach and
every item in the population has an e8ual chance of being selected in the sample.
$nce an item is selected for the sample) it cannot appear in the sample again.
/he sampling techni8ue used in this study is )Co5B8e< 12/=o5 925B80/gCC.
Probability sampling under restricted sampling techni8ues may result in comple2
random sampling design. Jnder Comple2 random sampling) <S693e5230>
925B80/g 3e>4/0G.eCC is used.
S693e5230> 925B80/g 3e>4/0G.e A
/he most practical way of selecting every nth item on a list. (ampling of
this type is known as systematic sampling. 'n element of randomness is
introduced in to this kind of sampling by using random numbers to pick up the
unit with which to start. #n this study) the first item would be selected randomly
from the first five and thereafter every 7
th
item would be automatically included in
the sample. /hus) in systematic sampling only the first unit is selected randomly
and the remaining units of the sample are selected at fi2ed intervals.
1.1.4.4 STATISTICAL TOOLS USED%
/he 'nalysis was done with the help of the following statistical tool.
-. $ne*way analysis of variance.
.. Chi*s8uare
5. Percentage analysis
Pe1>e/32ge A/286909%
Percentage method is used to make significant comparisons between
various sets of data. ach item in the table is e2pressed as a percentage of the total
in such way as to facilities comparison of data and to describe the relationship
between the variable under study.
/he formula used here is given below
!o of Respondents
Percentage of Respondent K
/otal Respondents
1.1.' L0503230o/9 o@ 34e 93.=6
/ime constraint is the major limitation.
/he time to meet the employees was only during their break timings.
(ome of them are unwilling and disinterested in the survey because of the
perception that this survey will not benefit them.
mployees are busy with their work schedule and organi4ation commitment.
/here were also shifts problem for workers and staff.
(ince it is a 8uestionnaire the answers given by the respondents cannot be
completely relied.
/he study is limited only to eureka 1orbes.
#nterview cannot be carried out with all the employee of the organi4ation.
1.1.6 C42B3e109230o/
CHAPTER E I
/he first chapter deals with outline of the project) need) scope) objectives of the
study) research methodology) limitations of the study and Chapteri4ation) review
of literature) profile seldom technologies.
CHAPTER E II
/he second chapter deals with the) data analysis and interpretation various
techni8ues and statistical tools have been adopted in this chapter. /he analytical
study been done in this chapter.
CHAPTER E III
1inally the last chapter comprises the summary) 1inding) suggestions and
recommendations) conclusion) and the 8uestionnaire used in the survey.
1.& Re:0e? o@ L03e123.1e
1.&.1 T4eo1e30>28 Re:0e? o@ 34e >o/>eB3
Recruitment is a continuous process whereby the firm attempts to develop a pool
of 8ualified applicants for the future human resources needs even though specific
vacancies do not e2ist. Jsually) the recruitment process starts when a manger
initiates an employee re8uisition for a specific vacancy or an anticipated vacancy.
' few definitions of recruitment areD
<Recruitment is a process to discover the sources of manpower to meet the
re8uirements of the staffing schedule and to employ effective measures for
attracting that manpower in ade8uate numbers to facilitate effective selection of
an efficient working force.=
<(election is a process of choosing the most suitable person out of all the
applicants. #t is a process of weeding out unsuitable candidates and finally identify
the most suitable candidate=.
STEPS IN RECRUITMENT PROCESSE
-. #dentify vacancy
.. Prepare job description and person specification
5. 'dvertising the vacancy
6. Managing the response
7. (hort*listing
+. 'rrange interviews
?. Conducting interview and decision making
STEPS IN SELECTION PROCESS E
-. Preliminary interview
.. 'pplication blank
5. (election test
6. mployment interview
7. Medical e2amination
+. Reference checks
?. 1inal approval
SOURCES O! RECRUITMENTF
very organi4ation has the option of choosing the candidates for its recruitment
processes from two kinds of sourcesD internal and e2ternal sources. /he sources
within the organi4ation itself Llike transfer of employees from one department to
other) promotionsH to fill a position are known as the internal sources of
recruitment. Recruitment candidates from all the other sources Llike outsourcing
agencies etc.H are known as the e2ternal sources of recruitment.
Marious sources of recruitment may be classified in to two broad categoriesD
I/3e1/28 9o.1>e9 A /ransfers) Promotions) Jpgrading) demotion) etc.
E<3e1/28 9o.1>e9 A Press 'dvertisements) ducational and #nstitutions)
Placement 'gencies) mployment 2changes) %abour Contractors)
Jnsolicited 'pplicants) Recommendations) Recruitment at factory gate.
SOURCES
I/3e1/28 9o.1>e9
1. T12/9@e1
/he employees are transferred from one department to another according to their
efficiency and e2perience
&.P1o5o30o/9
/he employees are promoted from one department to another with more benefits
and greater responsibility based on efficiency and e2perience.
5. $thers are Jpgrading and 0emotion of present employees according to their
performance.
6. Retired and Retrenched employees may also be recruited once again in case of
shortage of 8ualified personnel or increase in load of work. Recruitment such
people save time and costs of the organi4ations as the people are already aware of
the organi4ational culture and the policies and procedures.
7. /he dependents and relatives of 0eceased employees and 0isabled employees
are also done by many companies so that the members of the family do not
become dependent on the mercy of others.
E<3e1/28 9o.1>e9
1. P1e99 2=:e1309e5e/39
'dvertisements of the vacancy in newspapers and journals are a widely used
source of recruitment. /he main advantage of this method is that it has a wide
reach.
&. E=.>230o/28 0/9303.30o/9
Marious management institutes) engineering colleges) medical Colleges etc. are a
good source of recruiting well 8ualified e2ecutives) engineers) medical staff etc.
