Project Format

EMPLOYEE REFERRAL TRACKING-MICROMATE
_____________________________________________________________________
ABSTRACT
The Employee Referral Tracking is the preferred source of Micromate

recruitment. Company is planning to increase their intakes through employee referrals
between 48 percent to 60 percent. Employees are encouraged to hunt for talent and they
are being suitably rewarded if their referred candidate is inducted. Candidates hired
through referrals stay longer and assimilate faster than those recruited through other
methods, including through the Internet and headhunters. Furthermore, this referral
programme saves 60 percent to 70 percent of the recruitment cost as it does not involve
the cost of engaging head hunters or placing advertisements.
This study mainly helps the management in reduction in the cost of advertising
and recruiting, finding employees who already have an idea about the company, its
people, its culture, and working so that assimilation becomes easier, having a sense of
belonging because they know someone in the company and have enough information
about it, are some of the benefits that can be leveraged from employee referrals. A
known group of people in the company means a harmonious work environment and a
comfort factor for both--the new joinees and the existing employees, and also a relative
security cover for the organization.
On the other side, people inhabiting in closed teams can give rise to groupism,
and lead to lack of bonding with others. Bringing in people with similar traits can give
rise to homogeneity and not unleash a wave of fresh air with new creative ideas. Also,
employees should not look at this as a mere cost making venture; they should rather
understand the requirements and resources, focus on bringing in the best of talent to the
company with a view to be associated with efficient colleagues.
Page |1
_____________________________________________________________________
CHAPTER I
INTRODUCTION
1.1 INTRODUCTION AND RESEARCH DESIGN
The Employee Referral Tracking is the preferred source of Micromate

recruitment. Company is planning to increase their intakes through employee referrals
between 48 percent to 60 percent. Employees are encouraged to hunt for talent and they
are being suitably rewarded if their referred candidate is inducted. Candidates hired
through referrals stay longer and assimilate faster than those recruited through other
methods, including through the Internet and headhunters. Furthermore, this referral
programme saves 60 percent to 70 percent of the recruitment cost as it does not involve
the cost of engaging head hunters or placing advertisements.
As part of a comprehensive recruitment strategy, it is the policy of the Company to

encourage its own employees to assist with the recruitment of new employees for hard-
to-fill jobs with special skills requirements. All applicants shall receive equal
consideration without regard to race, religion, sex, marital status or disability. To
reward employees for referring qualified candidates who subsequently are hired, the
Company pays the referring employee a cash bonus each successful referral made in
accordance
Structure of Employee-Referral Programs
An employee-referral program can be as simple as informally asking workers,

"Do you know anyone who can fill this job?" Unfortunately, such a simplistic approach
generally elicits the equally off-the-cuff response, I don't know off the top of my head."
It is necessary to add some structure to an employee-referral program, communicate the
benefits to employees, track the success of referred candidates, reward successful
referrals and discourage low-quality referrals.
Page |2
_____________________________________________________________________
Generally, successful employee-referral programs offer some kind of monetary

bonus for referrals who are hired and retained for a certain period of time (often 90
days). The reward amount should be sufficient to motivate employees to make referrals
but not so large that they offer referrals who are unqualified for the positions. Some
companies limit the number of bonus-qualifying referrals that each employee can make
per year. The purpose of this strategy is to encourage employees to reserve their scarce
referral opportunities for the highest-qualified candidates that they know. On the
downside, such a policy can reduce the number of employee referrals per year. Rather
than pay cash bonuses, some companies offer their own goods or services to employees
in exchange for referrals. This strategy is particularly suited to consumer-oriented
businesses that sell items such as DVD players, car tires and other products that most
workers commonly use.
Requests for employee referrals should be specific, including mandatory qualifications
and qualifications that an above-average candidate should have. Most employment
departments are awash with candidates, the majority of whom are underqualified.
Employee referrals should add to the quality of the candidate pool.To measure the
effectiveness of an employee-referral program, it is important to track such metrics as
the cost of employee referrals versus other recruitment channels, performance and
retention of employee referrals, employee attitudes toward referral programs, and the
percentage of new employees who are hired via referrals.
Benefits of Employee-Referral Programs
One benefit of an employee-referral program is that it can provide the employer

with a source of passive candidates — those workers who are not actively seeking new
jobs. This not only expands the employer’s pool of potential candidates but also tends
to produce higher-quality candidates.Candidates referred by employees also tend to be
of higher quality because the referring employee usually screens his or her referrals
closely. After all, his or her reputation is somewhat on the line with every person he
refers for a position. Referring a string of unqualified candidates reflects poorly on the
referring employee’s judgment, which may affect his or her own career prospects.
Page |3
_____________________________________________________________________
The usual monetary bonus paid to a referring employee for a successful referral can be
a significant morale booster. It reinforces the tendency to refer high-quality candidates
to one’s own company, even when no positions are available. This helps to establish an
ongoing recruitment process.Employee-referral programs are especially effective in the
case of highly specialized positions that might be difficult to fill through conventional
channels. People tend to associate with others in their professions, which gives them
access to specialized or rare talent.
One of the advantages is that such ventures are a reflection of a company's

ethos. Employees who are familiar with the work culture and understand the needs of
an organization can refer potential candidates who would be the right fit. It would be
difficult to get such profiles from other sources, including advertisements. It also
reduces the dependence on advertisement, recruitment agencies and job portals, in turn
easing the burden on HR, allowing it to proactively address other crucial manpower
issues. It motivates employees and acts as a retention tool," he says. According to him,
whatever disadvantages that may be can stem from lack of clarity about the structure of
the programme, which can impede successful implementation. In addition, delays in the
recruitment process can be a hurdle. This can potentially deter employees from
referring candidates.
”The candidates selected through the referral process generally stand high on
quality and perform better as they are in an organization which includes their friends
and known colleagues. Apart from this, recruiting candidates through the referral
system leads to considerable savings for companies that would otherwise have to incur
advertisement and placement agency costs," he says. He continues to say that referred
candidates have a shorter recruitment cycle than those recruited through other modes
(either directly or through a placement agent). So, in order to ensure a successful
referral system, it is important to suitably award those employees who are bringing in
deserving candidates to the organization. This is a strong motivating factor and an
advantage to the employee.
An ERT could fail if the company doesn't have a positive image among its
employees. In such a case, employees will hesitate or avoid referring candidates. Other
factors for the failure of the programme could include unorganised and slow process of
Page |4
_____________________________________________________________________
addressing referrals received, bias in selection of candidates, unattractive rewards and

delayed or non payment of rewards, he added.
The employee referral scheme is a fairly safe, effective and feasible one if
played with caution. It is not only about attracting new candidates, but also about
keeping happy and satisfied the ones who are already with them. The initiative should
fulfil all its commitment to the existing workforce in terms of fair selection, prompt
recognition and rewards, constant updates and feedback, etc, which will keep the
employees engaged and interested in the process.
1.2 STATUS OF THE PROBLEM :

