A

PROJECT REPORT

ON

RECRUITMENT & SELECTION PROCESS AT ESCORTS

AGRI MACHINERY GROUP (AMG)

Submitted To Monika Mam

Submitted By - Manpreet Singh
Roll No 1525595 (BBA)
 CONTENTS

S.No. Chapter Name Page No.

1. Introduction 5
2. Overview to the Tractor Industry. 9
Escorts Group
Company Profile

3. Objective of study 24

4. Recruitment Policies at ESCORTS 26

Recruitment Process at ESCORTS

5. Selection Process 43

6. Candidate Assessment
And Analysis 45

7. Suggestions, Recommendation 48
Limitations

8. Conclusion 53

References
Annexure
 INTRODUCTION

Many students may have done work on this project in different ways. I have also tried to
work on this project in a different way. It was for the first time I got the opportunity to
work in such a prestigious and well known organization. And things, which I have
experienced in my training time, are going to help me through out my lifetime. I have
worked on this project with great enthusiasm and zeal. I have tried to cover almost all the
things, which I have experienced and learned from the companys management. No doubt
at present working atmosphere is fine but it needs some alternations, keeping in mind this
view; I have also suggested some improvements/suggestions.

Successful employment planning is designed to identify an organizations human

resource needs. Once these needs are known, an organization will plan their activities to
reach them. The next step, then, in staffing function assuming, of course, that demand for
certain skills, knowledge and abilities, is greater than current supply- is called recruiting.
This activity makes possible for a company to acquire the necessary people to ensure the
continued operation of the organization. Recruiting is the process of discovering
potential candidates for the actual or anticipated organizational vacancies or in other
words it is the linking activity- bringing together those jobs to fill and those seeking
jobs.

Also defined, as Recruitment is the process of findings and attracting capable

applicants for employment. The process begins when new recruits are sought and ends
when their applications are submitted. The result is the pool of applicants from which
new employees are selected.
 PURPOSE AND IMPORTANCE

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

candidates. Specifically, the purposes are to:

1. Determine the present and future requirements of the organization in conjunction

with its personnel planning and job-analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of
visibly under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will
receive the organization only after a short period of time.
5. Meet the organizations legal and social obligations regarding the composition of
its workforce.
6. Begin identifying and preparing potential job applicants who be appropriate
candidates.
7. Increase organizational and individual effectiveness in the short term and long
term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.
Recruitment represents the first contact that a company makes with potential employees.
It is through recruitment that many individuals will come to know a company, and
eventually decide whether they wish to work for it. High quality employees cannot be
selected when better candidates do not know of job openings, are not interested in
working for the company and do not apply.
EMPLOYMENT PLANNING AND FORECASTING

Employment or personnel planning is the process of deciding what positions the firm will
have to fill and how to fill them. Personnel planning involve all the firms future position.
However, most companies use succession planning (growth, future prospects, technology
deployment) to refer to the process of deciding how to fill the companys most important
executive jobs. Employment planning is an integral part of a firms strategic and HR
planning process.

Forecasting Personnel Needs

The usual process is to forecast revenues first. Then estimate the size of the staff required
to achieve high volumes. In addition to expected demand, staffing may reflect:

1) Projected turnover
2) Quality and Skills of employees
3) Strategic decisions to upgrade the quality of products or services or enter into
new markets.

4) Technological deployment and other changes resulting in increased productivity

5) The financial resources available to your department.

Following are the several methods to predict employment needs:

Trend Analysis:.
Ratio Analysis:
The Scatter Plot.
Managerial judgment

CONSTRAINTS IN RECRUITING
While the ideal recruitment effort will bring in a satisfactory number of qualified
applicants who will take the job if it is offered, the realities cannot be ignored. For
example, the pool of qualified applicants may not include the best candidate; or the best
candidate may not want to be employed by the organization. These other constraints on
recruiting efforts limit human resource recruiters freedom to recruit and select a
candidate of their choice. However, we can narrow our focus by suggesting five special
constraints:

1: Image of the organization:

2: Attractiveness of the job:

3: Internal organizational policies:

4: Government influence:.

5: Recruiting cost

STEPS INVOLVED IN RECRUITMENT AND SELECTION

I) Employment planning and forecasting.

II) Recruiting: Building a pool of candidates.
III) Applicants complete application forms.
IV) Use selection tools like tests to screen out most applicants.
V) Interviewer interviewed final candidates to make final choice.
VI) Candidate becomes employee.

EFFECTIVE RECRUITING
Assuming the company authorizes to fill a position, the next step is to develop an
applicant pool, using one or more of the recruiting sources described below. Its hard to
over emphasize the importance of effective recruiting. The more applicants a company
gets, the more selective it can be in hiring the best.

Effective recruiting is increasingly important today, for several reasons. First, the ease of
recruiting tends to ebb and flow with economic and employment levels. The increased
emphasis on technology and therefore on skilled human capital also demands more
selective hiring and thus a bigger applicant pool.

Finding the right inducements for attracting and hiring employees can be a problem.

Aggressive recruiting is therefore often the name of the game.

FACTORS GOVERNING RECRUITMENT

Given its key role and external visibility, recruitment is naturally subject to influence of

External Forces Internal Forces

Supply and Demand Recruitment Policy

Unemployment HRP
Recruitment
Rate Size of the firm
Labor Market Cost
Political-Social Growth and
Image Expansion

several factors. These include external as well as internal forces.