/hey provide facilities for campus interviews and placements.
3.P82>e5e/3 2ge/>0e9
(everal private consultancy firms perform recruitment functions on behalf of
client companies by charging a fee. /hese agencies are particularly suitable for
recruitment of e2ecutives and specialists. #t is also known as RP$ LRecruitment
Process $utsourcingH
4.E5B8o6e5e/3 e<>42/ge9
"overnment establishes public employment e2changes throughout the country.
/hese e2changes provide job information to job seekers and help employers in
identifying suitable candidates.
'. U/9o80>03e= 2BB80>2/39
Many job seekers visit the office of well*known companies on their own. (uch
callers are considered nuisance to the daily work routine of the enterprise. &ut can
help in creating the talent pool or the database of the probable candidates for the
organi4ation.
6. E5B8o6ee 1e@e11289 H1e>o55e/=230o/9
Many organi4ations have structured system where the current employees of the
organi4ation can refer their friends and relatives for some position in their
organi4ation. 'lso) the office bearers of trade unions are often aware of the
suitability of candidates. Management can in8uire these leaders for suitable jobs.
#n some organi4ations these are formal agreements to give priority in recruitment
to the candidates recommended by the trade union.
$ther major (ources of RecruitmentD
-. Campus
.. 'dvertisement
5. Reference
6. Consultancy
7. Gob Portals
+. Promotions N /ransfer
C25B.9
Many employers visit colleges and universities every year and interview students
who are in their final year of study. /he faculty may also be involved in the
process. /hose students who are found to deserving may be given placement by
the employers in their concerns. /he students will be absorbed on completion of
their degree course. (tudents studying such courses as M'.3RM) M&') M(W
etc usually have the benefit of campus interviews.
A=:e1309e5e/3
'dvertising is paid communication through a non*personal medium in which the
sponsor is identified and the message is controlled. Mariations include publicity)
public relations) product placement) sponsorship) underwriting) and sales
promotion. very major medium is used to deliver these messagesD television)
radio) movies) maga4ines) newspapers) and billboards.
'dvertisements can also be seen on the seats of grocery carts) on the walls of an
airport walkway) and on the sides of buses) or heard in telephone hold messages
or in*store P' systems nearly anywhere a visual or audible communication can be
placed. /he advantages of !ews paper advertisements are that it has a wider
coverage. !ewspapers reach every nook and corner and therefore the employer is
sure to get a number of applications from all eligible candidates. &ut the drawback
of this approach is that sometimes the employer may get innumerable applications
of which many may be from unsuitable candidates. /herefore a lot of time may be
wasted on scrutini4ing the applications.
Re@e1e/>e
'pplicants introduced by e2isting employees or business friends can be a good
source of recruitment. Many employers prefer such candidates because some
screening takes place when a candidate is recommended. (ome concerns have
agreements with labour unions to give preference to relatives of e2isting and
retired employeeEs subject to prescribed 8ualifications and e2perience.
Co/9.832/>6
Many consulting firms perform recruitment and selection services for different
companies. /hese private agencies are speciali4ed concerns and serve as
intermediary between the enterprise and the applicants. 'fter receiving re8uisition
from a client company) the agency advertises the vacancy and receives
applications. #t may pass on the applications to the client company. /he recruiting
company gets the benefit of e2pertise. (uch agencies are well staffed with e2perts
and maintain high standards of ethical practices. Ma 1oi) People $ne) K -,) Mind
/ree are some of the well known placement consultancies in #ndia
Jo; Po1328
/he employers register annually with these web sites to have access on the
different kind of profiles available with them. /hese web portals advertise and
make candidates to upload their resumes. /hese resumes are categori4ed
according to their 8ualification) e2perience) and their skills. /hen the employers
have access to those profiles and contact those candidates in person who meet
their re8uirement. (ome of the popular job portals are Monsters) !aukri) Gobs
ahead) and /imes job.
P1o5o30o/ H T12/9@e1
#f the employer believes in the proverb Ca known devil is better than an unknown
angel> he will rely on the promotions and transfer. Jsually when the vacancy
arises at a higher level in an organi4ation) it is filled up by elevating a person who
comes ne2t in the organi4ational hierarchy. 1or e2ample) if the post of sales*
manager is vacant) the senior most sales officer with proven records can be
appointed for that post. /he process of elevating a person to a higher level job is
what is known as promotion. Promotion gives the individual concerned greater
authority and emoluments as well
/ransfer is the easiest way to filling up a vacancy. #f a particular department
has a couple of surplus staff and another department is short staffed. /he surplus
staff may be transferred to that other department. (uch an approach avoids the
need to dispense with surplus staff Lcalled retrenchmentH in one place and make
fresh recruitment in another place of the organi4ation. /he nature of work of the
employee in the new job) however) cannot be totally different from the one he was
doing earlier. /ransfer of an employee may be either from one section to another
or from one department to another or from one branch to another..
/he purpose of the 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 predictions made for any other candidates.
#nterviewing therefore involves processing and evaluating evidence about the
capabilities of a candidate in relation to the job specifications.
SELECTION PROCESS
(election is the process of picking individual Lout of the pool of job
applicantsH with re8uisite 8ualifications and competence to fill jobs in the
organi4ation.
' formal definition of selection is <#t is the process of differentiating
between applicants in order to identify Land hireH those with a greater likelihood of
success in a job.
Recruitment and selection are two crucial steps in 3R process and are often
used interchangeably. /here is) however) a fine distinction the two*steps. While
recruitment refers to the process of identifying and encouraging prospective
employees to apply for jobs) (election is concerned with picking the right
candidates from a pool of applicants. Recruitment is said to be positive in its
approach as it seeks to attract as many candidates as possible. (election) on the
other hand) is negative in its application in as much as it seeks to eliminate as
many un8ualified applicants as possible in order to identify the right candidates.