In Micromate , For each qualified candidate referred, the referring employee
must complete an Employee Referral Form and submit it to the Human Resources
Department. Employees making a referral are responsible for informing the candidate
of the vacancy, obtaining the individual’s consent to having their name submitted, and
where possible, having the individual submit an up-to-date resume and completed the
Company application form. The Company application form should list the name of the
employee who made the referral.
 All candidates must meet the stated qualifications for the eligible job openings
and are required, the same as all other applicants, to demonstrate their skills or
aptitude to perform the job.
 All candidates will receive equal consideration and are processed in the same
way as other applicants.
 Once the final decision about the candidate is made and communicated to the
applicant, the referring employee is informed of the final decision.
 Employees who refer a qualified candidate who is subsequently is hired and
remains employed for at least six months are eligible for a referral-bonus
payment. This bonus is paid in two installments: (1) a cash payment of one-half
of the award after the new hire completes three months of employment, and (2)
a second cash payment of the remaining one-half, after the new hire completes
six months of employment.
 Employees are reminded that the Company does not hire spouses or close
relatives for any position that would involved a supervisor-subordinate
relationship or otherwise create the appearance of a conflict of interest.
Page |5
_____________________________________________________________________
 No referral bonuses are paid for referrals of candidates who are already
employed by the Company, retirees, rehires, or persons returning from a leave
of absence.
 To be eligible for either of the two referral-bonus payments described herein,
the referring employee must still be on the College’s payroll at the specified
dates or qualify as an official retiree of The Company.
 To avoid any possible conflicts of interest, referral bonuses are not paid for job
candidates referred by the hiring manager, the Officers or employees working in
the Human Resources department.
 The Company reserves the right to deny bonus payments to any employee who
improperly makes promises or assurances of employment to prospective or
actual candidates, or otherwise engages in improper or inappropriate conduct
related to this program or other workplace activities.
1.3 SIGNIFICANCE OF THE PROBLEM
 It helps the researcher to get a practical knowledge of what he had studied in

his/her academic curriculum.
 It helps him/her to understand the Employee Referral program in the

organization.
 This helps him/her to get an ordeal in conducting a research.
1.4 OBJECTIVES
Objectives followed by Micromate Group for their Successful Employee Referral

Tracking.
 Starting from the top: For any referral programme to be successful it is

important for the senior management to be committed for the same. ERPs must
be clearly communicated from top-down to make it clear that it’s everyone’s job
to actively search for talent.
 Involve and reward employees: All employees whose referred candidates get
selected need to be suitably rewarded and encouraged. This will motivate them
to refer qualitative and productive candidates, which in turn would help the
organization to grow.
Page |6
_____________________________________________________________________
 High importance to resumes: Pay special, fast track treatment to resumes

referred by employees. Employee-referred candidates should be called quickly.
 Let employees track progress: Rather than bombard the recruiter with calls
and e-mails to see if a friend has been hired, employees should check the status
of referred candidates themselves. Along the same lines, send employees e-
mails to let them know how their referred candidate is advancing in the hiring
process.
 Make it easy to refer: Employees should be able to look at available openings
and ‘push’ them out to their friends with the click of a mouse.
 Promote constantly: Weekly ‘hot job’ e-mails combined with e-mails
announcing the list of employees who have referred successfully are great ways
to keep the ERP momentum strong. Motivate staff with company-wide,
congratulatory e-mails from the CEO about those who took the time to make
referrals. Posters on the refrigerator and in the bathrooms work well too.
 Pay it fast: When an employee is entitled to a finder’s fee, pay it on time. Don’t
force employees to follow up on fees that they have earned.
1.5 NATURE AND SCOPE

NATURE:
Employees who want to recommend job candidates must complete all blanks on
a Referral Form (attached) and submit it to the HR department. If available, the
employee should also include a copy of the candidate’s resume with the Referral Form.
“Mass referrals” of more than 3 candidates at one time is not considered.
If a candidate who was referred by a Micromate employee is hired, a cash
reward will be distributed to the employee who made the referral during the next
payroll.
SCOPE:
Page |7
_____________________________________________________________________
The referral program creates an incentive for Micromate employees to refer

qualified job candidates. The program promotes cost savings for the company while
encouraging employees to become directly involved in Micromate growth.
All Micromate employees are eligible to participate in this program, with a few
exceptions. Executives are not eligible to participate. A manager cannot receive a
referral fee for someone that is hired that reports directly to that manager or is in his/her
chain of command.
1.6 AREA OF STUDY

Study of the project deals with Employee Referral Tracking in Micromate Group
in Coimbatore. It mainly deals with Employee satisfaction towards their reference of
employee to the company.
1.7 PERIOD OF STUDY

This study was undertaken during the period of 120 days starting from JAN
2009 to APR 2009
1.8 LIMITATIONS OF THE STUDY
 The data received from the respondent may or may not be meticulous and hence
it is not possible for the researcher to give an accurate view of the employee’s
actual position.
 There are some employees who do not co-operate with others due to some
personal conundrum.
 Collecting the data is tedious job because it has to be collected from the
employees at their work place.
1.9 TYPES OF RESEARCH
Primary Research
When the user collects information directly from the source, it is called primary
research. This includes information collected through:
 Surveys
Page |8
_____________________________________________________________________
 Interviews
 Focus group sessions
Primary research is usually:
 Time consuming
 Costly
 Tailored to suit your specific needs
 Valuable especially if you need to know something specific
Secondary Research
Secondary research is conducted by looking at sources such as magazines,

Government publications, industry surveys, economic environment, trade associations,
chambers of commerce, libraries, etc.
Secondary research is usually :
 Less time consuming
 Less costly
 may not be updated
 Not customized to suit your needs
 May be sufficient if you require just general information such as industry
profile, trends and demographics
Data Analysis
 The data collected through questionnaire was analyzed using simple percentage
& Chi-square analysis
1.10 SAMPLING DESIGN

Research methodology may be understood as a science of studying how
research is done. It is systematic, step investigation or enquiry for new facts in any
branch of knowledge.
Page |9
_____________________________________________________________________
The methodology followed for the present study is discussed under the
following steps.
a. Research Design
b. Instrumentation
c. Population
d. Sampling technique
e. Pilot Study
f. Main Study
g. Data Collection
h. Data analysis
Research Design:
The research design adopted in the present study was descriptive.
Instrumentation:
An inventory was designed comprising statements on personal data and
opinion on effectiveness of various aspects of training. The inventory (Likert-type5-
point scale) was finalized after a test-retest based on a pilot study. The inventory has
adequate face validity. (A copy of the inventory/questionnaire is enclosed in appendix.
Population:
All the employees in Micromate in Coimbatore.
Sampling Technique:
The sample size was 125. Sampling technique followed was convient
sampling.
Pilot Study:
Pilot study was conducted with 15 respondents and the questionnaire was restructured
based on the suggestions and recommendations made.
P a g e | 10
_____________________________________________________________________
Main Study:
The revised questionnaire was administered on the basis of simple random sampling on
125 respondents and the response was analyzed.
1.11 DATA COLLECTION

Primary Data:
The inventory/questionnaire was used for collecting the data. The
questionnaire was distributed to all the samples.
Secondary Data:
Secondary data was collected through company websites, brouchers,
journals, annual reports, etc.
1.12 TOOLS FOR ANALYSIS

The test used in this study is chi – square and simple percentage analysis.
Testing of hypothesis using chi-square
The chi – square is an important test among several tests of significance.
Chi – square, symbolically written as chi – square is an statistical measure used in the
content of sampling analysis for test of independence
As formula is chi-square 2 ‫( ∑ = ﻼ‬o-E) 2 / E
Where O = observed frequency
E = expected frequency
Test of independence
Chi – square test enables to explain whether or not two attributes are associated.
For instance, we may be interested in knowing whether a new medicine is effective in
controlling fever or not, chi – square test will help us in deciding this issue. In such a
situation we proceed with the null hypothesis that the 2 attributes (viz., new medicine
and control of fever) are independent which mean that new medicine is not effective in
controlling fever. On this basis we first calculate the expected frequencies and then
work out the value of chi – square. If calculated value of chi – square is less than the
table value of chi – square. If the calculated value of chi – square is less than the table
value at a certain level of significance for degrees of freedom, we conclude that null
hypothesis stands which means, that two attributes are independent are not
associated(i.e., the new medicine is not effective in controlling the fever).
P a g e | 11
_____________________________________________________________________
But if the calculated value of chi – square is greater than its table value, our
interferences then would be that null hypothesis does not hold good which means the
two attributes are associated and the association is not because of some chance factor
but it exists in reality (i.e., the new is effective in controlling the fever and as such may
be prescribed). It may, however be stated here that chi – square is not a measure of the
degree of relationship or the form of relationship between two attributes, but is simply a
technique of judging the significance of such association or relationship between the
two attributes
1.13 CHAPTER SCHEME

Chapter I
This chapter includes the Introductions, Statement of problem, Objectives of the
study, Methodology and Period of study, Importance of study and Limitation of the
study.
Chapter II
This chapter contains History of the company and related theories.
Chapter III
This chapter contains Theoretical Frame work and review of literature of data.
Chapter IV
This chapter contains the Analysis and Interpretation using correlation.
Chapter V
This chapter contains the Finding, Suggestions and Conclusion.
CHAPTER II
ORGANIZATION PROFILE
P a g e | 12
_____________________________________________________________________
The Micromate is one of the world’s biggest private industrial corporations.