INDIAN TRACTOR INDUSTRY

India is predominantly an agricultural country.70% of the population lives in villages and
villagers depends upon agriculture for their bread and butter. Since Indian valley
civilization, agriculture is the main source of income but at that time the agriculture was
manual work. Before independence Indian agriculture was in very bad situation. But
since 1947, when India became independent, the farmers also became independent. They
had seen many ups and downs in their income. After independence in five-year plans,
first priority was assigned to agriculture government tried best to improve the industry
but a systematic planned approach for development started in 1950, since than irrigation
was recognized as key factor for agriculture. Education and research were also taken as a
major initiative.

All these developments made mechanization mandatory for agriculture and imports of
tractors began. Acceptance of mechanization was slow, in fiftys the use of tractor was
very low. Green Revolution was the result of tractor was barely 10000 in 1970. The
industry was producing around 25000 to 30000 tractors. Today, India is the largest tractor
market estimating 2185000 tractors per annum with the annual growth of 12.3. Today the
tractor industry is of about 5000 crores.

ESCORTS GROUP
The Escorts Group is among India's leading engineering conglomerates operating in the
high growth sectors of Agri-Machinery, construction & material handling equipment,
railway equipment and auto components.

Having pioneered from mechanization in the country, Escorts has played a pivotal role in
the agricultural growth of India. Escort, Farmtrac and Powertrac are the widely accepted
and preferred brands of tractors from the house of Escorts.Over a million tractors and
over 16,000 construction and material handling equipment that have rolled out from the
facilities of Escorts, complemented by a highly satisfied customer base, are testimony to
the manufacturing excellence of Escorts.Technological and business collaboration with
world leaders over the years,Globally competitive indigenous engineering capabilities,
over 1600 sales and service outlets and footprints in over 40 countries have been
instrumental in making Escorts the Indian multinational.

VISION
We aim for the modernization & expansion activities. It includes the spirit of enterprise
and dynamism. We are here to initiate many high growth activities.

Empowerment and meaningful allocation of responsibilities coupled with continuous

learning and development on the basic tenet of HRD at ESCORTS.
We strive to be the strongest and respected engineering company in the country. We will
achieve this by clearly positioning ourselves in a competitive environment; enhance our
brand equity through international quality product, market leadership, enlarged customer
base, better cost control and pricing opportunities

We feel responsible to our employees. We must respect their dignity and recognize their
merit. Each one of us must uphold the core values of the professionals of the company.

As responsible corporate citizens, we must not only encourage civic improvements, better
health and education, but also protect our environment and natural resources.

Our final responsibility is to our stake holders. Business must make a sound profit and
thus be investor attractive. We must experiment with new ideas, new products. When we
operate on these principles, the stake holder should realize a fair return.

ESCORTS JOURNEY IN A SNAPSHOT

AGRI MACHINERY GROUP (AMG)
Businesses
In 1960, Escorts set up the strategic Agri Machinery Group (AMG) to venture
into tractors.

In 1965, we rolled out our first batch of tractors under the brand name of Escort.

In 1969 a separate company, Escorts Tractors Ltd., was established with equity
participation of Ford Motor Co., Basildon, UK for the manufacture of Ford
agricultural tractors in India.

In the year 1996 Escorts Tractors Ltd. formally merged with the parent company,
Escorts Ltd.

Since inception, we have manufactured over 1 million tractors.

Technologies

Escorts AMG has three recognized and well-accepted tractor brands, which are on
distinct and separate technology platforms.

Farmtrac: World Class Premium tractors, with single reduction and epicyclic
reduction transmissions from 34 to 75 HP.
 Powertrac: Utility and Value-for-money tractors, offering straight-axle and hub-
reduction tractors from 34 to 55 HP. Indias No.1 economy range engineered to
give spectacular diesel economy.
Escort: Economy tractors having hub-reduction transmission and twin-cylinder
Engines from 27 to 35 HP. Pioneering brands of tractors introduced by Escorts
with unbeatable advantages.

International Subsidiaries

Escorts AMG has one international subsidiary.

Farmtrac Tractors Europe Sp.z o.o.in Poland.
We now cater to 41 countries

Functional Excellence

Manufacturing
Quality assurance
Material Management
Sales &Marketing
Knowledge Management
Finance
Human Resource
Information Technology

Escorts has made substantial investments towards the modernization of farm

technology. The Escorts Institute of Farm Mechanization (EIFM) at Bangalore is a
unique center where training is imparted in operation, maintenance and repair of farm
machinery.
AMMD STRUCTURE
 ORGANIZATION HIERARCHY

Table of Organizational Hierarchy (Grading)

TOP SENIOR MIDDLE JUNIOR

MANAGEMENT MANAGEMENT MANAGEMENT MANAGEMENT

MANAGING CHIEF GENERAL CHIEF ASSISTANT

DIRECTOR & MANAGER MANAGER(G-2)
MANGER(G-8)
CEO(G-11) (G-5)

VICE PRESIDENT GENERAL SENIOR EXECUTIVE

MANAGER(G-4) (G-1)
(G-10) MANAGER(G-7)

ASSOCIATE DEPUTY MANAGER(G-3)

GENERAL
VICE PRESIDENT
MANAGER(G-6)
(G-9)

DOMESTIC PRESENCE (AMMD)

AMMD operates at total 34 area offices extending over the territory of the Indian
mainland. These 34 area offices are spread across 7 Zones (regions of operations) as
given in the table below.