E/:01o/5e/328 @2>3o19 2@@e>30/g 9e8e>30o/
(election is influenced by several factors. More prominent among them are supply
and demand of specific skill in the labor market) unemployment rate) and labour*
market conditions) legal and political considerations. /he last three constitute the
internal environment of the selection process.
PRELIMINARY INTER$IE-
/he applicants received the job seekers would be subject to scrutiny so as to
eliminate un8ualified applicants. /his is usually followed by a preliminary
interview the purpose of which is more or less the same as scrutiny of applicants
that is elimination of un8ualified applications.
Preliminary interview) on the other hand reject misfits for reasons) which is not
appear in the application forms. &esides preliminary interview often called
Ccourtesy interview> is a good public relations e2ercise.
SELECTION TESTS
Gob seekers who pass the screening and the preliminary interview called for
tests. 0ifferent types of test may be administrated depending upon the job and the
company. "enerally tests are used to determine the applicant>s ability) aptitude
and personality.
A;08036 3e93% assist in determines how well and individuals can perform tasks
related to the job. 'n e2cellent illustration is the typing test given to a prospective
employee for a secretarial job.
AB303.=e 3e93% help in determine a person>s potential to learn in a given area.
Pe19o/28036 3e939% given to measure a prospective employee>s motivation to
function in a particular working environment. /here are various tests to assess the
candidate>s personality for e2ample self*sufficiency) neurotic tendency)
sociability) locus to control and self confidence.
I/3e1e93 3e939% used to measure individual>s activity preferences. /hese tests are
particularly useful for students considering many careers or employees deciding
upon career changes.
G12B4o8og6 3e93% is designed to analy4e the hand writing of an individual. #t has
been said that an individual>s handwriting can suggest the degree of energy)
inhibitions and spontaneity) as well as disclose the idiosyncrasies.
Po86g12B4 3e939% are designed to ensure accuracy of the information given in the
applications.
Me=0>28 3e93% reveal physical fitness of a candidate. With the developmental of
technology) medical tests have become diversified. 0rug tests help measure the
presence of illegalB or performance affecting drugs. "enetic screening identifies
genetic predispositions to specific medical problems. Medical servicing helps
measure and monitor a candidate>s physical resilience upon e2posure to ha4ardous
chemicals.
EMPLOYMENT INTER$IE-
#nterview is a formal) in depth conversation conducted to evaluate the
applicant>s acceptability. #t can be adapted to unskilled) skilled) managerial and
professional employees. #t allows a two way e2change of information) the
interviews learn about the applicant) and the applicant learns about the employer.
/he employment interview can be iH one to one iiH se8uential and iiiH panel
$ne to oneD
/here are only toe participant the interview and the interviewee. /his can be
the same as the preliminary interview.
(e8uentialD
/he se8uential interview tales the one to one a step further and involves a
series of interview. Jsually utili4ing the strength and knowledge base of each
interviewer) so that each interviewer can ask 8uestion in relation to his or her
subject area of each candidate) as the candidate move from room to room
Panel interviewD
/he panel interview consists of two or more interviewers and the figure
may go up to as many as -7. 'ny panel interview is less intimate and more formal
that the one to one) but id handled and organi4ed well it can provide the wealth of
information.
PHYSICAL EIAMINATION
'fter the selection decision and before the job offer is made) the candidate is
re8uired to undergo a physical fitness test. ' job offer is often contingent upon the
candidate being declared fit after medical e2amination. /he results of the medical
fitness tests are recorded in a statement and are preserver in the personnel records.
/here are several objectives behind physical test
-. Physical test is to detect if the individuals carriers any infectious diseases.
.. /he test assist in determining whether the applicant is fit to perform the
work
5. /he physical e2amination information may be used to determine if there are
certain physical capabilities which differentiate successful and less
successful employees.
6. Medical check up protects applicants with health defects from undertaking
work that could be detrimental to them selves or might otherwise endanger
the employer>s property.
7. Will protect employer from workers compensation claims that are not valid
because the injuries or illnesses were when the employee was hired.
JO" O!!ER
/he ne2t step in the selection process is job offer to those who have crossed
the entire previous hurdle. Gob offer is made through a letter of appointment. (uch
a letter generally contains a date by which the appointee must report on duty. /he
appointee must be given reasonable time for reporting. /his is particularly
necessary when he or she is already employment) in which case the appointee is
re8uired to obtain a relieving from the previous employer. 'gain a new job may
re8uire movement to another city that means considerable preparation and
movement of property.
/he company may also want the individual to delay the date of reporting on
duty. #f the new employee>s first job upon joining the company is to go on
training) the organi4ation may re8uest that the individuals> delays joining the
company until perhaps a week before such training begins. !aturally this practice
cannot be abused) especially if the individual and does not have sufficient
finances. 0ecency demands that the rejected applicants be informed about their
non*selection. /heir application may be preserved fro*future use) if any. #t needs
no emphasis that the applications of selected candidates must also be preserved
fro*future references.
RECRUITMENT :9. SELECTION
Re>1.035e/3 2/= Se8e>30o/ are two interrelated function but yet different.
-. Recruitment comes first and is followed by (election.
.. Recruitment is positive process while (election is a negative process.
5. Recruitment is calling large pool of candidates while (election is choosing the
suitable candidate.
6.Recruitment is the process of finding potential candidates for a Gob. while
(election is the process of selecting the right person for the right job.