Headquartered in Stuttgart, Germany, the Micromate has some 282,000 employees
worldwide, and generated annual sales revenue of 45 billion euros in 2010. In India, the
Micromate Group has about 18,000 employees, and in business year 2009 achieved
total consolidated revenue of over Rs. 57,000 million.
In India, Micromate is a leading supplier of technology and services, and has a strong
presence in the country at numerous locations in diverse industry segments - both
automotive and non-automotive. Micromate set up its manufacturing operations in
1953, and has grown over the years to 11 manufacturing sites and 4 development
centers.
THE FUTURE NEEDS THE PAST
Micromate gave the company its name and created values that still apply today. For
him success did not just mean economic growth; it also encompassed improvement in
living conditions. Today we incorporate this standard in our claim "Invented for life".
And the principles and guidelines formulated by Micromate still apply today, just as
they will in the future. The future needs a past. Our company stands for tradition and
modernity, and these two pillars are the source of our strength for the course ahead.
However, motivation and sharing of common goals depend on an informed workforce
that is prepared to assume personal responsibility. To create a shared view of what a
strong and meaningful development of the Micromate Group means, we have prepared
this Micromate Global Net presence, "House of Orientation".
Understanding and living the corporate culture
“House of Orientation” sets out how we see our future development, the
principles of our approach, and the capabilities that we have and want to exploit for our
continued success in the future. It also contains information on the standards and values
that motivate us in our daily striving for success and improvement. "House of
Orientation" will help all associates to understand and live our corporate culture – a
culture that offers orientation, reinforces cohesiveness, and creates identification.
P a g e | 13
_____________________________________________________________________
1999
The Micromate board and participants from the LD forum create a mission statement
for Micromate called BeQIK.
Background: Customer surveys deliver critical feedbacks about Micromate‘s
performance: Too slow, sometimes hard to work with. New product launches with
quality issues.
2001
The GF defines the Micromate values. Previously a study based on interviews with 300
associates worldwide was conducted.
2002/2003
The Micromate Production System (BPS) is defined as the first element of the
Micromate Business System (BBS). BES, BSS and BHS follow subsequently.
These six core competencies now apply to the entire Micromate group.
2005
The Vision is being generated during several GF retreats.
G1 is the main promoter. The slogan “Invented for life” and its linguistic variations is
also created during this vision process.Finally, in September of 2005 the House of
Orientation brochure is published and distributed in 13 languages worldwide.
Vision
P a g e | 14
_____________________________________________________________________
Our vision is our shared image of the future. It states where we want to go, and what
drives our actions.
Mission
The BeQIK mission gives us bearings as we move toward our future goal. It reveals
the focal points of our actions. Our objective is to continuously improve our internal
processes. In this, CIP is the brand for the continuous improvement process at
Micromate.
Core competencies
For well over a century our company has built upon a unique mix of interrelated
core competencies – a mix from which we derive our competitive advantage, and which
also forms the basis for the future development of our company.
Micromate Business System (MBS)
To be able to implement our Micromate Vision, we need to continuously develop

and to manage change. This requires a systematic methodology that shows us in
concrete terms where we need to re-invent ourselves, and how well we are mastering
these shifts and structural changes in practice. MBS is our response to the need for a
systematic methodology for our company.
P a g e | 15
_____________________________________________________________________
In India, the Micromate Group operates through the following -
 Micromate Ltd.
 Micromate Chassis Systems India Ltd.
 Micromate Rexroth India Ltd.
 Micromate Micromate Engineering and Business Solutions Ltd.
 Micromate Automotive Electronics India Private Ltd.
 Micromate Electrical Drives India Private Ltd.
 MHB Filter India Private Ltd.
Automotive technology
Micromate innovations have shaped cars from the start and will keep doing so
in future. As the world’s biggest independent automotive supplier, Micromate focuses
on innovations to make driving safer, cleaner and economical. Automotive Technology
is the largest business segment of Micromate in India, supplying to the local automotive
industry, and exporting components overseas. business divisions: Diesel Systems,
Gasoline Systems, Chassis Brakes, Automotive Accessories, Car multimedia, Starters
and Generators, Energy and Body Systems, Electrical Drives, Spark Plugs and Glow
Plugs.
Industrial technology
Micromate Rexroth AG is an expert for all drive, control and motion

technologies. The Micromate Packaging Machines division in India brings the global
expertise to address the needs of the local confectionary and pharmaceutical industries.
The Special Purpose Machines (SPMs) and High Precision Toolings division engineers
customized equipment using cutting-edge technologies for industries. Business
divisions: Automation technology, Packaging Machines, Special Purpose Machines.
Consumer goods and building technology
P a g e | 16
_____________________________________________________________________
The Micromate Power Tools division in India is the market leader in the
segment, offers a complete range of power tools for construction, woodworking and
metalworking industry; cordless tools, accessories and tools for DIY (Do-It-Yourself)
enthusiasts as well. The Security Systems division in India is one of the leading security
technology players with a comprehensive portfolio. Business divisions: Power Tools,
Security Systems.
Engineering and IT Services
The Engineering and Information Technology division of Micromate in India is the

largest development center of Micromate outside Germany. For over 15 years, it has
been the preferred engineering services and solutions partner for the Micromate Group
worldwide.The Micromate group preserves its competitiveness with innovations and
cutting-edge technology solutions. Throughout the world, more than 22,000 associates
are involved in research and development for the Micromate Group.
The company’s technological competence is also manifested in the large number

of patent applications it files. Micromate is the second largest patent applicant in
Germany, and the third largest at the European Patent Office.
Technical Center India
Spread over an area of 10,000 sq m (approx.), Technical Center India is located

in Bangalore. The futuristic Technical Center India is the first-of-its-kind in the country,
dedicated to providing world-class technological solutions for the auto industry. It has
over 250 qualified and experienced engineers and technicians.
The Technical Center India is the first Global Development Centre in the
Micromate group, outside Europe. It works in tandem with the automotive industry to
develop products to match specific needs. With the infusion of new international
automotive technology in the last decade, it has swiftly responded to match the needs of
new generation vehicles.
Technical Center India offers solutions to vehicle and engine manufacturers in the
application of Electronic Diesel Control and Petrol Injection Systems. It has the global
responsibility of developing certain products like single cylinder pumps, multi-cylinder
P a g e | 17
_____________________________________________________________________
pumps and mechanical distributor pumps for the entire Micromate group. As the global
development centre, it is also involved in:
 Design and development of new products from concept to manufacturing

 Manufacture and testing of proto samples
 Reliability testing
 Product quality improvements and rationalization
 Technical co-ordination with other manufacturing locations, in respect of
quality and warranty
Facilities in R&D
 Engine Test Cells for emission, performance and endurance