S. No ZONES STATES INCLUDED

1 ZONE 1 Haryana, Punjab, HP, J&K

2 ZONE 2 UP ,Uttaranchal & Nepal

3 ZONE 3 Rajasthan

4 ZONE 4(EAST) Bihar, Jharkhand, Orissa, West Bengal,

North Eastern states.

5 ZONE 5 MP, Chhattisgarh, Maharashtra, Gujarat

& Goa

6 ZONE 6 Karnataka, Tamil Nadu & Kerala

7 ZONE7 Andhra Pradesh

ESCORTS GOING GLOBAL

Of Credit) business a special vehicle provided to us by Government of India to launch
our products effectively in African market To consolidate our presence in the overseas
markets ESCORTS:
Joint venture Pol-Mot Escorts Spolka Z.O.O., Poland takes care of the
assembly and marketing of tractors in Poland and other East European
countries

Along with achieving high market share in domestic market, Escorts with its
Farmtrac range of tractors has spread its wings to international boundaries as
well.

We have acquired 100 % equity in this subsidiary i.e. Farmtrac Tractors

Europe Sp. Z o with FTES products successfully EU homologated

Market leader in Africa, with presence in 22 African countries.

Our DG Set business has been initiated in the overseas market with our first
order to Kenyan market.

Brand reinforcement and enriched experience through Spare Parts & Service
support offering
VISION

HR shall strive towards creating a learning organization of self-directed and

self -regulated, self-motivated work groups, who synergies themselves
towards surpassing the highest standards of excellence and achievement of
common objectives.
HR will act, as a catalyst in creating a culture of openness and trust wherein
each member of the organization will have ample opportunity to actualize
his/her full potential. Empowerment and meaningful allocation of
responsibilities coupled with continuous learning and development on the
basic tenet of HRD at ESCORTS

MISSION

We will strive to be the best in all we do and lead by example in our chosen
field.
We will achieve excellence in teamwork through empowerment.
We will build a peoples organization characterized by dignity and respect for
every individual.
We will recognize changing market needs and use new technology to build a
financially sound and profitable organization.

HR OBJECTIVES
 Business Driven: HR shall be an integral part of companys business plan and
strategies and shall proactively respond to the needs of business, to become a
major factor in achieving business objectives.
Competency Building: Competency of employees shall be continually
enhanced to attain world class performance/standards.
Continuous Improvement: HR will be developing tool for continuous
improvement within the organization as to respond to the organizational needs.
Quality of Work Life: creating and sustaining healthy organization culture,
designing meaningful jobs and innovative HR practices and innovations, shall
continuously enrich the quality of work life of the company.

VALUES AND BELIEFS

RESPONSIBLE: We are responsible to our employees,
community and other segments of society.

ETHICAL: We are committed to the highest standards

of ethics, integrity, honesty and fairness in our approach.
We have respect and concern for individual customers,
employees, suppliers and other members of society.

INNOVATIVE: We strive continually for newer and better ways to meet the
customer needs by innovatively improving our products.

PROFITABLE: We expect profit; profit from work that benefit humanity. We maintain the
financial health of the enterprise and provide a very attractive return to our organization.

OBJECTIVE OF STUDY
The appropriate study design formulated is detailed below.
 Exploratory research: this kind of research has the primary objective of
development of insights into the problem. It studies the main area where the
problem lies and also tries to evaluate some appropriate courses of action.

The research methodology for the present study has been adopted to reflect these
realties and help reach the logical conclusion in an objective and scientific
manner.

The present study contemplated an exploratory research

OBJECTIVE OF THE STUDY

The Objective of my study is to understand and critically analyze the Recruitment and
Selection Procedure at Escorts Ltd. The title, which is:

THE STUDY AND ANALYSIS OF THE RECRUITMENT, SELECTION AND

INDUCTION PROCESS OF VARIOUS SALES AND SERVICE POSITIONS AT
ESCORTS-AMG

To Understand and Analyze various Factors affecting the Recruitment and

Selection Procedure at Escorts Ltd.

To find the reason for the higher expenditure in the recruitment and
selection process.

To provide the alternate systems for Head hunting and apply them in the
system

The main goal of my project is to find out the frequency, uses, modifications,
improvements and appropriate suggestions .It would be my great pleasure, if this project
can help this company to achieve its goal higher.

SCOPE OF THE STUDY

The Key Points of my Research Study are:-
 1. To Study the Facts about the Escorts Ltd. as a Group.
2. To Understand and Analyze various H.R. Factors affecting the Recruitment and
Selection Procedure at Escorts Ltd. To Suggest any Measures and Recommendations
for the improvement of the Recruitment Procedure.

NATURE OF HEAD HUNTING

Secondary data Sources: Secondary data that is already available and published .It
could be internal and external source of data. Internal source: which originates from the
specific field or area where research is carried out e.g. publish broachers, official reports
etc.

External data Source: This originates outside the field of study like books, periodicals,
journals, newspapers and the Internet.

Secondary data has been used which is collected through articles, reports, journals,
magazines, newspapers reports prepared by research scholars, universities and internet.

This also included the headhunting through various portals, which also comprises of
www.naukri.com. (Annexure 3). This system was launched in the company on 11th May
by the HR team for developing an internal system of head hunting the Right candidates
for Right jobs base on the job analysis done.

RECRUITMENT POLICIES AT ESCORTS

ESCORTS Group believes in translating its business strategy into a manpower plan and
develop a recruitment program accordingly, which will enable it to attract and select
people with the appropriate combination of experience, skills and knowledge.