7. When there is a Gob $pening)
S3eB 1 * Re>1.035e/3
O publish ads to let others know of the job openings.
O #nvite applications from various sources like consultants) referrals etc .
O (creening of resumes
Se3B & E Se8e>30o/
O 1ilter candidates who may be suitable for that particular job
O Conduct #nterviews
O Reference checks
O (elect the best of the best from the rest.
1.&.& Co5B2/6 P1o@08e
SELDOM TECHNOLOGIES
(%0$M /C3!$%$"; the leading #/ (olution company) is known for its
pioneering work in the field of #/ education) /raining ) Consulting) Web) and
Multimedia. $ur strong research orientation has helped us continuously innovate
and implement cutting*edge technologies.
#ts #/ services) /raining) business solutions) Projects 0elivery and outsourcing
bring you a level of integrity that no other competitor can match. ;ouEll
e2perience re8uirements that are met on*time) within budget) and with high
8ualityB greater efficiency and responsiveness to your businessB and the ability to
shift investment to strategic initiatives rather than tactical functions.
(%0$M develops ach and very #!0#M#0J'%s /'%!/s) ach and very
Customer>s #!1$RM'/#$! /C3!$%$";. /hat>s why <We &uild #/ for
you.= #ts core team also provides the necessary e2pertise to develop) maintain and
e2ecute end*to*end training solutions. Currently we furnish to a large segment of
clients across #ndia) e8uipping trainees with a comprehensive corporate skill kit)
performance tools) behavioral comfort and a thorough corporate acclimati4ation to
boost performance.
(0$M partners with its clients in achieving success in the global market with its
speciali4ed e2pertise in providing $nsite) $ffsite and $ffshore #/ services and
solutions. /he range of (%0$M services covers the entire spectrum from #/
architecture to application development and integration) maintenance)
enhancement) testing) /raining and #/ enabled services.
$ur strength relies on our determination to e2cel. We compliment this strength
with our achievements bringing real value to our customers. $ur relentless effort
in achieving this goal keeps us in*tune with the latest technologies through which
we provide ne2t generation solutions to match your re8uirements.
$ur talented development teams routinely produce award winning solutions) on
time) on budget) and on spec. We have honed our development process to
ma2imi4e productivity and minimi4e false starts and missteps. $ur proprietary
development process is rapid and iterative) generating e2cellent results in the
shortest possible timeframe.
$ISION
/o be a global #/ leader) accepting and overcoming advanced technologies) to
surpass customer e2pectations in an environment that is motivating) congenial
and fosters employee pride.
Primary objective is to convert vision in to realistic and viable technology
solutions) leveraging offshore resources. We strive to serve as an e2tendedAarm
to our clients by providing 8uality solutions in a cost effective manner by using
global delivery model.
JUALITY POLICY
<We at (%0$M #ndia) provide (oftware (olutions and (ervices) mbedded
(ystems) C'0 solutions and (ervices that meets the customer re8uirements
consistently in 8uality) delivery and cost.
We are committed to continual improvement in every activity of our organi4ation
and enhance productivity.
We aim to provide timely and cost effective 8uality products P services to our
customers.
We strive to create an environment which enables employees to adapt to new
technologies and customer needs.=
JUALITY O"JECTI$ES

Meet Customer e2pectation through on*time and error*free delivery.

3ave appropriate metrics to monitor improvement on a continual basis.

C3'P/R A .
&.1 PERCENTAGE ANALYSIS
T2;8e 1F '//#/J0 /$W'R0( (%C/#$! PR$C((
STAGES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
'P/#/J0 /(/ -7 5,
/C3!#C'% #!/RM#W -- ..
PR($!'% #!/RM#W .6 6:
/$/'% 7, -,,
C4213 1F '//#/J0 /$W'R0( (%C/#$! PR$C((
I/@e1e/>e%
1rom the above table it is inferred that 5,Q of the respondents found aptitude test
and ..Q of them found technical interview easy and 5,Q of them found personal
interview easy in selection process stages.
T2;8e &F ('/#(1'C/#$! $1 C$MP'!;>( C'RR P$%#C; '!0 "$'%(
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
;( 6: 9+
!$ . 6
/$/'% 7, -,,
C4213 & * ('/#(1'C/#$! $1 C$MP'!;>( C'RR P$%#C; '!0 "$'%(
I/@e1e/>e%
1rom the above table it is inferred that 9+Q of the respondents say that they are
satisfied with the company>s career policy and goals) 6Q of the respondents say
that they are not satisfied.
4%
96%
0
10
20
30
40
50
60
70
80
90
100
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T2;8e 3 F M'G$R #((J( 1$R C$%%'"J( %'M#!" /3 G$&
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
('%'R; 7 -,
W%1'R (C3M -7 5,
"R$W/3 -: 5+
G$& (CJR#/; -. .6
/$/'% 7, -,,
C4213 3 * M'G$R #((J( 1$R C$%%'"J( %'M#!" /3 G$&
I/@e1e/>e%
1rom the above table it is inferred that -,Q of the respondents feel that salary as
major issue) 5,Q of the respondents feel that welfare scheme as major issue) 5+Q
of the respondents feel that growth as major issue and .6Q of respondents feel
that job security as major issue for colleagues leaving the job.
T2;8e 4 F ('/#(1'C/#$! W#/3 /3 P';M!/
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
;( 67 9,
!$ 7 -,
/$/'% 7, -,,
C4213 4 * ('/#(1'C/#$! W#/3 /3 P';M!/
I/@e1e/>e%
1rom the above table it is inferred that 9,Q of the respondents say that they are
satisfied with the payment and -,Q of the respondents say that they are not
satisfied.