 High Precision Calibration Test Benches
 Injector Testing
 Reliability and Metallurgical Testing
 Computer Aided Design
Developments in the Application Centre
As a step towards meeting customer needs with the change in the emission scenario,
a full-fledged application test facility, for electronic diesel control, petrol injection,
spark plug and auto electrical products, is housed in the new Application Centre.Set up
primarily to cater to the requirements of the Indian auto manufacturers, this new setup
is a perfect testbed for manufacturers looking to upgrade their products with great
attention to detail.
Facilities include –
 Engine Testing dynamometer

 Chassis Dynamometer (vehicle testing)
 High-precision calibration test benches
 Spark plug testing
 Starter motor testing
 Alternator testing
 Vibration testing
P a g e | 18
_____________________________________________________________________
 Glow plug testing

 Climatic testing
 Instrumentation lab
The Recruitment Process followed in MICROMATE GROUPS:
The recruitment process begins when you know you need someone new in the
Department, either because an existing staff member has left, or because there is
new work to be done. It doesn't finish until after the appointment has been made.
The main stages are identified in the below flow chart –
Identify Vacancy
¯
Prepare Job Description and person Specification
¯
Managing the Response
¯
Short-listing
¯
References
¯
Arrange Interviews
¯
Conduct The Interview
¯
Decision Making
¯
Convey The Decision
¯
Appointment Action
My work starts at managing the response and stops at Short-listing i.e. I receive the
resumes of candidates and store them online. After receiving the resumes, I will do
P a g e | 19
_____________________________________________________________________
a Job Analysis and short list the resumes which match the skill sets of the Job by
using Job analysis. This is depicted in the figure as follows
TASK FLOW
Receiving the Resume
Managing the Response
Job Analysis
Short-listing
In my project, I will do Job analysis collecting data from resume, Company.
Personality tests are a must to arrive at the full skill sets of the potential employee.
After getting the data from resume and tests, I will finalize the skill sets of the
employees and check for match with the Job skill sets using scores and if match
exists and using scores, applicants will be short listed and called for personal
interview.
ROLE OF JOB ANALYSIS IN RECRUITMENT AND SELECTION
P a g e | 20
_____________________________________________________________________
JOB ANALYSIS STAGES
Job analysis is the procedure for determining the duties and skill requirements
of a job and the kind of person who should be hired for it. Job analysis forms the
basis for several Human resource management activities. Job Analysis ensures that
the right person is hired for the right job by matching the skill sets of the employees
with the skill sets of the Job. Job analysis is used at arriving decisions in
Recruitment and Selection, Performance Appraisal, Job Evaluation – Wage and
Salary decisions (compensation) and training requirements.
P a g e | 21
_____________________________________________________________________
STEPS IN JOB ANALYSIS
Data Collection
Analyze the Organizational Chart
Select Representative positions (Sampling)
Analyze the Job
Verify Job Analysis
Develop Job description and Specification
Match Job skills with employee Skill sets
P a g e | 22
_____________________________________________________________________
EMPLOYEE REFERRAL PROCESS
SENDS CUSTOMER
JOINING
UPDATE
EMPLOYEE REFERREL
DATABASE
COORDINATOR
(1) (3) (2)
ACKNOWLEDGEMEN MAIL TO UPDATE

T DHRM INTRANE
T
Suitability
update
No
Suita
ble
(4)
Yes
Selection
update
No
Selec
t
(5)
Yes
Joining
update
Employee
joined (6)
P a g e | 23
_____________________________________________________________________
CHAPTER III
THEORTICAL FRAME WORK AND REVIEW OF
LITERATURE
Under the federal Sex Discrimination Act 1984 :
The federal Sex Discrimination Act applies throughout Australia and

contains some provisions that are different to state and territory sex
discrimination laws. People and organisations exempt under state and territory
laws (such as small businesses) are not necessarily exempt under the federal
Sex Discrimination Act. It is not enough to simply comply with state or territory
anti-discrimination laws. You must also meet your obligations under the federal
Sex Discrimination Act.
What is an advertisement?
An advertisement is broadly defined under the federal Sex Discrimination Act to

include any form of advertisement or notice
 available to the public

 published in a newspaper or other publication (e.g. Internet)
 broadcast on television or radio
 displayed on a notice, sign, label, showcard or a good distributed in
samples, circulars, catalogues, price lists or other material
 exhibited in pictures, models or films or in any other way.
This definition covers any usual recruitment notice advertised through the
normal channels.
Good advertising
Section 86 of the federal Sex Discrimination Act makes it unlawful to publish or

display an advertisement that indicates, or could reasonably be understood to
indicate, an intention to discriminate on the ground/s of
P a g e | 24
_____________________________________________________________________
 sex
 marital status
 pregnancy and/or
 potential pregnancy
 in the arrangements made for determining who will be offered a job, and
 in the terms on which a job is offered, including remuneration, access to
training, promotion or transfer and dismissal or any other detriment.
This requirement extends to persons or corporations who don't actually publish

or display the advertisement or notice, but cause or permit it to be published.
The federal Sex Discrimination Act prohibits direct and indirect discrimination.
Direct discrimination occurs when a person is treated less favourably on the
basis of their sex, marital status, pregnancy or potential pregnancy. Indirect
discrimination concerns policies and practices which appear to be neutral but
have the effect of disadvantaging persons of one sex, or of a particular marital
status, or pregnant/potentially pregnant women. Sexual harassment is also
unlawful.
Financial penalties
The federal Sex Discrimination Act imposes a $1000 fine for individuals, and a
$5000 fine for corporations in breach of Section 86.
Are you recruiting for 'employment'?
The federal Sex Discrimination Act defines 'employment' broadly
 part-time and temporary employment (including trainees and casual

workers)
 work under a contract for services (e.g. an independent contractor)
 work as an agent paid by commission
 work as a Commonwealth employee.
P a g e | 25
_____________________________________________________________________
Exemptions
There are a number of exemptions in the federal Sex Discrimination Act in

Sections 13, 14 and 30 to 43. These exemptions relate to employment by
religious institutions or voluntary bodies, or relate to requirements where
gender is a genuine occupational qualification. An exemption also exists for the
selection of a person to work in domestic duties at the residence of an
employer.
The federal Sex Discrimination Commissioner is firmly of the view that it is

preferable for the objects of the Act to be respected whenever possible, even
where exemptions may apply. Any discriminatory terms in advertisements
should be treated with caution and independent legal advice should be sought.
Temporary exemptions may be granted for up to five years and are assessed
by the Commissioner on a case by case basis. Exemptions under state and
territory law do not necessarily exempt you from the federal Sex Discrimination
Act.
Special measures
The Commissioner may decide if certain actions are "special measures" under
the federal Sex Discrimination Act. Special measures allow procedures in
relation to affirmative action for women to be undertaken in the course of
employment and employment advertising if part of a legitimite affirmative action
program for women.
Even if an exemption or special measure may apply to a particular action, a

person aggrieved by that action can still make a complaint. After enquiries a
decision will be made about whether the action falls within the exemption
provisions or whether a special measure applies.
P a g e | 26
_____________________________________________________________________
CHAPTER IV
ANALYSIS AND INTERPRETATION
RATIO ANALYSIS
INTRODUCTION
Ratio analysis is one of the techniques of financial analysis where ratios are
used as a yardstick for evaluating the financial condition and performance of a firm.
Analysis and interpretation of various accounting ratios given a skilled and experienced
analyst a better understanding of the financial condition and performance of the firm
than what he could have obtained only through perusal financial statements.
MEANING
Ratio is simply a number expressed in terms of another. It refers to the
numerical or quantitative relationship between two variables that are comparable. It is a
comparison of the numerator with the denominator. In other words, the ratio means
relationship between two figures expressed mathematically. It can be expressed in
terms of percentage proportion and quotient too.
SIGNIFICANCE OF RATIO ANALYSIS