Objectives
The Main Objectives of the Recruitment Policy at Escorts are outlined as follows:

Build the ESCORTS brand in the Market

Ensure availability of the right talent at the right time
Evaluate through a scientific process that ensures the right fit between the
organization and the candidate.

Essential Framework
ESCORTS will work towards designing and institutionalizing the following essential
frameworks/process to ensure the effective deployment of this policy:

1. Productivity and Staffing norms: The company will undertake a process of setting
these norms through internal benchmarking across different locations.

2. Competency Framework: The company will invest in defining a competency

framework which will consist of the following: Managerial and Technical
competencies for all functions Proficiency scale and competency benchmarks for
each unique position, which would define the expected level of proficiency for each
competency.

3. Job Evaluations: A job evaluation/classification exercise will be conducted to

understand the value of each job so that each job is attached a value.
4. Interviewer Training: A process to certify internal interviewers in selection skills
will facilitate in standardization of the process, thereby ensuring the quality of
recruitment.

5. Internal Database: An automated database consisting of potential candidates (walk-

ins, unsolicited applications, advertisement responses) will scientifically strengthen
the recruitment function with the Company

6. Grade Structure: Grades are a way of grouping jobs of similar value. The company
should eventually move to a job value system where each job has a unique value.

Manpower Planning
Manpower planning is a key input to the recruitment process. The objective of manpower
planning is to determine the human resource needs of the organization and secure qualified
people to meet those requirements both through internal and external recruitment. Manpower
 productivity and staffing norms will form the basis of manpower planning process, since these
will help set standards while forecasting manpower requirements.

The following schematic outlines the various stages and timeliness for the Manpower
Planning process of the Company:

Mm
Manpower forecasting Manpower Budget
Initiated by individual HR prepares
departments. manpower plans for
Manpower Gaps the year captures data
Departments fill out the about the required
forecasting form as per HR calculates the gap number of personnel
between the current and in the terms of grades,
projected estimates for the
projected numbers skills, roles and
year and send it to HR
locations

Approval by the
Management

Requisitions
Department Heads
send out Manpower
requisitions as per the
standard recruitment
time

Manpower Inventory
HR prepares a manpower Recruitments Annual Resourcing
inventory, taking into account Recruitment against the Plan
the existing manpower in specific requirements
terms of grades, roles and HR plans the
locations
Manpower Forecasting methods/strategies for
fulfilling the planned
gaps
The overall annual business plan for the Company will be broken down into plans and
targets for each individual department. Each department will calculate their grade wise
manpower requirements based on the staffing norms, and provide quarterly and monthly
manpower requirements to corporate HR.
Manpower Inventory: HR will prepare the current manpower status of each department,
including an analysis of the current manpower at each location, grade and skill summary.

Identifying Manpower Gaps The existing number of employees and their skill levels
will be compared with the forecasted requirements to identify qualitative and quantitative
gaps.

Manpower Plans
On the basis of the identified gaps, HR will prepare an overall manpower plan which
provides adequate lead time for transfers, retaining, promotions and external hiring. The
plan will also contain details on:

Department wise numbers for transfers, retaining and promotions. Department wise
numbers for external recruitment.
The final manpower plan will be prepared. Once completed, it will be put up for approval
by all department heads and the Managing Director.

RECRUITMENT PROCESS AT ESCORTS

ESCORTS is equal opportunity employer and does not distinguish between potential
candidates based on age, gender, disability, nationality, ethnic origin, sexual orientation,
religion, race, color and family status.

Even after the manpower plan is approved, all vacancies will be filled only after the
formal requests have been to fill these vacancies. All requests for a new position must be
sent to HR in a Manpower Requisition Form after approval from the HOD. Human

Resource will then manage the process of recruitment and selection with inputs from the
line function.

STAGES INVOLVED IN THE RECRUITMENT PROCESS:-

The recruitment process comprises of five interrelated stages viz.

Planning
Strategy Development
Searching
Screening
Evaluation and control
The ideal recruitment program is the one, which attracts a relatively larger number of
qualified applicants who will survive the screening process and accept positions with the
organization, when offered. To approach the ideal, individuals responsible for the
recruitment process must know how many and what types of employees are needed,
where and how to look for individuals with the appropriate qualifications and interests,
what inducements to use for various types applicant groups, how to distinguish applicants
who are unqualified from those who have a reasonable chance of success, and how to
evaluate their work.

Personal Job Employee

Planning Analysis Requisition

Strategy
Development Searching Potential
Recruitment
Where Activation
Planning Hires
How Selling
Job Numbers Message Screening Evaluation
When
Vacancies Types
Media
& Control
 TO SELECTION

Applican

t Pool

Applicant
Population

Recruitment Planning:

The first stage in the recruitment process is planning. Planning involves the translation of
likely job vacancies and information about the nature of these jobs into a set of objectives
or targets that specify the (i) number and (ii) type of applicants to be contacted.

Recruiting yield pyramid:

 Some employers use a recruiting pyramid to calculate the number of applicants they must
generate to hire the required number of new employees.

If the company needs to hire 50 new entry level technical agents next quarter or year,
then from the experience the company knows the ratio of offers made to actual new hires
is 2 to 1 i.e. half the people to whom it makes offers accept them. The company also
knows, from experience that the ratio of candidates interviewed to offers made is 3 to
2.The ratio of candidates invited for interviews and to candidates actually interviewed is
about 4 to 3. Finally, the firm knows that of the six leads that come from all the recruiting
efforts, only one applicant typically gets interviewed 6:1 ratio.

