Project Report

On
RECRUITMENT AND SELECTION

Sikkim Manipal University

Directorate of Distance Education
MBA- HRM

Guided By : Submitted By :
Ms. Samarpita Hazra Mr. Shubhojit Kumar Chhari
 Acknowledgement

I would like to take this opportunity to express my sincere

gratitude to respected Ms. Samarpita Hazra, for her valuable
guidance.

Shubhojit Kumar Chhari

 Table of Contents

1. About Automobile Industry

2. Company Flashback
3. About Mahindra Two Wheelers Ltd.
4. Introduction
5. Objective of Project
6. Scope of Project
7. Recruitment

a. Definition of Recruitment
b. Purposes and importance
c. Factors affecting recruitment
d. Sources of recruitment
e. Recruitment process
f. Types of recruitment methods

8. Selection

a. Definition of Selection
b. Purposes of selection
c. Selection Process
d. Barriers to effective selection

9. Difference between Recruitment and Selection Process

10.Conclusion
 About Automobile Industry
Starting its journey from the day when the first car rolled on the streets of
Mumbai in 1898, the Indian automobile industry has demonstrated a
phenomenal growth to this day. Today, the Indian automobile industry
presents a galaxy of varieties and models meeting all possible expectations
and globally established industry standards. Some of the leading names
echoing in the Indian automobile industry include Maruti Suzuki, Tata
Motors, Mahindra and Mahindra, Hyundai Motors, Hero Honda and
Hindustan Motors in addition to a number of others.

The automobile sector of India is the seventh largest in the world. In a

year, the country manufactures about 2.6 million cars making up an
identifiable chunk in the world’s annual production of about 73 million cars
in a year. The country is the largest manufacturer of motorcycles and the
fifth largest producer of commercial vehicles. Industry experts have
visualized an unbelievably huge increase in these figures over the immediate
future. The figures published by the Asia Economic Institute indicate that
the Indian automobile sector is set to emerge as the global leader by 2012. In
the year 2009, India rose to be the fourth largest exporter of automobiles
following Japan, South Korea and Thailand. Experts state that in the year
2050, India will top the car volumes of all the nations of the world with
about 611 million cars running on its roads.

Well developed transportation system plays a key role in the

development of an economy, and India is no exception to it. With the growth
of transportation system the Automotive Industry of India is also growing at
rapid speed, occupying an important place on the 'canvas' of Indian
economy.

Today Indian automotive industry is fully capable of producing various

kinds of vehicles and can be divided into 03 broad categories: Cars, two-
wheelers and heavy vehicles.
Snippets

 The first automobile in India rolled in 1897 in Bombay.

 India is being recognized as potential emerging auto market.
 Foreign players are adding to their investments in Indian auto
industry.
 Within two-wheelers, motorcycles contribute 80% of the segment
size.
 Unlike the USA, the Indian passenger vehicle market is dominated by
cars (79%).
 Tata Motors dominates over 60% of the Indian commercial vehicle
market.
 India is the largest three-wheeler market in the world.
 India is the largest two-wheeler manufacturer in the world.
 India is the second largest tractor manufacturer in the world.
 India is the fifth largest commercial vehicle manufacturer in the
world.
 The number one global motorcycle manufacturer is in India.
 India is the fourth largest car market in Asia - recently crossed the 1
million mark.
 Company Flashback

Mahindra & Mahindra Limited (M&M), the flagship company of US $ 2.59

billion Mahindra Group, has a significant presence in key sectors of the
Indian economy. M&M is one of the most respected companies in India. The
Company over the years has transformed itself into a Group that caters to the
Indian as well as foreign markets with a presence in vehicles, farm
equipment, information technology, trade and finance related services, and
infrastructure development. Now, they have started with a separate Sector,
Mahindra Systems and Automotive Technologies (MSAT) in order to focus
on developing components as well as offering engineering services.