The ratio analysis is one of the most powerful tools of financial analysis.
It is used as a device to analysis and interprets the financial health of enterprise. A
financial analyst analyses the financial statements with various tools of analysis before
commenting upon the financial health or weakness of an enterprise. It is with help of
ratios that the financial statements can be analyzed more clearly and decisions made
from such analysis
P a g e | 27
_____________________________________________________________________
CLASSIFICATION OF RATIOS
 Liquidity Ratio
 Solvency Ratio
 Activity Ratio
 Profitability Ratio
LIQUIDITY RATIO
These are the ratios which measure the short –term solvency or financial
position of a firm. These ratios are calculated to comment upon the short-term paying
capacity of a concern or the firm’s ability to meet its obligations.
SOLVENCY RATIO
Solvency ratios convey a firm’s ability to meet the interest costs and repayments
schedules of its long-term obligations. These ratios measure the contribution of
financing by owners as compared to financing by outsiders.
ACTIVITY RATIO
Activity ratio is calculated to measure the efficiency with which the resources of
a firm have been employed. These ratios are also called turnover ratios because they
indicate the speed with which assets are being turned over into sales.
PROFITABILITY RATIO
These ratios measure the results of business operations or overall performance
and effectiveness of the firm.
ADVANTAGES OF RATIO ANALYSIS

 Forecasting
 Managerial control
 Facilitates communication
 Measuring efficiency
 Facilitating investment decisions
 Useful in measuring solvency
P a g e | 28
_____________________________________________________________________
LIMITATIONS OF RATIO ANALYSIS

 Practical knowledge
 Inter-relationship
 Accuracy of information
 Consistency in preparation of statements
 Time lag
 Change in price level
P a g e | 29
_____________________________________________________________________
TABLE NO: I
SI.NO OPTIONS NO.OF RESPONDENTS PERCENTAGE
1 HIGHLY SATISFIED 30 24
2 SATISFIED 43 34
3 NEUTRAL 13 10
4 DISSATISFIED 16 13
5 HIGHLY DISSATISFIED 23 19
TOTAL 125 100

CLASSIFICATION OF RESPONDENTS BASED ON
SATISFACTION IN WORKING IN MICROMATE GROUPS
Interpretation:
 34% of the respondents are satisfied in working in Micromate Groups.
 24% of the respondents are highly satisfied in working in Micromate Groups.
 19 % of the respondents are highly dissatisfied in working in Micromate
Groups.
 13% of the respondents are dissatisfied in working in Micromate Groups.
 10% of the respondent has no view in working in Micromate Groups.
Inference:
 Majority of the respondent are satisfied in working in Micromate Groups.
P a g e | 30
_____________________________________________________________________
CHART NO I
CLASSIFICATION OF RESPONDENTS BASED ON SATISFACTION

IN WORKING IN MICROMATE GROUPS
TABLE NO II
HR DEPARTMENT DOING INITIAL Screening test
P a g e | 31
_____________________________________________________________________
1 YES 85 68
2 NO 40 32
TOTAL 125 100
Interpretation:
 68% of the respondents say that HR department does initial screening test
 32% of the respondents say that HR department does not do initial screening
test.
Inference:
 Majority of the respondent say that HR does initial screening test.
CHART NO II
HR DEPARTMENT DOING INITIAL SCREENING TEST
P a g e | 32
_____________________________________________________________________
TABLE NO III
CANDIDATE TELEPHONIC INTERVIEWS , TELECONFERENCING

OR VIDEO SCREENING conducted before personal interviews
P a g e | 33
_____________________________________________________________________
1 YES 75 60
2 NO 50 40
TOTAL 125 100
Interpretation:
 60% of the respondents say that Candidate telephone interviews,

teleconferencing or video screening conducted before personal interviews
 40% of the respondents say that Candidate telephone interviews,
teleconferencing or video screening not conducted before personal interviews
Inference:
 Majority of the respondent say that Candidate telephone interviews,

teleconferencing or video screening conducted before personal interviews
CHART NO III
CANDIDATE TELEPHONE INTERVIEWS , TELECONFERENCING

OR VIDEO SCREENING CONDUCTED BEFORE PERSONAL
INTERVIEWS
P a g e | 34
_____________________________________________________________________
TABLE NO IV
ORGANIZATION HAS A PAY – FOR PERFORMANCE SYSTEM
P a g e | 35
_____________________________________________________________________
1 WORK AS INTENDED 63 51
2 WORK AS OUTSTANDING 62 49
TOTAL 125 100
Interpretation:
 51% of the employee says that work as intended

 49% of the employee says that work as out standing
Inference:
 Majority of the respondent say that Work as intended,or is it a tool for

compensation adjustment
CHART NO IV
ORGANIZATION HAS A PAY – FOR PERFORMANCE SYSTEM
P a g e | 36
_____________________________________________________________________
TABLE NO V
ARE REFERENCE CHECKS CONDUCTED ON ALL CANDIDATES .
P a g e | 37
_____________________________________________________________________
1 YES 120 96
2 NO 5 04
TOTAL 125 100
Interpretation:
 96% of the respondents says that reference checks is made on all candidates.
 04% of the employee say that reference check is not conducted on all
candidates.
Inference:
 Majority of the respondent say that reference check is made on all candidates.
CHART NO V
ARE REFERENCE CHECKS CONDUCTED ON ALL CANDIDATES .
P a g e | 38
_____________________________________________________________________
TABLE NO VI
WHO PERFORMS THE REFERENCE CHECKS
P a g e | 39
_____________________________________________________________________
1 MANAGER 29 23
2 HR DEPARTMENT 34 27
3 EMPLOYEES 30 24
4 NONE 32 26
TOTAL 125 100

 Interpretation
 23% of the respondents say that Manager performs the reference checks.
 27% of the respondents say that HR Dpt performs the reference checks.
 24 % of the respondents say that Employees performs the reference checks.
 26% of the respondents say that No One performs the reference checks.
Inference:
 Majority of the respondent say that HR Department Performs the
Reference Checks.
CHART NO VI
WHO PERFORMS THE REFERENCE CHECKS
P a g e | 40
_____________________________________________________________________
TABLE NO VII
IS CONSIDERATION GIVEN TO INTERNAL EMPLOYEES FOR

ALL OR SOME JOB OPENINGS BEFORE OUTSIDE
RECRUITMENT BEGINS
P a g e | 41
_____________________________________________________________________
1 YES 65 52
2 NO 60 48
TOTAL 125 100
Interpretation:
 52% of the respondents say that consideration given to Internal Employees.

 48% of the respondents say that consideration is not given to the Employee.
Interference
 Majority of the respondent say that Consideration are given to Internal
Employee for all or some job opening before outside recruitment begins.
TABLE NO VII
IS CONSIDERATION GIVEN TO INTERNAL EMPLOYEES FOR

ALL OR SOME JOB OPENINGS BEFORE OUTSIDE
RECRUITMENT BEGINS
P a g e | 42
_____________________________________________________________________
TABLE NO VIII
ARE COMPENSATION INCREASES BUDGETED THROUGHOUT

THE ORGANIZATION AND ARE GUIDELINES FOR
DISTRIBUTION CLEARLY COMMUNICATED
P a g e | 43
_____________________________________________________________________
1 RANGES AND LIMITS

CLEARLY DEFINED 85 68
2 IN DISTRIBUTION OF
COMPENSATION AMONG
DEPARTMENTS 40 32
TOTAL 125 100
Interpretation:
 68% of the respondents say that compensation increases budgeted throughout
the organization .
 32% of the respondents say nothat compensation increases budgeted throughout
the organization .
Inference:
 Majority of the respondent say that compensation increases budgeted
throughout the organization .
CHART NO VIII
ARE COMPENSATION INCREASES BUDGETED THROUGHOUT