10%
90%
0
10
20
30
40
50
60
70
80
90
100
yes no
opinion
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T2;8e ' F MP%$;( "/ M$/#M'/#$! /$ /3 C$MP'!;>(
RW'R0 1$R /3#R C$!/R#&J/#$!.
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
;( 7, -,,
!$ , ,
/$/'% 7, -,,
C4213 ' * MP%$;( M$/#M'/#$! /$ /3 C$MP'!;>( RW'R0
1$R /3#R C$!/R#&J/#$!.
I/@e1e/>e%
1rom the above table it is inferred that -,,Q of the respondents say that they are
motivated by the company>s reward for their contribution.
,Q
100%
0
10
20
30
40
50
60
70
80
90
100
yes no
opinion
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T2;8e 6 F W';( $1 RW'R0
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
C'(3 #!C!/#M .. 66
K#!0 #!C!/#M , ,
PR$M$/#$! .: 7+
$/3R( , ,
/$/'% 7, -,,
C4213 6 * W';( $1 RW'R0
I/@e1e/>e%
1rom the above table it is inferred that 66Q of the respondents say that cash
incentives and 7+Q of the respondents say that promotion are the ways of rewards
given in the company.
T2;8e K F '//#/J0 /$W'R0( /R'#!#!" /3; J!0R"$! /$
%'R! ' G$&
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
;( 7, -,,
!$ , ,
/$/'% 7, -,,
C4213 K F '//#/J0 /$W'R0( /R'#!#!" /3; J!0R"$! /$
%'R! ' G$&
I/@e1e/>e%
1rom the above table it is inferred that -,,Q of the respondents had undergone
training to learn a job in the organi4ation.
0%
100%
0
10
20
30
40
50
60
70
80
90
100
yes no
opinion
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T2;8e 8 F R/!/ $1 MP%$;( ('/#(1'C/#$! W#/3 /3
/R'#!#!" PR$"R'M
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
/$ ' "R'/ R/!/ -+ 5.
/$ ($M R/!/ .. 66
/$ ' %#//% R/!/ + -.
0$!>/ K!$W + -.
/$/'% 7, -,,
C4213 8 * R/!/ $1 MP%$;( ('/#(1'C/#$! W#/3 /3
/R'#!#!" PR$"R'M
I/@e1e/>e%
1rom the above table it is inferred that 5.Q of the respondents are satisfied to a
great e2tent) 66Q are satisfied to some e2tent) -.Q of the respondents feel that
they are satisfied to a little e2tent and -. Q of respondents feel they don>t know
the e2tent of satisfaction with the training program given by the company.
T2;8e ( F R(P$!(( '&$J/ RCRJ#/M!/ #!1$RM'/#$! RC#M0
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
/3R$J"3 1R#!0( .9 7:
C'MPJ( -, .,
$/3R( -- ..
/$/'% 7, -,,
C4213 ( *R(P$!(( '&$J/ RCRJ#/M!/ #!1$RM'/#$! RC#M0
I/@e1e/>e%
1rom the above table it is inferred that 7:Q of the respondents received
recruitment information through friends) .,Q of the respondents through campus
and ..Q of the respondents through other medias.
T2;8e 10 F M'/R#'%( "#M! 0JR#!" RCRJ#/M!/ PR$C((
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
&$$K %/( -6 .:
&R$'C3R( .6 6:
%'1%/( -. .6
/$/'% 7, -,,
C4213 10 * M'/R#'%( "#M! 0JR#!" RCRJ#/M!/ PR$C((
I/@e1e/>e%
1rom the above table it is inferred that .:Q of the respondents received booklets
during recruitment process) 6:Q of the respondents received broachers and .6Q
of the respondents received leaflets during recruitment process.
T2;8e 11F R(P$!(( W3/3R C$MP%/ #!1$RM'/#$! '&$J/
G$& W'( "#M! 0JR#!" (CR!#!"
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
;( 67 9,
!$ 7 -,
/$/'% 7, -,,
C4213 11* R(P$!(( W3/3R C$MP%/ #!1$RM'/#$! '&$J/
G$& W'( "#M! 0JR#!" (CR!#!"
I/@e1e/>e%
1rom the above table it is inferred that 9,Q of the respondents received complete
information about job during screening and -,Q of the respondents had not
received complete information about the job in the company.
10%
90%
0
10
20
30
40
50
60
70
80
90
100
yes no
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T2;8e 1& F R(P$!(( W3/3R RCRJ#/M!/ 1R$M R/R!'%
($JRC( 1$R 3#"3R %M% G$&( '11C/( /3 M$/#M'/#$! '!0
%$;'%/; $1 R#(/#!" (/'11
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
;( 5+ ?.
!$ -6 .:
/$/'% 7, -,,
C4213 1& F R(P$!(( W3/3R RCRJ#/M!/ 1R$M R/R!'%
($JRC( 1$R 3#"3R %M% G$&( '11C/( /3 M$/#M'/#$! '!0
%$;'%/; $1 R#(/#!" (/'11
I/@e1e/>e%
1rom the above table it is inferred that ?.Q of the respondents say) yes and .:Q
of the respondents say no to the fact that recruitment from e2ternal sources for
higher level jobs affects the motivation and loyalty of the e2isting staffs.
28%
72%
0
10
20
30
40
50
60
70
80
90
100
yes no
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T2;8e 13 F W3'/ M'0 /3 MP%$;( /$ !/R #! /$ /3#( 1#%0
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
(K#%% (/ -7 5,
/C3!$%$"; ., 6,
#./ 1#%0 -6 .:
$/3R( - .