Mahindra & Mahindra currently employs around 11,600 people and has
eight manufacturing facilities spread over 500,000 square meters. The
company has 49 sales offices that are supported by a network of over 780
dealers across the country. The company's outstanding manufacturing and
engineering skills allow it to innovate and launch new products constantly
for the Indian market. The "Scorpio", a SUV developed by the company
from the ground up, resulted in the Company winning the National Award
for outstanding in-house research and development from the Department of
Science and Industry of the Government in the year 2003.

In the community development sphere, M&M has implemented several

programs that have benefited the people and institutions in its areas of
operations. On the auspicious occasion of its 60th anniversary, the Company
announced a range of CSR activities supported by a commitment of 1% of
Profit after Tax for its CSR initiatives.
Products of Mahindra & Mahindra

Automotive Segment
Bolero Range  Bolero  Bolero Camper
Sedan Range  Logan
Hatchback Range  Mahindra Renault Sandero
SUV Range  Scorpio  Mahindra Thar
Bike Range  Mahindra Stalllio  Mahindra Mojo
Pickup Range  Utility  NC 640DP
 Pik-Up  Pik-Up CBC
MaXX Range  MaXX  MaXX-LX
CL Range  500-550MDI
MMRange  540/550 DP  550 PE
 540/550 XDB
Commander Range  650 DI  750 DI Long
 750 ST
Hard Top Range  Economy  5 Door
 Marshall DI  Marshall Deluxe
 775 XDB  Marshall Royale
 3 Door
Voyager Range  Voyager  Voyager Ambulance
 Voyager Delivery Van
LCV Range  CabKing 576  Tourister
 FJ470-DS4 High Roof  Cabking 576DI
Omnibus  Loadking DI
 DI 3200
 FJ Minibus
Three Wheeler  Champion DX  Champion
Range
Alternative Fuel  CNG  FJ CNG Minibus
Range  Bijlee
Army Range  Rakshak  550 XD
Export Range  Single Cab  MM-775
 Double Cab  Classic
 4WD

Farm Equipment Segment

Tractor Below 30 HP  Yuvraj  265 DI Bhoomiputra
 265 DI Sarpanch
Tractors Between 30-  Arjun 445 DI  475 DI - Sarpanch
40 HP  275 DI TU Sarpanch  475 DI - Bhoomiputra
 275 DI TU
Bhoomiputra
Tractors Above 40 HP  Arjun 555 DI  575 DI Bhoomiputra
 2Arjun 605 DI  585 DI - Sarpanch
 575 DI - Sarpanch
Farm Implements  Rigid Tine Cultivator  Mounted Mould
 Mounted Offset Disk  Board Plough
Harrow  Heavy Duty Tiller
 Spring Loaded Tiller  Reversible Plough
 Mounted Disc Plough
 Leveller
 Mahindra Two Wheelers Ltd.

Mahindra Two Wheelers Limited forms a part of the Mahindra & Mahindra
group. An India based two wheeler manufacturing company, it offers an
impressive, stylish as well as exclusive range of scooters and motorcycles.
The range that it extends includes two wheelers that range between 50cc
Mopeds to 135cc scooters.
Mahindra Group, the parent company of Mahindra Two Wheelers
Limited is amongst the top 10 industrial houses in India. The US $6.3 billion
Mahindra Group has extended its wings far and wide in different industries
and sectors like utility vehicles, tractors, timeshare business,
telecommunication software and rural finance.

Mahindra Two Wheelers Limited (MTWL) is backed by the

Mahindra Engineering Services (MES), the Italy-based design house,
engines engineering and Taiwan’s Sanyang Industry Company Limited
(SYM). Apart from the support of these departments and the intensive R &
D of M&M, the two wheeler manufacturer plans to assume a significant
position in the rapidly growing Indian and global two-wheeler market. The
automaker has its network in countries like USA, Canada, Latin America,
Europe, Africa, Middle East and South Asia.