THE ORGANIZATION AND ARE GUIDELINES FOR
DISTRIBUTION CLEARLY COMMUNICATED
P a g e | 44
_____________________________________________________________________
TABLE NO IX
HOW LIKELY WOULD YOU BE TO REFER A FRIEND TO MICROMATE
GROUPS AS A PLACE TO WORK
P a g e | 45
_____________________________________________________________________
1 VERY LIKELY 15 12
2 LIKELY 36 29
3 NOT SURE 30 24
4 UNLIKELY 15 12
TOTAL 125 100

Interpretation:
 12% of the respondents say Very Likely they would refer a friend to Micromate
Groups.
 29% of the respondents say Likely they would refer a friend to Micromate
Groups.
Inference:
 Majority of the respondent say Likely they would refer a friend to
Micromate Groups.
CHART NO IX
HOW LIKELY WOULD YOU BE TO REFER A FRIEND TO MICROMATE

GROUPS AS A PLACE TO WORK
P a g e | 46
_____________________________________________________________________
TABLE NO X
DOES THE COMPANY REWARD YOU EACH TIME YOU REFER A

CANDIDATE
P a g e | 47
_____________________________________________________________________
1 YES 89 71
2 NO 36 29
TOTAL 125 100
Interpretation:
 71% of the respondents say that company reward each time when a
employee for candidate.
 48% of the respondents say that company won’t reward each time when a
Interference
 Majority of the respondent say that company reward each time when a
CHART NO X
DOES THE COMPANY REWARD YOU EACH TIME YOU REFER A

CANDIDATE
P a g e | 48
_____________________________________________________________________
TABLE NO XI
ARE HR SERVICES AND FUNCTIONS ALIGNED AND

PRIORITIZED TO ORGANIZATIONAL AND EMPLOYEE NEEDS
P a g e | 49
_____________________________________________________________________
1 YES 36 29
2 NO 89 71
TOTAL 125 100
Interpretation:
 29% of the respondents say that HR services and functions aligned.

 71% of the respondents say that HR services and functions are not aligned
Interference
 Majority of the respondent say that HR services and functions are not
aligned
CHART NO XI
ARE HR SERVICES AND FUNCTIONS ALIGNED AND

PRIORITIZED TO ORGANIZATIONAL AND EMPLOYEE NEEDS
P a g e | 50
_____________________________________________________________________
TABLE NO XII
WHO IS ELIGIBLE TO RECEIVE AN EMPLOYEE REFERRAL

BONUS
P a g e | 51
_____________________________________________________________________
1 OUTSIDE CONTRACTOR 24 19
2 ALL THE EMPLOYEES 54 43
3 THE MANAGER 32 26
4 NONE OF THE ABOVE 15 12
TOTAL 125 100
Interpretation:
 12% of the respondents say Very Likely they would refer a friend to Micromate
Groups.
 29% of the respondents say Likely they would refer a friend to Micromate
Groups.
.Inference:
 Majority of the respondent say Likely they would refer a friend to
Micromate Groups.
CHART NO XII
WHO IS ELIGIBLE TO RECEIVE AN EMPLOYEE REFERRAL

BONUS
P a g e | 52
_____________________________________________________________________
TABLE NO XIII
CAN YOU REFER AN EXISTING (INTERNAL) MICROMATE

GROUP EMPLOYEE
P a g e | 53
_____________________________________________________________________
1 YES 62 49.6
2 NO 63 50.4
TOTAL 125 100
Interpretation:
 49.6 % of the respondents say that Employee can refer existing

employee.
 50.4 % of the respondents say that Employee cannot refer
existing employee.

Interference
 Majority of the respondent say that Employee cannot refer

existing employee.
CHART NO XIII
CAN YOU REFER AN EXISTING (INTERNAL) MICROMATE

GROUP EMPLOYEE
P a g e | 54
_____________________________________________________________________
TABLE NO XIV
CAN YOU REFER A FORMER MICROMATE GROUP EMPLOYEE
P a g e | 55
_____________________________________________________________________
1 YES 85 68
2 NO 40 32
TOTAL 125 100
Interpretation:
 68 % of the respondents say that Employee can refer former

Micromate Group Employees
 32 % of the respondents say that Employee cannot refer former
Micromate Group Employees.
Interference
 Majority of the respondent say that Employee can refer former

CHART NO XIV
CAN YOU REFER A FORMER MICROMATE GROUP EMPLOYEE
P a g e | 56
_____________________________________________________________________
TABLE NO XV
CAN YOU REFER A CONTRACTOR WHO IS CURRENTLY ON AN

ASSIGNMENT AT MICROMATE GROUP
P a g e | 57
_____________________________________________________________________
1 YES 52 41.6
2 NO 73 58.4
TOTAL 125 100
Interpretation:
 41.6 % of the respondents say that employee can refer a

contractor who is currently on an assignment at Micromate group
 58.4 % of the respondents say that employee cannot refer a
Interference
 Majority of the respondent say that employee cannot refer a
CHART NO XV
CAN YOU REFER A CONTRACTOR WHO IS CURRENTLY ON AN

ASSIGNMENT AT MICROMATE GROUP
P a g e | 58
_____________________________________________________________________
TABLE NO XVI
CAN YOU REFER A CANDIDATE WHO HAS ALREADY STARTED

EMPLOYMENT
P a g e | 59
_____________________________________________________________________
1 YES 50 40
2 NO 75 60
TOTAL 125 100
Interpretation:
 40 % of the respondents say that employee can refer a candidate

who has already started employment
 60 % of the respondents say that employee cannot refer a
candidate who has already started employment
Interference
 Majority of the respondent say that employee cannot refer a

candidate who has already started employment
CHART NO XVI
CAN YOU REFER A CANDIDATE WHO HAS ALREADY STARTED

EMPLOYMENT
P a g e | 60
_____________________________________________________________________
TABLE NO XVII
WHAT IF MORE THAN ONE PERSON REFERS THE SAME

CANDIDATE FOR EMPLOYMENT
P a g e | 61
_____________________________________________________________________
1 WILL NOT BE
CONSIDERED 59 47.2
PERSON WHO REFEERED
2 FIRST WILL BE
CONSIDERED 64 51.2
3 NONE OF THE ABOVE 2 1.6
4 TOTAL 125 100
Interpretation:
 47.2 % of the respondents say that employee will not be considered
 51.2% of the respondents say that employee who referred first will be
considered
 1.6 % of the respondents say that None of the above
Inference:
 Majority of the respondent say that the employee who referred first will be
considered.
CHART NO XVII
WHAT IF MORE THAN ONE PERSON REFERS THE SAME

CANDIDATE FOR EMPLOYMENT
P a g e | 62
_____________________________________________________________________
TABLE NO XVIII
CONDITIONS FOR WHICH YOUR REFERRAL HAS ALREADY

COMPLETED A PROFILE IN MICROMATE GROUP’S
CANDIDATE DATABASE WILL NOT BE CONSIDERED
P a g e | 63
_____________________________________________________________________
1 ALREADY REFFERED 35 28
EMPLOYEE HAS
2 ALREADY STRATED
EMPLOYMENT 35 28
REFERRAL IS A
3 CONTRACT EMPLOYEE 55 44
TOTAL
125 100
Interpretation:
 28% of the respondents say that employee is already registered
 29% of the respondents say that Employee has already strated employement
 24 % of the respondents say that referral is contract employee
Inference:
Majority of the respondent say that referral is contract employee
TABLE NO XVIII
CONDITIONS FOR WHICH YOUR REFERRAL HAS ALREADY