/$/'% 7, -,,
C4213 13 * W3'/ M'0 /3 MP%$;( /$ !/R #! /$ /3#( 1#%0
I/@e1e/>e%
1rom the above table it is inferred that 5,Q of the respondents entered in to this
field due to skill set) 6,Q of the respondents due to technology) .:Q of the
respondents due to #./ field and .Q of the respondents entered due to other
reasons.
T2;8e 14 F R(P$!(( W3/3R /3 MP%$;( 3'0 /3
!C(('R; (K#%%( '/ /3 /#M $1 G$#!#!"
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
;( 6+ 9.
!$ 6 :
/$/'% 7, -,,
C4213 14* R(P$!(( W3/3R /3 MP%$;( 3'0 /3
!C(('R; (K#%%( '/ /3 /#M $1 G$#!#!"
I/@e1e/>e%
1rom the above table it is inferred that 9.Q of the respondents had necessary
skills and :Q of the respondents didn>t had the necessary skills re8uired at the
time of joining. #t includes such as communication skill) adaptability etc.
8%
92%
0
10
20
30
40
50
60
70
80
90
100
yes no
opinion
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T2;8e 1' F R(P$!(( W3/3R /3 C$MP'!; PR$M#0( !$J"3
$PPJR/J!#/; /$ #!/R'C/ W#/3 $/3R MP%$;( $! '
!$RM'% %M%
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
;( 65 :+
!$ ? -6
/$/'% 7, -,,
C4213 1' * R(P$!(( W3/3R /3 C$MP'!; PR$M#0( !$J"3
$PPJR/J!#/; /$ #!/R'C/ W#/3 $/3R MP%$;( $! '
!$RM'% %M%
I/@e1e/>e%
14%
86%
0
10
20
30
40
50
60
70
80
90
100
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1rom the above table it is inferred that :+Q of the respondents feels that the
company provides enough opportunity to interact with other employees on a
normal level and -6Q of the respondents feels that the company doesn>t provides
enough opportunity to interact with other employees on a normal level.
T2;8e 16 F M'!'"M!/ J!0R(/'!0#!" /$W'R0( /3
PR$&%M( 1'C0 &; /3 MP%$;( #! /3#R G$&
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
;( 56 +:
!$ -+ 5.
/$/'% 7, -,,
C4213 16 F M'!'"M!/ J!0R(/'!0#!" /$W'R0( /3
PR$&%M( 1'C0 &; /3 MP%$;( #! /3#R G$&
I/@e1e/>e%
32%
68%
0
10
20
30
40
50
60
70
80
90
100
yes no
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1rom the above table it is inferred that +:Q of the respondents feels that the
management understands the problems faced by the employees and 5.Q of the
respondents feels that the management doesn>t understands the problems faced by
the employees in their job.
T2;8e 1K F '!; C$!/R'C/ L&$!0H #( (#"!0 &; /3 MP%$;(
W3#% G$#!#!" /3 $R"'!#('/#$!
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
;( 7, -,,
!$ , ,
/$/'% 7, -,,
C4213 1K F '!; C$!/R'C/ L&$!0H #( (#"!0 &; /3 MP%$;(
W3#% G$#!#!" /3 $R"'!#('/#$!
I/@e1e/>e%
1rom the above table it is inferred that -,,Q of the respondents had signed a
contract LbondH while joining the organi4ation.
T2;8e 18 F ('/#(1'C/#$! %M% $1 /3 MP%$;( W#/3 /3
R#(/#!" G$&
RESPONSES
NO. O!
RESPONDENTS
PERCENTAGE O!
RESPONDENTS
3#"3%; ('/#(1#0 7 -,
('/#(1#0 6, :,
!J/R'% 7 -,
0#(('/#(1#0 , ,
3#"3%; 0#(('/#(1#0 , ,
/$/'% 7, -,,
0%
100%
0
10
20
30
40
50
60
70
80
90
100
yes no
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C4213 18 * ('/#(1'C/#$! %M% $1 /3 MP%$;( W#/3 /3
R#(/#!" G$&
I/@e1e/>e%
1rom the above table it is inferred that -,Q of the respondents are highly
satisfied) :,Q of the respondents are satisfied and -,Q of the respondents are
neutral with the e2isting job.
T2;8e 1( F /3 CJRR!/ G$& R%'/0 /$ 'R' $1 #!/R(/
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
;( 6, :,
!$ , ,
P'R/#'% -, .,
/$/'% 7, -,,
C4213 1( * /3 CJRR!/ G$& R%'/0 /$ 'R' $1 #!/R(/
I/@e1e/>e%
1rom the above table it is inferred that :,Q of the respondents feels that the
current job is related to the area of their interest and .,Q of the respondents feels
that the current job is partially related to the area of their interest.
T2;8e &0 F '//#/J0 /$W'R0( MP%$;( (/R(( '/ W$RK
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
;( 7 -,
!$ 9 -:
P'R/#'% 5+ ?.
/$/'% 7, -,,
C4213 &0 * '//#/J0 /$W'R0( MP%$;( (/R(( '/ W$RK
I/@e1e/>e%
1rom the above table it is inferred that -,Q of the respondents get stressed at
work) -:Q of the respondents don>t get stressed at work and ?.Q of the
respondents get partially stressed at work.
T2;8e &1F C'RR "R$W/3 '!0 $PP$R/J!#/#( 1$J!0 #! G$&
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
(/R$!"%; '"R -. .6
'"R 5+ ?.
0#('"R , ,
(/R$!"%; 0#('"R . 6
/$/'% 7, -,,
C4213 &1* C'RR "R$W/3 '!0 $PP$R/J!#/#( 1$J!0 #! G$&
I/@e1e/>e%
1rom the above table it is inferred that .6Q of the respondents strongly agree)
?.Q of the respondents agree and 6Q of the respondents strongly disagree that
career growth and opportunities are found in their job.