This two wheeler maker formally entered the two wheeler industry
by acquiring with the successful acquisition of business assets of Kinetic
Motor Company Limited (KMCL).
 Introduction of Project
The human resources are the most important assets of an organization.
The success or failure of an organization is largely dependent on the caliber
of the people working therein. Without positive and creative contributions
from people, organizations cannot progress and prosper. In order to achieve
the goals or the activities of an organization, therefore, they need to recruit
people with requisite skills, qualifications and experience. While doing so,
they have to keep the present as well as the future requirements of the
organization in mind.

Recruitment is distinct from Employment and Selection. Once the

required number and kind of human resources are determined, the
management has to find the places where the required human resources
are/will be available and also find the means of attracting them towards the
organization before selecting suitable candidates for jobs. All this process is
generally known as recruitment. Some people use the term “Recruitment”
for employment. These two are not one and the same. Recruitment is only
one of the steps in the entire employment process. Some others use the term
recruitment for selection. These are not the same either. Technically
speaking, the function of recruitment precedes the selection function and it
includes only finding, developing the sources of prospective employees and
attracting them to apply for jobs in an organization, whereas the selection is
the process of finding out the most suitable candidate to the job out of the
candidates attracted (i.e., recruited).Formal definition of recruitment would
give clear cut idea about the function of recruitment.
Objectives of the Project
Scope of the Project
 Recruitment

Recruitment is the process that helps in taking decision whether the

applicants are suitable for the fill the vacancy or not. It is clearly in the
interest both the organization as well as applicants. The efficient process of
recruitment may be helpful to describe-

a) What resources you want?

b) What resources are available?
c) Where and how can they be found?

Recruitment is a ‘linking function’-joining together those with jobs to fill

and those seeking jobs. It is a ‘joining process’ in that it tries to bring
together job seekers and employer with a view to encourage the former to
apply for a job with the latter.

Definitions:
“Recruitment is the process of searching for prospective employees and
encouraging them to apply for jobs in an organization.”

OR

“Recruitment is a process to discover the source of manpower to meet

recruitment of the staffing schedule and to employ effective measures in
adequate number to facilitate effective selection of a working force.”
PURPOSES AND IMPORTANCE:

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

qualified job candidates. Specifically, the purposes are to:

 Determine the present and future requirements of the organization in

conjunction with its personnel-planning and job-analysis activities.
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of the selection process by reducing the
number of visibly, under qualified or overqualified job applicants.
 Help reduce the probability that job applicants, once recruited and
selected, will leave the organization only after a short period of time.
 Begin identifying and preparing potential job applicants who will be
appropriate candidates.
 Induct outsiders with a new perspective to lead the company.
 Develop an organizational culture that attracts competent people to
the company.
 Search or head hunt/head pouch people whose skills fit the company’s
values.
 Devise methodologies for assessing psychological traits.
 Search for talent globally and not just within the company.
 Anticipate and find people for positions that do not exist yet.
 Increase organizational and individual effectiveness in the short term
and long term.
 Evaluate the effectiveness of various recruiting techniques and
sources for all types of job applicants.
FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment:-

1) INTERNAL FACTORS
 Recruiting policy
 Temporary and part-time employees
 Recruitment of local citizens
 Engagement of the company in HRP
 Company’s size
 Cost of recruitment
 Company’s growth and expansion.

2) EXTERNAL FACTORS
 Supply and Demand factors
 Unemployment Rate
 Labor-market conditions
 Political and legal considerations
 Social factors
 Economic factors
 Technological factors

SOURCES OF RECRUITMENT
Every organization has the option of choosing the candidates for
its recruitment processes from two kinds of sources: internal and external
sources. The sources within the organization itself (like transfer of
employees from one department to other, promotions) to fill a position are
known as the internal sources of recruitment. Recruitment candidates from
all the other sources (like outsourcing agencies etc.) are known as the
external sources of the recruitment.
 SOURCES OF RECRUITMENT

Process of Recruitment
The recruitment process includes:

1) Determination of vacancies

2) Considering the sources

3) Preparing and publishing information.