New Hires

Offers Made (2:1)

Candidates Interviewed (3:2)

Candidates invited (4:3)

Leads Generated (6:1)

Recruiting Yield Pyramid

Thus the Recruiting Yield Pyramid can be known as the historical arithmetic relationships
between recruitment leads and invitees, invitees and interviews, interviews and offers
made and offers made and offers accepted.

Strategy development:

Once it is known how many and what type of recruits are required, serious consideration
needs to be given to (i) make or buy employees (ii) technological sophistication of
recruitment and selection devices (iii) geographical distribution of labor markets
comprising job seekers (iv) sources of recruitment (v) sequencing the activities in the
recruitment process

Make or Buy Organization must decide whether to hire less skilled employees and
invest on training and education programmes, or they can hire skilled labor and
professionals. Essentially, this is the make (hire less skilled workers) or buy (hire
skilled workers and professionals) decision. Organizations, which hire skilled labor and
professionals, shall have to pay more for these employees.

Technological Sophistication The second decision in strategy development relates to the

methods used in recruitment and selection. This decision is mainly influenced by the
available technology. The computers have given employers and job seekers a wider scope
of options in the initial screening stage.

Where to look In order to reduce costs, organizations look into labor markets most likely
to offer the required job seekers. Generally, company look into the national market for
managerial and professional employees, regional or local markets for technical
employees and local markets for clerical and blue-collar employees.

SOURCES OF RECRUITMENT:

Recruiting is more likely to achieve its objectives if recruiting sources reflect the type of
position to be filled. The company should first make a thorough study about the nature of
the job and the source should be identified based on that.
The company should also consider the past experiences and should use that data for the
present. Certain recruiting sources are more effective than others for filling certain types
of jobs. For jobs like that of a senior executive and higher grade jobs advertisement in
leading newspapers and professional journals is advised.

There are two main sources of recruitment as under:

1) Internal Sources
2) External Sources.

1) INTERNAL SOURCES:

Recruiting may bring to mind employment agencies and classified ads, but current
employees are often the best source of candidates. Filling open positions with inside
candidates has many benefits. First, theres really no substitute for knowing candidates
strengths and weaknesses. It is often therefore safer to promote employees from within
since there is a clearer picture about the persons skill and his behavior. Inside candidates
may also be committed to the company. Many large organizations attempt to develop
their own employees for positions beyond the lowest level. These occur through an
internal search of current employees, who have either bid for job, been identified through
the organizations human resource management system or even been referred by a fellow
employee.

The advantages of such searches are:

1) It is good public relations

2) Builds morale
3) It encourages good individuals who are ambitious.
 4) It improves the probability of a good selection, since information on the
individuals performance is readily available.
5) It is less costly than going outside to recruit
6) Those chosen internally already know the organization.
7) When carefully planned, promoting from within can also act as a training device
for developing middle-and top level management.
The organization should also avoid excessive breeding. Occasionally it may be necessary
to bring in new blood to broaden the current ideas, knowledge and enthusiasm. In many
organizations, it is standard procedure to post any new job openings and to allow any
current employee to apply for the position..

There are, of course some potentially negative features of employee referral. For one
thing, recommences may confuse friendship with job performance competence.
Individuals often like to have their with job performance competence. Individuals often
like to have their friends at their work place for social and economic reasons. Employee
referrals may also lead to nepotism that is hiring individuals who are already working in
the organization.

The following schematic describes the referral process:

Employee referral mail

CV Received

CV in database?
 Yes
Inform employee

Allot reference no. to CV

Screen for eligibility No

Inform employee

Selection process

Reference checks

Satisfied
Offer Candidate Inform employee

Former employees:

Former employees are also an internal source of applicants. Some retired employees may
be willing to come back to work on a part time basis or may recommend who would be
interested in working for the company.

Previous applicants:

Although not truly internal, those who have previously applied for the jobs can be
contacted by mail, a quick and inexpensive way to fill an unexpected opening. Although
walk-ins are likely to be more suitable for filing unskilled and semi-skilled jobs, some
professional openings can be filled by applicants to the previous jobs.

2: EXTERNAL SOURCES:
In addition to looking for candidates, it is customary for the organizations to open up
recruiting efforts to the external community. These efforts include advertisements,
employment agencies, schools, colleges and universities, professional organizations and
unsolicited applicants.

Professional or Trade Associations:

Many associations provide placement services for their members. These services may
consist of compiling job seekers lists and providing access to members during regional
or national conventions. Many associations publish or sponsor trade journals or
magazines for their members. Professionals or trade associations are particularly useful
for attracting highly educated, experienced or skilled personnel.

Media Advertisement

When an organization wishes to communicate to the public that it has vacancy,

advertisement is one of the most popular methods used. However, the type of the job
often determines where the advertisement is placed. The higher the position in the
organization, the more the specialized the skills, or the shorter the supply of that resource
in the labor force, the more widely dispersed the advertisement is likely to be. A number
of factors influence the response rate to advertisements. There are three important
variables: identification of the organization, labor market conditions and the degree to
which specific requirements are included in the advertisements.