COMPLETED A PROFILE IN MICROMATE GROUP’S
CANDIDATE DATABASE WILL NOT BE CONSIDERED
P a g e | 64
_____________________________________________________________________
TABLE NO XIX
REFERRAL BEEN CONTACTED BY A RECRUITER
1 NOT UP TO THE
STANDARAD 30 24
P a g e | 65
_____________________________________________________________________
2 VACANCY IS NOT THERE 43 34
3 WOULD BE FAILED IN
PRE-SCREENING 13 10
4 YOU ARE NOT ELIGIBLE

TO REFER 16 13
5 NONE OF THE ABOVE 23 19
TOTAL 125 100

Interpretation:
 24% of the respondents say that it is not up to the standards.
 34% of the respondents say that vacancy is not there..
Inference:
Majority of the respondent say that vacancy is not there.
CHART NO XIX
REFERRAL BEEN CONTACTED BY A RECRUITER
P a g e | 66
_____________________________________________________________________
TABLE NO XX
HOW LONG DOES YOUR REFERRAL REMAIN VALID AND

ELIGIBLE FOR A BONUS AWARD
1 6 MONTHS 40 32
2 1 YEAR 42 34
3 1 ½ YEAR 23 18
4 2 YEAR 20 16
TOTAL 125 100
Interpretation:
P a g e | 67
_____________________________________________________________________
 32% of the respondents say that 6Months referral would be valid.

 34% of the respondents say that 1 Year referral would be valid.
 24 % of the respondents say that 1 1/2 Year referral would be valid.
 12% of the respondents say that 2 Year referral would be valid.
Inference:
 Majority of the respondent 1 Year referral would be valid.
CHART NO XX
HOW LONG DOES YOUR REFERRAL REMAIN VALID AND

ELIGIBLE FOR A BONUS AWARD
P a g e | 68
_____________________________________________________________________
TABLE NO XXI
1 YES 2 2
2 NO 122 98
TOTAL 125 100
CAN AN EMPLOYEE WHO IS ELIGIBLE TO RECEIVE A

REFERRAL BONUS TRANSFER THE BONUS AWARD TO
ANOTHER EMPLOYEE
Interpretation:
 02 % of the respondents say that bonus transfer is not possible
 98 % of the respondents say that bonus transfer is possible
P a g e | 69
_____________________________________________________________________
Interference
 Majority of the respondent say that bonus transfer to another

employee is possible
CHART NO XXI
CAN AN EMPLOYEE WHO IS ELIGIBLE TO RECEIVE A

REFERRAL BONUS TRANSFER THE BONUS AWARD TO
ANOTHER EMPLOYEE
P a g e | 70
_____________________________________________________________________
TABLE NO XXII
WILL YOU BE PAID FOR THE REFERRAL BONUS IF YOU REFERRED

CANDIDATE DOES NOT BEGIN EMPLOYMENT AS SCHEDULED
P a g e | 71
_____________________________________________________________________
1 YES 40 32
2 NO 85 68
TOTAL 125 100
Interpretation:
 32 % of the respondents say that they would be paid for the

referral Bonus if the candidate does not begin employment.
 68 % of the respondents say that would not be paid for the
Interference
 Majority of the respondent say that would not be paid for the
CHART NO XXII
WILL YOU BE PAID FOR THE REFERRAL BONUS IF YOU REFERRED

CANDIDATE DOES NOT BEGIN EMPLOYMENT AS SCHEDULED
P a g e | 72
_____________________________________________________________________
TABLE NO XXIII
WHEN DO YOU GET PAID FOR ONLINE REFERRAL
P a g e | 73
_____________________________________________________________________
1 30 Days 40 32
2 1 Month 42 34
3 1 ½ Month 23 18
4 2 Month 20 16
TOTAL 125 100

Interpretation:
 32% of the respondents say that 30 Days they would get paid for online
referral.
 34% of the respondents say within 1 Month they would get paid for online
referral.
 24 % of the respondents say that within 1 1/2 Month they would get paid for
online referral.
 Inference:
 Majority of the respondent within 1 Month they would get paid for online
CHART NO XXIII
WHEN DO YOU GET PAID FOR ONLINE REFERRAL
P a g e | 74
_____________________________________________________________________
TABLE NO XXIV
WILL THE REFERRAL BONUS AMOUNTS WILL BE STANDARD

FOR ALL POSITIONS
P a g e | 75
_____________________________________________________________________
P a g e | 76
_____________________________________________________________________
1 YES 20 16
2 NO 105 84
TOTAL 125 100
Interpretation:
 16 % of the respondents say that referral bonus amount will be

standard for all positions.
 84 % of the respondents say that referral bonus amount will not
be standard for all positions.
Interference
 Majority of the respondent say that referral bonus amount will

not be standard for all positions.
CHART NO XXIV
WILL THE REFERRAL BONUS AMOUNTS WILL BE STANDARD

FOR ALL POSITIONS
P a g e | 77
_____________________________________________________________________
TABLE NO XXV
Are you all satisfied with the bonus amount that you gain for referring your friend
1 SATISFIED TO A CERTAIN
EXTENDED 32 25.6
P a g e | 78
_____________________________________________________________________
2 NOT SATISFIED 25 20
3 VERY MUCH SATISFIED 20 16
4 NO COMMENTS 48 38.4
TOTAL 125 100
Interpretation:
 25.6 % of the respondents say that they are satisfied with the Bonus amount
they get.
 20% of the respondents say they are not satisfied with the Bonus amount they
get.
 Inference:
 Majority of the respondent say that No Comments about the bonus they get by
referring a Friend.
CHART NO XXV
ARE YOU ALL SATISFIED WITH THE BONUS AMOUNT THAT YOU GAIN
FOR REFERRING YOUR FRIEND
P a g e | 79
_____________________________________________________________________
CHAPTER V
5.1 FINDINGS
 Majority of the respondent are satisfied in working in

Micromate Groups.
P a g e | 80
_____________________________________________________________________
 Majority of the respondent say that Candidate telephone

interviews, teleconferencing or video screening conducted
before personal interviews
 Majority of the respondent say that No Comments about the

bonus they get by referring a Friend.
 Majority of the respondent say that referral bonus amount will

not be standard for all positions.
 Majority of the respondent within 1 Month they would get paid

for online
 Majority of the respondent say that would not be paid for the
 Majority of the respondent 1 Year referral would be valid.
 Majority of the respondent say that vacancy is not there.
 Majority of the respondent say that referral is contract

employee
 Majority of the respondent say that Work as intended,or is it a

tool for compensation adjustment
 Majority of the respondent say that Employee can refer former

P a g e | 81
_____________________________________________________________________
 Majority of the respondent say Likely they would refer a

friend to Micromate Groups.
 Majority of the respondent say that compensation increases

budgeted throughout the organization
5.2 SUGGESTIONS
 HR Department should give first preference to the employee in

Micromate Group.
 Management should take necessary steps for the growth of the

employee.
P a g e | 82
_____________________________________________________________________
 Employee should give their views for the company to growth.
 Company should pay the bonus to the employee as earlier as

possible.
 The organization should recognize the employees by

giving them awards for their excellent performance.
 The organization must improve the employee’s

welfare measure.
 Trade union activities have to be improved
 Better training opportunities must be provided in order

to update the knowledge and skills of their employees.
 Interesting work that offers variety and challenge and

allows the worker opportunities to "put his or her
signature" on the finished product
 Give feedback to employees to improve subsequent

performance.
 Identify employee training needs.
5.3 CONCLUSION
The project work was done for MICROMATE GROUPS to find

out the Employee Referral Tracking in their concern. This
P a g e | 83
_____________________________________________________________________
study helped me to familiarize with the practical side of the

organizational function.
Most of the employees working in the

Micromate Group is a leading supplier of technology and services, and has a
strong presence in the country at numerous locations in diverse industry segments -
both automotive and non-automotive.
BIBILIOGRAPHY
 P.C.Tripathy, “PERSONAL MANAGEMENT & INDUSTRIAL