 Recruitment Process
1. Determination of vacancies: The first stage in the procedure is
concerned with the question- what resources are needed i.e. the
determination of vacancies will depend on the aims and objectives of the
organization. In practice, vacancies of jobs may occur in an organization.
 When an organization is newly setup.
 When there is any change in policy, technology, location.
 When employees leave the organization and need to be
replaced.

2. Considering the source: This stage is concerned with the supply and
availability of resources. The sources of supply do not remain constant but
vary from time to time. Frequently, sources of supply of manpower are
divided in two groups-
I. Internal sources:-
 Present employees, permanent, temporary and casual
employees already on the pay roll of the organization.
 Retired and retrenched employees who want to return
to the company may be hired.
 Dependents and relatives of deceased and disabled
employees.
II. External sources: - Since it is possible to fill all vacancies
through internal sources, the manpower managers must be
familiar with external sources. These sources generally include:

 Person introduced and recommended by present and

former employees or trade unions.
 Employment exchanged and private employment
agencies.
 Open advertisement.
 Educational, technical and professional institutions.
 Contractors and jobbers.
 Gate hiring of unskilled workers.
 Casual applicants.
 Temporary or badly workers
3) PREPARING AND PUBLISHING INFORMATION: - After
determination of vacancies and considering the source, the next important
step of recruitment process is preparation and publication of information. It
requires special attention and skill. The object of publication of information
is following:
 It should be sufficient to give complete and accurate details
about job and its requirement.
 It should attract attention of maximum number of suitable
candidates.
 It should create a favorable image of the organization.

The preparation of information should be based on job analysis. It should

mention the special features required in the applicant that are important to
the job.
METHODS OF RECRUITMENT

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

INTERNAL METHODS:

1. Promotions and Transfers-- This is a method of filling vacancies

from within through transfers and promotions. A transfer is a lateral
movement within the same grade, from one job to another. It may lead
to changes in duties and responsibilities, working conditions, etc., but
not necessarily salary. Promotion, on the other hand, involves
movement of employee from a lower level position to a higher level
position accompanied by (usually) changes in duties, responsibilities,
status and value.

2. Job Posting-- Job posting is another way of hiring people from

within. In this method, the organization publicizes job opening on
bulletin boards, electronic method and similar outlets. One of the
important advantages of this method is that it offers a chance to highly
qualified applicants working within the company to look for growth
opportunities within the company to look for growth opportunities
within the company without looking for greener pastures outside.

3. Employee Referrals-- Employee referral means using personal

contacts to locate job opportunities. It is a recommendation from a
current employee regarding a job applicant. The logic behind
employee referral is that “it takes one to know one”. Employees
working in the organization, in this case, are encouraged to
recommend the names of their friends, working in other organizations
for a possible vacancy in the near future.
External (direct) Methods:

1. Campus Recruitment-- It is a method of recruiting by visiting and

participating in college campuses and their placement centers. Here
the recruiters visit reputed educational institutions such as IITs, IIMs,
colleges and universities with a view to pick up job aspirants having
requisite technical or professional skills. Job seekers are provided
information about the jobs and the recruiters, in turn, get a snapshot of
job seekers through constant interchange of information with
respective institutions.

External (Indirect) Methods:

Advertisements-- These include advertisements in newspapers; trade,

professional and technical journals; radio and television; etc. in recent times,
this medium has become just as colorful, lively and imaginative as consumer
advertising. The ads generally give a brief outline of the job responsibilities,
compensation package, prospects in organizations, etc.
 Newspaper Ads: Here it is easy to place job ads without much of a
lead time. It has flexibility in terms of information and can
conveniently target a specific geographic location. On the negative
side, newspaper ads tend to attract only those who are actively seeking
employment at that point of time, while some of the best candidates
who are well paid and challenged by their current jobs may not be
aware of such openings.
 Television and radio ads: These ads are more likely to each
individual who are not actively seeking employment; they are more
likely to stand out distinctly, they help the organization to target the
audience more selectively and they offer considerable scope for
designing ads creatively.
Other Methods:

 Private Employment Search Firms: - As search firm is a private

employment agency that maintains computerized lists of qualified
applicants and supplies these to employers willing to hire people from
the list for a fee. These firms can be any consultancy or
placements firms.