In case the number of vacancies is large, advertisements may be released based on

recommendation of the HR head and an approval from the Directors. The advertisement
will adhere to the prescribed standards and will contain the following details:

Brief Profile of The Company

Brief on Job Responsibilities

Employee profile- Age, experience, educational qualifications

Locations
 Email ID/Postal Address for receipt of Resumes

Internet Recruitment Firms

Internet recruitment firms such as naukri.com and jobsahead.com can be used for any
level of recruitment. HR head will be the final contact.

Employee agencies:

These agencies are also of three types: public or state agencies, private employment
agencies and management consulting firms. The major difference between these sources
is the type of clientele served. All states provide public employment service. The main
function of these agencies is closely tied to unemployment benefits, since benefit in some
states are given only to individuals who are registered with their states employment
agency.

Campus recruitment:

Colleges, universities, research laboratories, sports fields and institutes are fertile ground
for recruiters, particularly the institutes. IIMs and IITs are on the top list of avenues for
recruiters.

Walk-ins, write-ins, talk-ins:

The most common and least expensive approach for candidates is direct applications, in
which job seekers submit unsolicited application letters or resumes. Direct applications
also provide a pool of potential employees to meet future needs. Direct applications are
particularly effective in filling entry level and unskilled vacancies, some organizations
pools of potential employees from direct applications for skilled positions. Write-ins are
those who send written enquiries. These jobseekers are asked to complete application
forms for further processing.

Talk-ins is becoming popular nowadays. Job aspirants are required to meet the recruiter
for detailed talks.

Contractors:

Contractors are used to recruit casual workers. The names of the workers are not entered
in the company records and to this extent difficulties experienced in maintaining
permanent workers are avoided.

Displaced persons:

Sitting and implementation of a project in an area would result in displacement of several

hundred inhabitants. Rehabilitating the displaced people in a social responsibility of
business. Such people are a source of recruitment.

Mergers and acquisitions:

Another method of staffing organizations is the result of merger or acquisition process.

When combine into one, organizations have to handle a large pool of employees some of
whom may no longer be necessary in the new organization. Consequently, the new
organization has, in effect, a pool of qualified job applicants.

Competitors:

Rival firms can be a source of recruitment. Popularly called poaching or raiding, this
method involves identifying the right people in rival companies, offering them better
terms and luring them away.
METHODOLOGY OF RECRUITMENT AND SELECTION

FOLLOWED FOR THE JOB PROFILE OF TERRITORY SERVICE MANAGER

(TSM)/TERRITORY BUSINESS MANAGER (TBM) AT ESCORTS AMG

The various steps during the recruitment process of sales and service executives are:

1. The recruitment process of sales and service executives starts with the
downloading of resumes from various database/sources like
www.naukri.com,www.timesjob.com, etc.
2. Firstly the short listing of the candidates is done according to there job description
and job subscription and the eligibility for the given job profile of TSM/TBM is
 that the candidate should be either B.Tech /diploma in mechanical/ automobile /
technical and should have at least 1-4 years of work experience.
3. Short listed candidates are to be detected on various constraints like
communication skill, technical knowledge, last employment, etc.
4. After that it is to be detected that whether the candidates is within the limitations
of the organization. If not, then rejected. Shortlisted candidates who are within the
limitations of the organizations are further short listed on the basis of screening
done through a round of telecom.
5. Those candidates who are short listed after this teleconic round of interview have
to go for the next round of a face-face interview with the panel which includes a
person from the same functional area to test the technical capabilities and one
from the HR field to assess other traits.
6. The last round that is held is with the Head of the same functional domain and this
round (either telecom or face face) is done to assess whether the candidate can
adjust to the high-pressure work situation, and job demands. In this process of
interview each round is elimination round of unworthy candidates.

7. After this final interview short listed candidates or finally selected candidates
have to move for further processing i.e. joining of finally selected candidates.

SELECTION PROCESS

Stages involved in the Selection Process

Initial Screening :

HR will conduct an initial screening based on the details provided in the CV, and also the
pre determined criteria. HR will then establish a candidates list using set priorities when
there is more than one qualified applicant interested in the same position.
Preliminary Interview

A preliminary interview with HR will be conducted prior to the panel interview. The
preliminary interview may be conducted via telephone if it is a case of an outstation
candidate.

Final Interview

HR will intimate the candidate about interview time, date and venue for the final
interview

Reference Checks:

Selected and offered candidates will be required to furnish 2 Industry based references
(one of whom the candidate has worked with for a minimum period of one year). HR will
conduct the reference check and record observations within 15 days of sending the offer
letter.HR will send an acknowledgement to the referee. This will be done within 2 days of
the application

Compensation Fitment: The compensation package will be as per the compensation

grid. The same id decided by the Compensation Manager, HR and then approved by the
HR Head.

Offer Letter: An offer letter will be sent to selected candidates within one week of the
interview. Regret letters to be sent to rejected candidates. Once offer has been made,
intimation will be sent to Personnel Administration with compensation, designation and
fitment details.

Travel Reimbursement:
Travel reimbursement will be done as per details in Appendix III.

Outstation candidates will be given 5 working days notice and local candidates will be
given 3 working days notice to attend the interview at the given location.

Offer Acceptance: Candidates have to sign a duplicate copy of the letter as a token
oftheir acceptance and send the same back within 15 days of the receipt of the letter.