T2;8e && F 'R'( /3 C$MP'!; !0( /$ #MPR$M 1$R &//R
C$MM#/M!/ W#/3 /3 G$&
RESPONSES NO. O! RESPONDENTS
PERCENTAGE O!
RESPONDENTS
('%'R; 5 +
W%1'R (C3M 9 -:
G$& (CJR#/; -, .,
$/3R( .: 7+
/$/'% 7, -,,
C4213 && F 'R'( /3 C$MP'!; !0( /$ #MPR$M 1$R &//R
C$MM#/M!/ W#/3 /3 G$&
I/@e1e/>e%
1rom the above table it is inferred that +Q of the respondents feels that the
company needs to improve salary) -:Q of the respondents feels that welfare
schemes has to be improved) .,Q of the respondents feels that job security has to
be improved and 7+Q of the respondents feels that other areas of the company has
to be improved for better commitment with the job.
CHI-SQUARE TEST
AIM:
To test the significance difference between cash incentive and prootion
which are the two ways of rewards given in se!do techno!ogies"
NULL HYPTHESIS !H
"
#:
There is no significance difference between cash incentive and prootion"
ALTERNATI$E HYPTHESIS !H
%
#:
There is significance difference between cash incentive and prootion"
&a's of re(ards Cas)
incenti*e
pro+otion Tota,
satisfaction
Yes 16 21 -.
No 7 6 %-
Tota, /- /. 0"

E -E !-E#1/ !-E#1/2E
16 17"02 #1"02 1"0404 0"061
7 5"98 1"02 1"0404 0"173
21 19"98 1"02 1"0404 0"052
6 7"02 #1"02 1"0404 0"148
TTAL "34-4
5egree f 6reedo+ !5336# 7 !r-%#8!c-%#
$ %2#1&'%2#1&
$1'1$1"
TA9LE $ALUE:
Tab!e (a!)e of :/ for ; 0< is -3=4%3
RESULT:

The *a!c)!ated (a!)e of +2 is "34-4 which are !esser than the tab)!ated
va!)e -3=4%" ,ence the n)!! hypothesis is accepted"
IN6ERENCE:
There is no significance difference between cash incentive and prootion"
I/3e1:28 E9305230o/ Me34o=
A05%
/o find out whether the respondents had the necessary skills re8uired at the
time of joining.
T2;8e
RESPONSE TO-ARDS REJUIRED S#ILLS POSSESED AT THE TIME
O! JOINING
S.NO RESPONSES RESPONDENTS PERCENTAGE
O!
RESPONDENTS
1. YES 46 (&
&. NO 4 8
TOTAL '0 100
INTERPRETATION
1rom the above table it is clear that 9.Q of the respondents possessed re8uired
skills at the time of joing and :Q of the respondents didn>t posses the re8uired
skills at the time of joining.
CALCULATION
!o15.82 L P S -.9+TPI
!
;esK 6+ ) !oK6 ) !K7,
PK 6+ K ,.9. ) IK -*PK -*,.9. K ,.,:
7,
K L,.9.*-.9+T,.9.O,.,: ) ,.9.U-.9+T,.9.O,.,:H
7, 7,
K L,.:67) ,.997H
K L,.:67O-,,) ,.997O-,,H
K L:6.7Q) 99.7QH
CONCLUSION
/herefore it was found that at 97Q of confidence level) the respondents had
the re8uired skills between :6.7Q to 99.7Q.
C3'P/R A 5
3.1 !INDINGS O! THE STUDY
/he study was an effort to understand and to analy4e the recruitment process and
its effectiveness and the followings findings were inferred.

/he study reveals that 6:Q of the respondents feel personal interview was the
easiest recruitment stage. 9+Q of the respondents are satisfied with the company>s
career policy and goals. 5+Q of the respondents feel that growth as major issue for
colleagues leaving the job. 9,Q of the respondents are satisfied with the payment.
7+Q of the respondents say that promotion is the reward given in the company.
66Q are satisfied to some e2tent with the training program given by the company.
7:Q of the respondents received recruitment information through friends. 6:Q of
the respondents received broachers during recruitment process. 9,Q of the
respondents received complete information about job during screening. ?.Q of
the respondents feels that recruitment from e2ternal sources for higher jobs affects
the motivation and loyalty of e2isting staff. 6,Q of the respondents entered in to
this field due to technology. 9.Q of the respondents had necessary skills re8uired
at the time of joining. :+Q of the respondents feels that the company provides
enough opportunity to interact with other employees on a normal level. +:Q of
the respondents feels that the management understands the problems faced by the
employees. :,Q of the respondents are satisfied with the e2isting job. :,Q of the
respondents feels that the current job is related to the area of their interest. ?.Q
of the respondents get partially stressed at work. ?.Q of the respondents agree
that career growth and opportunities are found in their job. 7+Q of the
respondents feels that other areas of the company has to be improved for better
commitment with the job.
3.& SUGGESTIONS%
#t is suggested thatD
-. &ased on the findings of the study) management should focus on
appropriate selection process for recruiting the potential candidate.
.. /he management should increase the salary to attract the potential
candidate and to retain the present potential employee.
5. /he management should provide complete information about the job
during screening process.
6. /he organi4ation should reduce the senior work pressure) and should
maintain proper work timings attract the potential candidate and to retain
the potential employee.
7. Management should reduce the false commitment that is being given to
the employee at the time of recruitment.
+. /he management should provide proper training to their employees.
?. /he management should provide job security to their employees.