 Employment Exchanges: - As a statutory requirement, companies

are also expected to notify (wherever the Employment Exchanges Act,
1959, applies) their vacancies through the respective Employment
Exchanges, created all over India for helping unemployed youth,
displaced persons, ex-military personnel, physically handicapped, etc.

 Gate Hiring and Contractors:- Gate hiring (where job seekers,

generally blue collar employees, present themselves at the factory gate
and offer their services on a daily basis), hiring through contractors,
recruiting through word-of-mouth publicity are still in use – despite
the many possibilities for their misuse – in the small scale sector in
India.

 Unsolicited Applicants / Walk-ins:- Companies generally receive

unsolicited applications from job seekers at various points of time; the
number of such applications depends on economic conditions, the
image of the company and the job seeker’s perception of the types of
jobs that might be available etc.
 SELECTION

The size of the labor market, the image of the company, the place of posting,
the nature of job, the compensation package and a host of other factors
influence the manner of aspirants are likely to respond to the recruiting
efforts of the company. Through the process of recruitment the company
tries to locate prospective employees and encourages them to apply for
vacancies at various levels.
Recruiting, thus, provides a pool of applicants for selection. Selection
is the process of choosing the most suitable person out of the applicants. In
the selection process, the candidates are divided in to two parts –Those who
are suitable for job and those who are not .It involves rejection of those
applicant who are not fit for the job and so something it is described as
‘negative process’.

Definition:
“To select mean to choose. Selection is the process of
picking individuals who have relevant qualifications to fill jobs
in an organization. The basic purpose is to choose the
individual who can most successfully perform the job from the
pool of qualified candidates.”

Purpose:
The purpose of selection is to pick up the most suitable candidate who
would meet the requirements of the job in an organization best, to find out
which job applicant will be successful, if hired. To meet this goal, the
company obtains and assesses information about the applicants in terms of
age, qualifications, skills, experience, etc. the needs of the job are matched
with the profile of candidates. The most suitable person is then picked up
after eliminating the unsuitable applicants through successive stages of
selection process. How well an employee is matched to a job is very
important because it is directly affects the amount and quality of employee’s
work. Any mismatched in this regard can cost an organisation a great deal of
money, time and trouble, especially, in terms of training and operating costs.
In course of time, the employee may find the job distasteful and leave in
frustration. He may even circulate ‘hot news’ and juicy bits of negative
information about the company, causing incalculable harm to the company
in the long run. Effective election, therefore, demands constant monitoring
of the ‘fit’ between people the job.

Selection Process:

Steps in Selection Process

1. Reception: A company is known by the people it employs. In order
to attract people with talents, skills and experience a company has to
create a favorable impression on the applicants’ right from the stage
of reception. Whoever meets the applicant initially should be tactful
and able to extend help in a friendly and courteous way. Employment
possibilities must be presented honestly and clearly. If no jobs are
available at that point of time, the applicant may be asked to call back
the personnel department after some time.

2. Screening Interview:- A preliminary interview is generally

planned by large organizations to cut the cost of selection by allowing
only eligible candidates to go through the further stages in selection.
A junior executive from the Personnel Department may elicit
responses from the applicants on important items determining the
suitability of an applicant for a job such as age, education, experience,
pay expectations, aptitude, location, choice etc. this ‘courtesy
interview’ as it is often called helps the department screen out obvious
misfits. If the department finds the candidate suitable, a prescribed
application form is given to the applicants to fill and submit.

3. Application Blank:- Application blank or form is one of the most

common methods used to collect information on the various aspects of
the applicants’ academic, social, demographic, work related
background and references. It is a brief history sheet of employee’s
background, usually containing the following things:
· Personal data (address, sex, telephone number)
· Marital data
· Educational data
· Employment Experience
· Extra-curricular activities
. References and Recommendations.