CANDIDATE ASSESMENT

FINDINGS OF RECRUITMENT PROCESS OF SALES EXECUTIVES AT ESCORTS

LTD.(FOCUS ON INFORMATION TO BE CAPTURED FOR TERRITORY BUSINESS
/SERVICE MANAGERS (TBM/TSM)

Resumes from database/sources

Match the JD and JS

Shortlisted Rejected

Constraints to be detected
 (Communication skill,
technical knowledge,
last employment)

Within the limitations of exceed the limitations of

The organization the organization

Screening of shortlisted rejected

Candidates (psychological test)

Screening of shortlisted candidates through Telephonic interview (Telecon) PART A

Shortlisted Rejected

Final short listing through personal

Interview PART B

Shortlisted Rejected

Joining of finally short listed candidates

SWOT Analysis of Escorts Ltd. - AMGs Recruitment Process

Strengths Weaknesses

Brand equity of Escorts. Pre assessment tests are costly.

Rigorous Pre-Hiring assessment tests to Conversion of footfalls is low.

understand aptitude and personality of
candidates. Lengthy pre-offer formalities.

Proper reference checks to ensure that only Huge employee turnover.

bonafide candidates are appointed.

Adequate number of channel partners to

generate footfalls for each location.

Footfall MIS being maintained at each

branch locally by Admin.
 Opportunities Threats

Campus recruitments have huge potential Increasing number of private players in

for fulfilling manpower requirements cost tractor industry creates ample choices,
effectively. frequent and easy mobility for employees.

Tie up with recruitment agencies on Same channel partners are handling all
supplying fixed number of footfalls week tractor companies. This leads to same pool of
on week. candidates being circulated to all partners.

Develop exclusive contract with channel Increasing spill over as a candidate has more
partners to meet the manpower than one offer at the time of making a job
requirements. shift.

Reduce turn around time of making an As the tractor industry is small, senior level
offer. candidates hesitate to meet HR of other
companies for the fear of grapevine.

Analysis of the study is done by the evaluation of the internal recruitment and external
recruitment as these are the main sources of recruiting employees which have merits as
well as demerits. After that evaluation of the whole recruiting process is done.

INTERNAL RECRUITMENT:

Merits of internal recruitment:

It is cheaper.
Candidates are already oriented towards organization.
Organizations have better knowledge about internal candidates.
Enhancement of employee morale and motivation.
Good performance is rewarded.
Demerits of internal recruitment:

It perpetuates the old concepts of doing things.

It abets raiding.
Candidates current work may be affected.
Politics play greater role.
Morale problem for those not promoted.
EXTERNAL RECRUITMENT:

Merits of external recruitment:

The organization will have the benefit of new skills, new talents and new
experiences, if people are hired from external sources.
The management will be able to fulfill reservation requirements in favor of the
disadvantaged sections of the society.
Scope of resentment, heartburn and jealousy can be avoided by recruiting from
outside.
Demerits of external recruitment:

Better motivation and increased morale associated with promoting own

employees are lost to the organization.
It is costly as compared to internal source of recruitmemt.

EVALUATION OF RECRUITMENT PROCESS

Return rate of applications sent out.

Number of suitable candidates for selection.
Retention and performance of the candidates selected.
Cost of recruitment process.
Time lapsed data.
Comments on image projected.

RECOMMENDATIONS
As my scope of study is on Recruitment process and Selection process is the foremost &
important process in every organization.
 Compress the "white space" in your hiring process.

White Spaces are delays in hiring process that are unproductive, waste time, and virtually
assure you'll lose talented candidates. Often the longest delays occur between critical
selection events. For example, a recruiter may need several weeks to screen a few
hundred resumes from the Web job boards, or candidates who make it through screening
may wait weeks to interview with a hiring manager.

Here at Escorts Ltd. - AMG, the delays occur when the outstation candidates are called
for interviews at Regional branches like Faridabad, Bhopal, Jaipur and Kolkata.
Sometimes, because of busy schedule of senior managers and sometimes because of tight
schedule of candidate, the interview has to be postponed. This delay could be minimized
by scheduling interviews in the regional locations. It is recommended to reduce the
turnaround time for the recruitment and selection process. It must be made mandatory for
the candidates to take the technical test (since most of the profiles at Escorts require a
candidate to be either a B.Tech or a Diploma Holder), filling up forms etc within the
stipulated time, this will make sure that the candidates do not hold casual attitude and
take the recruitment process more seriously. Additionally it can send across a positive
image about the company. White space in recruitment can be compressed by the use
of IT also. Technology (such as automated or Web-based tracking) is ideal for eliminating
unnecessary steps and reducing delays.

Know what you're looking for in candidates.

It is observed that the candidates sourced by placement agencies and send for further
rounds of interviews are rarely found suitable by the hiring managers. Therefore, in case
there is need to utilize the service of a placement agency, then it is recommended that
these placement agencies be given a well drafted job description and job specification.
This can also be circulated to internal employees under the employee referral scheme.

Reduce the pre offer formalities:

Pre-offer documentation includes filling of a lengthy Blue form which includes all
personal, educational and professional details of candidate. This is very time consuming
and even after taking these details from candidate its not sure that offer will be made or
not. This also becomes frustrating for the candidate sometimes. So, it is recommended
that unnecessary details should not be asked before we make the final offer to the
candidate. Blue form should be made concise.

Blend technology into every aspect of your recruiting and hiring process.

Web-based technology lets you increase hiring speed and quality while reducing costs.
Currently, job boards constitute the biggest use of the Web, offering access to thousands
of resumes within hours. But the Web can also be a powerful tool for screening and
qualifying that flood of resumes. Escorts has begun the use of various web portals to
collect and instantly match data on candidate skills, motivations, and experiences against
job criteria..