RELATIONS”, sulthan chand & sons, first edition, 1978 & 2002.
P a g e | 84
_____________________________________________________________________
 C.R.Kothari, “METHODOLOGY METHODS & TECHNIQUES’’, K.K

Gupta for new age(p) ltd, second edition,2002.
 L.M.Prasad, “HUMAN RESOURCE MANAGEMENT’’, Sulthan chand &

sons, second edition,2005.
 N.D.Kapoor, “RESEARCH METHODOLOGY’’, S.Chand publication,

seventh edition 2002.
QUESTIONNAIRE
P a g e | 85
_____________________________________________________________________
EMPLOYEE DETAILS
Employee Name: Date:
Employee ID: Department:
E-Mail Address: Telephone Number:
REFERRAL INFORMATION
Candidate Name:
E-Mail Address: Telephone Number:
Position Referred For:
EMPLOYEE REFERRAL TRACKING
1. Overall I am very satisfied with my job at Company Micromate.
Highly Satisfied Satisfied
Neutral Dissatisfied Highly

Satisfied
2. Does the HR department perform all initial screening of candidates?
P a g e | 86
_____________________________________________________________________
Yes No
3. Are candidate telephone interviews, teleconferencing or video screening conducted

before personal interviews?
Yes No
4. Does your organization have a pay-for-performance (merit-based) system?
Work as intended, or is it a tool for compensation adjustment
Work as outstanding performance merit an outstanding reward
5. Are reference checks conducted on all candidates?
Yes No
6. Who performs the reference checks?
Manager HR Department
Employees None
7. Is consideration given to internal Employees for all or some job openings before
outside
recruitment begins?
Yes No
P a g e | 87
_____________________________________________________________________
8. Are compensation increases budgeted throughout the organization and are guidelines
for
distribution clearly communicated?
Are ranges and limits clearly defined (e.g., pay increments linked to
performance measures.
Is distribution of compensation among departments reviewed by
management for consistency and equity before awarding increases.
9. How likely would you be to refer a friend to Micromate Groups as a place to work?
Very Likely Likely
Not sure Unlikely
10. What are the best things for you about working at Micromate Group?
1.
2.
3.
11. Does the company reward you each time you refer a candidate?
Yes No
12. Are HR services and functions aligned and prioritized to organizational and
employee needs?
Yes No
P a g e | 88
_____________________________________________________________________
13. Who is eligible to receive an employee referral bonus?
Outside contractor All the employees
The manager that is listed on the requisition and participates in the interview
and hire decision .
None of the above.
14. Can you refer an existing (internal) Micromate Group employee?
Yes No
15. Can you refer a former Micromate Group employee?
Yes No
16. Can you refer a contractor who is currently on an assignment at Micromate Group?
Yes No
17. Can you refer a candidate who has already started employment?
Yes No
18. What if more than one person refers the same candidate for employment?
Will not be considered.
Person who referred first will be considered.
None of the above
P a g e | 89
_____________________________________________________________________
19. Conditions for which your referral has already completed a profile in Micromate
Group’s candidate database will not be considered?
Another employee has already referred the candidate within the last year,
The candidate has already started employment
The referral is a contract employee who is being hired into the same position
in which they are currently working.
20. Why hasn’t your referral been contacted by a recruiter?
Not up to the Standard
Vacancy is not there.
Would be failed in Pre-Screening
You are not eligible to refer.
None of the above
21. How long does your referral remain valid and eligible for a bonus award?
6 Months 1 Year
1 ½ Years 2 Years
P a g e | 90
_____________________________________________________________________
22. Can an employee who is eligible to receive a referral bonus transfer the bonus award
to another employee?
Yes No
23. Will you be paid for the referral bonus if you referred candidate does not begin
employment as scheduled?
Yes No
24. When do you get paid for online referral?
30 Days 1 Month
1 ½ Month 2 Month
25. How can you obtain an update regarding the bonus payment status for the candidate
you referred?
Bonus award data is sent to payroll twice each month
The amount is settled immediately.
The bonus amount will be upgraded end of the year.
Different procedure is followed.
26. Will the referral bonus amounts will be standard for all positions?
P a g e | 91
_____________________________________________________________________
Yes No
27. Are you all satisfied with the bonus amount that you gain for referring your friend?
Satisfied to a certain extend
Not Satisfied
Very much Satisfied
No comments
28. Does your company limit the number of bonus-qualifying referrals that each
employee
can make every year
No Idea
Yes
No
29. What are the aspects of employee-referral programs that can cause problems for a
Company?
1.
2.
3.
30. Your suggestions to improve the Micromate group.
P a g e | 92

Project Format

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Project Format

Uploaded by

Copyright:

Available Formats

EMPLOYEE REFERRAL TRACKING-MICROMATE

The Employee Referral Tracking is the preferred source of Micromate

1.1 INTRODUCTION AND RESEARCH DESIGN

The Employee Referral Tracking is the preferred source of Micromate

As part of a comprehensive recruitment strategy, it is the policy of the Company to

Structure of Employee-Referral Programs

An employee-referral program can be as simple as informally asking workers,

Generally, successful employee-referral programs offer some kind of monetary

Benefits of Employee-Referral Programs

One benefit of an employee-referral program is that it can provide the employer

One of the advantages is that such ventures are a reflection of a company's

addressing referrals received, bias in selection of candidates, unattractive rewards and

1.2 STATUS OF THE PROBLEM :

1.3 SIGNIFICANCE OF THE PROBLEM

 It helps the researcher to get a practical knowledge of what he had studied in

 It helps him/her to understand the Employee Referral program in the

 This helps him/her to get an ordeal in conducting a research.

Objectives followed by Micromate Group for their Successful Employee Referral

 Starting from the top: For any referral programme to be successful it is

 High importance to resumes: Pay special, fast track treatment to resumes

1.5 NATURE AND SCOPE

The referral program creates an incentive for Micromate employees to refer

1.6 AREA OF STUDY

1.7 PERIOD OF STUDY

1.8 LIMITATIONS OF THE STUDY

1.9 TYPES OF RESEARCH

Primary research is usually:

Secondary research is conducted by looking at sources such as magazines,

Secondary research is usually :

 Less time consuming

1.10 SAMPLING DESIGN

1.11 DATA COLLECTION

1.12 TOOLS FOR ANALYSIS

1.13 CHAPTER SCHEME

The Micromate is one of the world’s biggest private industrial corporations.

THE FUTURE NEEDS THE PAST

Understanding and living the corporate culture

Micromate Business System (MBS)

To be able to implement our Micromate Vision, we need to continuously develop

In India, the Micromate Group operates through the following -

Micromate Rexroth AG is an expert for all drive, control and motion

Consumer goods and building technology

Engineering and IT Services

The Engineering and Information Technology division of Micromate in India is the

The company’s technological competence is also manifested in the large number

Technical Center India

Spread over an area of 10,000 sq m (approx.), Technical Center India is located

 Design and development of new products from concept to manufacturing

 Engine Test Cells for emission, performance and endurance

Developments in the Application Centre

 Engine Testing dynamometer

 Glow plug testing

The Recruitment Process followed in MICROMATE GROUPS:

The main stages are identified in the below flow chart –

using Job analysis. This is depicted in the figure as follows

Receiving the Resume

Managing the Response

In my project, I will do Job analysis collecting data from resume, Company.

ROLE OF JOB ANALYSIS IN RECRUITMENT AND SELECTION

JOB ANALYSIS STAGES

Recruitment and Selection, Performance Appraisal, Job Evaluation – Wage and

Salary decisions (compensation) and training requirements.

STEPS IN JOB ANALYSIS

Analyze the Organizational Chart