4. Selection Testing: - A test is a standardized, objective measure of

a person’s behavior, performance or attitude. It is standardized
because the way the tests is carried out, the environment in which the
test is administered and the way the individual scores are calculated-
are uniformly applied. It is objective in that it tries to measure
individual differences in a scientific way giving very little room for
individual bias and interpretation.
Some of the commonly used employment tests are:
 Intelligence tests
 Aptitude tests
 Personality tests
 Achievement tests
 Miscellaneous tests such as graphology, polygraph and honesty tests.

 Intelligence Tests: These are mental ability tests. They measure the
incumbent’s learning ability and the ability to understand instructions
and make judgments. The basic objective of such test is to pick up
employees who are alert and quick at learning things so that they can
be offered adequate training to improve their skills for the benefit of
the organization. These tests measure several abilities such as
memory, vocabulary, verbal fluency, numerical ability, perception etc.
E.g. Standford-Benet test, Benet Simon Test, The Wechsler Adult
Intelligence Scale are example of standard intelligence test
 Aptitude Test: Aptitude test measure an individual’s potential to
learn certain skills- clerical, mechanical, mathematical, etc. These
tests indicate whether or not an individual has the capabilities to learn
a given job quickly and efficiently. In order to recruit efficient office
staff, aptitude tests are necessary. An aptitude tests is always
administered in combination with other tests like intelligence and
personality tests as it does not measure on-the-job-motivation
 Personality Test: Of all test required for selection the personality
tests have generated a lot of heat and controversy. The definition of
personality, methods of measuring personality factors and the
relationship between personality factors and actual job criteria has
been the subject of much discussion. Researchers have also
questioned whether applicants answer all the items truthfully or
whether they try to respond in a socially desirable manner. Regardless
of these objections, many people still consider personality as an
important component of job success.
 Achievement Tests: These are designed to measure what the
applicant can do on the job currently, i.e., whether the tester actually
knows what he or she claims to know. A typing test tests shows the
typing proficiency, a short hand tests measures the tested ability to
take dictation and transcribe, etc. Such proficiency tests are also
known as work sampling test. Work sampling is a selection tests
wherein the job applicant’s ability to do a small portion of the job is
 tested. These tests are of two types; Motor, involving physical
manipulations of things (e.g., trade tests for carpenters, electricians,
plumbers) or Verbal, involving problem situation that are primarily
language-oriented or people oriented( e.g., situational tests for
supervisory jobs). Since work samples are miniature replicas of the
actual job requirements, they are difficult to fake. They offer concrete
evidence of the proficiency of an applicant as against his ability to the
job. However, work sample tests are not cost effective and every
candidate has to be tested individually. It is not easy to develop work
samples for each job. Moreover, it is not applicable to all levels of the
organization
 Simulation Tests: Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while at work.
Such exercises are commonly used while hiring managers at various
levels in an organization. To assess the potential of a candidate for
managerial positions assessment centers are commonly used.
 Assessment Centre: An assessment centre is an extended work
sample. It uses procedures that incorporate group and individual
exercises. These exercises are designed to stimulate the type of work
which the candidate will be expected to do. Initially a small batch of
applicants comes to the assessment centre (a separate room). Their
performance in the situational exercise is observed and evaluated by a
team of 6-8 assessors. The assessors’ judgment on each exercise are
complied and combined to have a summary rating for each candidate
being assessed.

5. Selection Interview: - Face to face interview before final selection is

an important step. It provides an opportunity to have a better
understanding of the candidate.
Interview is an essential element of selection and no selection
procedure is complete without personal interview .There is different
types of interviews which may be arranged for selection. They can be-
a) Structured interview
b) Unstructured interview
c) Action interview
d) Stress interview
6. Medical Examination: - Applicants who have crossed the above
stages ate sent for a physical examination either to the company’s
physician or to a medical officer approved for the purpose.