Build and manage your candidate pool as a precious resource.

A "candidate pool" is a group of individuals who have shown interest in working for your
company and are qualified for and ready to fill certain positions. Rather than undertaking
the time-consuming process of filling one job at a time, you draw on the candidate pool
and fill jobs as they become available. How do you keep a pool active? Some companies
send their newsletters to pool candidates, give them product coupons, and keep in touch
through e-mail. Pool management is not easy in a tight labor market --good candidates
often go elsewhere. Escorts, has been able to fill positions quickly using this pool
concept.

Create winning impression even on those who are not selected

Its very important to create a favorable impression of your organization on all those who
come for interview. Those who are not selected in the first round of personal interview
should also carry this impression that they have missed the opportunity to work in a great
company. For this, there must a proper coordination of the interview of the candidate and
greater degree of professionalism. A candidate when invited for a interview must be
attended as soon as possible and should be made to wait for hours together. Interviews
conducted on a scheduled time leave a good impression on the candidate.

It should be more systematic

The process should be more transparent.
The organization needs some more professionals in the HR department which help
the organization to achieve their goals and to move the process smoothly.

LIMITATIONS:

The project has inherent limitations due to its potential scope.

Major ones are:

Eight weeks is too short to give shape to a new idea in an old set up like Escorts.
Less importance to long term operational benefits.
Expenses for HR Department are not viewed as investment..

CONCLUSION
Recruitment process represents the first contact the company makes with the potential
employee. Recruitment becomes more effective if more diversity among the pool of
candidates is present.

Employment Planning acts as a strategic step towards achieving the firms manpower
requirement. Thus the process of Recruitment and Selection plays a vital role in shaping a
persons journey with the organization. Thus this process should be made more smooth
and away from all prejudices and preconceptions.

Mode of communication plays a crucial role in dispersing the information and thus
reducing the gap between the organization and the world outside. The recruiter is the one
who critically drives down this process to achieve success in hiring the right candidate for
the right job at the right time. It was even found that the more the frequency of
applications screened the more the probability of finding the best candidates form the lot.
This can substantiated with the Recruitment Yield Pyramid explained before.

The various constraints which act as a barrier in the hiring process are the image of the
organization, attractiveness of the job, internal HR Policies, Government influence and
the Recruitment Cost. Recruitment Budget plays an essential role in determining the
success rate of the Recruitment & Selection Rate. This cost can be minimized by
conducting Telecons and Videoconferencing in order to drive down the cost incurred in
traveling expenses of the recruiter and also the reimbursement cost borne by the firm due
to the traveling of the candidate to the interview place which often is far away.

At Escorts Ltd. a major part of recruitment was through internal references and the
consultancies.

REFERENCES

Journals and Published papers:

Standard Operating Manual For Human Resource- Escorts Ltd

Recruitment and retention in foreign firms in India: A resource-based view.

Holtbrgge, Dirk Friedmann, Carina B.(May 2010) -Human Resource Management;

Vol. 49 Issue 3

Recruitment and Selection Practices in SMEs: Empirical Evidence from a

Developing Country Perspective.

Henry, Ongori; Temtime, Z. (Feb 2010) - Advances in Management, Vol. 3 Issue 2

. Moving on up: The current recruitment market within treasury.

Middleton, Guy (Feb 2010) - Journal of Corporate Treasury Management, Vol. 3

Effective Recruitment: A Framework.

 Sangeetha, K. ( March 2010) IUP Journal of Business Strategy, Mar2010, Vol. 7
Issue 1

Factors influencing the adoption of online recruitment.

Parry, Emma; Wilson, Hugh.(2009) Personnel Review, Vol. 38 Issue 6, p655-673,

Attitudes at different stages of recruitment expectations, perceptions and feedback

WALKER, H. JACK; BERNERTH, JEREMY B.; TOCHER, NEIL M.(2009)

Academy of Management Proceedings, 2009

Displaying Employee Testimonials on Recruitment Web Sites: Effects of

Communication Media, Employee Race, and Job Seeker Race on Organizational
Attraction and Information Credibility.

Walker, H. Jack; Feild, Hubert S.; Giles, William F.; Armenakis, Achilles A.;
Bernerth, Jeremy B.. Journal of Applied Psychology, Sep2009, Vol. 94 Issue 5,

Assessing Electronic Recruitment Implementation in State Governments: Issues and

Challenges.

Kim, Soonhee; O'Connor, Jennifer G. Public Personnel Management, Spring2009,

Vol. 38 Issue 1

Graduating Students' Responses to Recruitment, Advertisements.

Blackman, Anna. Journal of Business Communication, Oct2006, Vol. 43 Issue 4

STAFF RECRUITMENT - A QUALITATIVE ASPECT OF THE HUMAN

RESOURCE MANAGEMENT.

BUE, MARIA. Annals of the University of Petrosani, 2009, Vol. 9 Issue 3

Moving on up: The current recruitment market within treasury.

Middleton, Guy.(Feb 2010) Journal of Corporate Treasury Management, Vol. 3 Issue

 BOOKS:

Human Resource Management by Stephen P. Robbins Revised Edition 8

Human resource Management By Garry & Dressler - Revised Edition 2009

WEBSITES:

www.escortsagri.com
www.escortsgroup.com
www.findarticles.com
www.ebiscohost.com