1.3 CONCLUSION%
Recruitment is said to be the life blood of any business organi4ation. 'n
effective Recruitment process helps an organi4ation to withstand the
competition and to overcome the competitors. /he study focuses on the
analysis of the recruitment and selection process in (%0$M
/C3!$%$"#(.
/he management can take necessary action to reduce its e2penditure and
increase its income level and profit by adopting effective recruitment process
and Meet the organi4ations legal and social obligations regarding the
composition of its workforce. 's a result it is concluded that) any organi4ation
that aims to achieve success in this century) this could be the right time to
adopt proper recruitment process in their organi4ation.
"I"LOGRAPHY
-. 3JM'! R($JRC M'!'"'M!/
*C.& M'M$R#') (.M."'!K'R
.. PR($!!% M'!'"'M!/
*/R#P'/3#
5. R('RC3 M/3$0$%$";
*C.R.K$/3'R#
6. &J(#!(( (/'/#(/#C(
*(.P "JP/'.#!/R' "JP/'
APPENDICES
A STUDY ON THE RECRUITMENTATION IN
SELDOM TECHNOLOGIES
J.e930o//201e%
0ear (irN Madam)
# am M.(aranya M&' Vfinal yearW of RMK !"#!R#!"
C$%%" conducting a research )A STUDY ON RECRUITMENT AND
SELECTION IN SELDOM TECHNOLOGIES*.
# will be grateful if you kindly help me by filling up this 8uestionnaire.
PRIMARY O"JECTI$E%
/$ (/J0; RCRJ#/M!/ '!0 (%C/#$! PR$C(( 1$R 0'/' C$!MR(#$!
PR$GC/ #! (%0$M /C3!$%$"#(.
SECONDARY O"JECTI$E%
/$ '!'%;( /3 11C/#M!(( $1 RCRJ#/M!/ '!0 (%C/#$!
/$ '!'%;( ($JRC( $1 RCRJ#/M!/ PR$C((
/$ '!'%;( G$& 0(CR#P/#$! $1 (%C/#$!
/$ '!'%;( C$(/ $1 (%C/#$!
(J""(/#$!( /$ #MPR$M /3 CJRR!/ G$&
PERSONAL PRO!ILE%
N25e%
Se<% M28eH!e528e
Age% FFFFFFFFFFFFFFF years
E<Be10e/>e% FFFFFFFFFFFFFFF
M210328 S323.9% Jnmarried Married
Po9030o/H Le:e8% (enior Middle Gunior
J.280@0>230o/% -.
/3
J." P."
TO ANALYSE THE E!!ECTI$ENESS O! RECURITMENT AND
SELECTION PROCESS%
-. Which stage of selection process you would find it easy@
a. 'ptitude /est)
b. /echnical interview)
c. Personal #nterview.
.. 0uring the interview process recruiters briefing about *
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Company
2pectations of the
organi4ation
Gob specification P /itle
(alary package P
welfare
1acilities Llike food)
/ransportation)
accommodation etc.)
5. 're you satisfied with the company>s career policy and goals@
a. ;es
b. !o

6. What are the major issues for colleagues leaving the job@
a. (alary)
b.Welfare (cheme)
c. "rowth)
d. Gob (ecurity.

7H 3ow did you feel the contents of the offer letter issued by the organi4ation@
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(alary
%ocation
Position
/ime allotted for joining
0ocuments Re8uired for
joining
-. 're you satisfied with the payment@
a. ;es)
b. !o.
.. 0id Company rewards you for your contributions @
a. yes
b. !o
5. #f yes) what are the ways of rewards@
a. Cash #ncentive>s)
b. Kind #ncentive
c. Promotion
d. others.
6. 're you satisfied with the training program given to you@
a. /o a great e2tent
b. /o some e2tent
c. /o a little
d. 0on>t know
7. 3ave you undergone training to learn a job@
a. ;es)
b. !o.
TO ANALYSE SOURCES O! RECRUITMENT PROCESS
-. 3ow did you receive information about Recruitment@
a. /hrough 1riends )
b. mployment 2change)
c. Campus)
d. others

.. What were given to you during recruitment process@
a. &ook let)
b. &rouchers)
c. %eaflet)
d. Company "ift.
5. Was complete information about job given to you during screening@
a. ;es)
b. !o.
6. What attracted you to apply for the job N join the company@
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Creative advertisement
#mage of the company
(alary
$rganisation culture
7. Recruitment from e2ternal sources for higher level jobs) affects the
motivation and loyalty of e2isting staff @
a. ;es
b. !o
TO ANALYSE JO" DESCRIPTION O! RECURITMENT%
-. What made you to enter in to this field@
a. (killset
b. /echnology
c. #./ field
d. $thers
.. 0id you have the skill necessary at the time of joining@
a. ;es)
b. !o.
5. #f no what skills were re8uired@
a. Communication (kills)
b. 'daptability)
c. $thers.
6. 0oes the company provide you an enough opportunity to interact with
other employees on a normal level@
a. ;es
b. !o
7. 0oes the management understand the problem you face on your jobs@
a. ;es
b. !o
SUGGESTIONS TO IMPRO$E THE CURRENT JO"%
-. 're you satisfied with the e2isting job@
a. Mery satisfied
b. (atisfied
c. !either
d. 0issatisfied
e. Mery dissatisfied
.. #s the current job related to area of interest@
a. ;es
b. !o
c. Partial
5. 0o you find career growth and opportunities in your current job@
a. (trongly agree
b. 'gree
c. (trongly disagree
d. 0isagree
6. 0o you get stressed at work@

a. ;es
b. !o
c. Partial
7. What are the areas the company needs to improve for the improving
commitment with the current job@
a. (alary)
b.Welfare (cheme)
c. Gob (ecurity)
d. $thers