7. Reference Checks: - Applicants are often required to gives names of

persons to whom reference may be made about the candidate’s
character and suitability for the job. Two types of reference which
source of information about the general character of the applicants.
Formal employer reference one who may be able to speak about the
applicants’ earlier work. The reference is too useful to judge the future
behavior and the performance of the candidate.

8. Hiring decision: - The line manager has to make the final decision
now – whether to select or reject a candidate after soliciting the
required information through different techniques discussed earlier.
The line manager has to take adequate care in taking the final decision
because of economic, behavioral and social implications of the
selection decisions. A careless decision of rejecting a candidate would
impair the morale of the people and they suspect the selection
procedure and the very basis of selection in a particular organization.
Barriers to effective selection:
 PERCEPTION: Our inability to understand others accurately is
probably the most fundamental barrier to selecting right candidate.
Selection demands an individual or a group to assess and compare the
respective competencies of others, with the aim of choosing the right
persons for the jobs. But our views are highly personalized. We all
perceive the world differently. Our limited perceptual ability is
obviously a stumbling block to the objective and rational selection of
people.
 FAIRNESS: Fairness in selection requires that no individual should
be discriminated against on the basis of religion, region, race or
gender. But the low number of women and other less privileged
sections of society in the middle and senior management positions and
open discrimination on the basis of age in job advertisements and in
the selection process would suggest that all the efforts to minimize
inequity have not been very effective.
 VALIDITY: Validity, as explained earlier, is a test that helps predict
job performance of an incumbent. A test that has been validated can
differentiate between the employees who can perform well and those
who will not. However, a validated test does not predict job success
accurately. It can only increase possibility of success.
 RELIABILITY: A reliable method is one which will produce
consistent results when repeated in similar situations. Like a validated
test, a reliable test may fall to predict job performance with precision.
 PRESSURE: Pressure is brought on the selectors by politicians,
bureaucrats, relatives, friends, and peers to select particular candidate.
Candidates selected because of compulsions are obviously not the
right ones.
 Recruitment VS Selection

1. The recruitment the process of searching the candidates

for employment and stimulating them to apply for jobs in the
organization WHEREAS selection involves the series of steps
by which the candidates are screened for choosing the most
suitable persons for vacant posts.

2. The basic purpose of recruitment is to create a talent pool

of candidates to enable the selection of best candidates for the
organization, by attracting more and more employees to apply
in the organization WHEREAS the basic purpose of selection
process is to choose the right candidate to fill the various
positions in the organization.

3. Recruitment is a positive process i.e. encouraging more

and more employees to apply WHEREAS selection is a
negative process as it involves rejection of the unsuitable
candidates.

4. Recruitment is concerned with tapping the sources of

human resources WHEREAS selection is concerned with
selecting the most suitable candidate through various interviews
and tests.

5. There is no contract of recruitment established in

recruitment WHEREAS selection results in a contract of
services between the employer and the selected employee.
 TYPES OF INTERVIEW PROCESS

According to the requirements of the company. After generating the

resumes from the sites the next step is to shortlist the resume which
best suite the requirements. Now the short-listed candidates have to be
given a phone call in order to find out their interests and schedule
them for interview. There are 2 forms of interview that a candidate
can appear for:

1. Personal Interview.

2. Telephonic Interview.

1. PERSONAL INTERVIEW

This is regarded to be the BEST FORM of interview. In such

form of an interview the candidate personally appears in front
of the interviewer and gives his interview. This is regarded to
be the best form of interview as the interviewee has the best
chances of making his points clear in front of the interviewer.

2. TELEPHONIC INTERVIEW

Sometimes an interview is taken on the phone. A telephonic

conversation is done between the interviewer and the
interviewee where the interviewer calls up the candidate via
phone and conducts the interview.
 CONCLUSION

I have tried to give my best to the project. I have incorporated all the
relevant HUMAN RESOURCES MANAGEMENT principles which
could be associated with my topic on “Recruitment and Selection”
process.
I express my gratitude to Respected Ms. Samarpita Hazra. I have dealt
with this project very conscientiously and sincerely.