recruitment and selection process VIVA TOYOTA (project work)

A Study On Recruitment And Selection Process
S.S.B.N DEGREE COLLEGE ANANTAPUR Page 1
A PROJECT ON
RECRUITMENT AND SELECTION PROCESS IN
VIVA TOYOTA PRIVATE LIMITED BANGLORE
A project report submitted to Sri KrishnadevarayaUniversity,
Anantapurin partialFulfillment forthe Award of the
Degree of
BACHELOR OF BUSINESS MANAGEMENT
BY
K.VENU MADHAV
(Enroll No: SSBN127007)
Under the supervision of
Dr.Y.V.Rama Vani
Assistant Professor
Department Of Business Management
SSBN Degree College, Anantapur
Departmentof Business management
S.S.B.NDegreeCollege (Autonomous)
Accredited @ ’A’ level by NAAC, Anantapur
2014

ACKNOWLEDGEMENT
I take the privilege of thanking Mr. Ganesh Kumar Chief Marketing Officer for
providing the opportunity to do the project work in their organization, Viva Toyota.
I express my sincere thanks to my project guide Dr.Y.V.Rama Vani Assistant
Professor S.S.B.N degree college Anantapur for guiding me at every step to complete my
project work.
I express my deep sense of gratitude to Dr.Nirmalamma, Principal, SSBN Degree College,
Sri Krishnadevaraya University, Anantapur, for providing a great opportunity to do a
project work. I am indeed, very grateful to her.
I express my sincere gratitude to Mr Venugopala, Head-HR VIVA Toyota Bangalore for
providing the project work in their organization.
I also thank Mr. Girish K-Senior Executive HR,Ms Bhavya.M- Specialist Talent Acquisitions
and other HR department staff in Viva Toyota, Bangalore for their valuable guidance and
immense support for completion of the project.
I also thank each and every individual who have helped me to complete this project
work.
K.VENU MADHAV

INDEX
SNO PARTICULARS PAGE NUMBER
1. INTRODUCTION Page 2 - Page 8
2. INDUSTRY PROFILE Page 9 - Page 17
3. COMPANY PROFILE Page 18 - Page 35
4. REVIEW OF LITERATURE Page 36 - Page 55
5. RESEARCH METHODOLOGY Page 56 - Page 61
6. DATA ANALYSIS AND INTERPRETATION Page 62 - Page 80
7. FINDING AND CONCLUSION Page 81 - Page 85
8. ANNEXURE Page 86 - Page 90
9. BIBLGRAPHY AND WEBLIOGRAPHY Page 91

INTRODUCTION

HUMAN RESOURCE:
Human resource is important for the success of any company. Human resources
are the wealth of any organization which helps in achieving the goals of the organization.
It reflects a new outlook which reviews organizations manpower as its resources and
assets.
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 employees
working there in. 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:
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 recruited.
Hiring a professional by first understanding the exact skill set and then matching it
with the various applicant’s resumes and then short listing and screening the best fit out
of the lot is what is required. Understanding determining factors like education
background certifications skills and domain type of industry work experience etc for
hiring or recruiting a right professional.
DEFINITION
Recruitment is defined as, “a process to discover the sources of manpower to
meet the requirements of the staffing schedule and to employ effective measures for
attracting that manpower in adequate numbers to facilitate effective selection of an
efficient workforce.”
Edwin B. Floppy defined recruitment as “the process of searching for prospective
employees and stimulating them to apply for jobs in the organization”.
In order to attract people for the jobs, the organization must communicate the
position in such a way that job seekers respond. To be cost effective, the recruitment
process should attract qualified applicants and provide enough information for
unqualified persons to self-select themselves out. Thus, the recruitment process begins
when new recruits are sought and ends when their applications are submitted. The result
is a pool of applicants from which new employees are selected.

SELECTION
Introduction
The size of the labour market, the image of the company, the place of posting, the
nature of job, the compensation package and a host of other factors influence the
manner of aspirants are likely to respond to the recruiting efforts of the company.
Through the process of recruitment the company tries to locate prospective employees
and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a
pool of applicants for selection.
Definition
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.
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.
 Design entry pay that competes on quality but not on quantum.
 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.
Recruitment represents the first contact that a company makes with potential
employees. It is through recruitment that many individuals will come to know a
company, and eventually decide whether they wish to work for it. A well-planned and
well-managed recruiting effort will result in high-quality applicants, whereas, a
haphazard and piecemeal effort will result in mediocre ones. High-quality employees
cannot be selected when better candidates do not know of job openings, are not
interested in working for the company and do not apply.
The recruitment process should inform qualified individuals about employment
opportunities, create a positive image of the company, provide enough information
about the jobs so that applicants can make comparisons with their qualifications and
interests, and generate enthusiasm among the best candidates so that they will apply for
the vacant positions.

The negative consequences of a poor recruitment process speak volumes about its
role in an organization. The failure to generate an adequate number of reasonably
qualified applicants can prove costly in several ways. It can greatly complicate the
selection process and may result in lowering of selection standards. The poor quality of
selection means extra cost on training and supervision. Furthermore, when recruitment
fails to meet the organizational needs for talent, a typical response is to raise entry-level
pay scales. This can distort traditional wage and salary relationships in the organization,
resulting in avoidable consequences. Thus, the effectiveness of a recruitment process can
play a major role in determining the resources that must be expended on other HR
activities and their ultimate success.
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 organization 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.

The overall aim of the recruitment and selection process is to obtain the number
and quality of employees that are required in order for the business to achieve its
objectives.

INDUSTRY PROFILE

INTRODUCTION
With the start of industrial revolution in India around 17th
and 18th
century gave
rise to growth of establishment of industries in India. Right from that stage industries
have been developing.
With the increasing growth in demand on back of rising income, expanding middle
class and young population base, in addition to a large pool of skilled manpower and
growing technology, will propel India to be among the world's top five auto-producers by
2015. India is also one of the key markets for hybrid and electric medium-heavy-duty
trucks and buses.
India is an extremely important market for Hyundai. The Indian automobile sector
is poised for steady and strong growth in the future. The Indian automobile industry
holds good growth potential for the mid-term and long term horizon, as per Mr. Bo Shin
Seo, MD and CEO, Hyundai Motor India Ltd (HMIL).
Moreover, Ford Motor Co plans to convert India into global production centre for
compact cars, once its Sanand plant in Gujarat comes on stream in 2014, under a project
codenamed B562 that may induce three different compact cars from the same platform.
KEY STATISTICS
The Indian automobile industry produced a total 1.69 million vehicles including
passenger vehicles, commercial vehicles, three wheelers and two wheelers in August
2013 as against 1.56 million in August 2012, registering a growth of 8.18 percent over the
same month last year.

The cumulative Foreign Direct Investment (FDI) inflow into the Indian automobile
industry during April 2000 to July 2013 was recorded at US$ 8,932 million, amounting to
4.5 per cent of the total FDI inflows (in terms of US$), as per data published by
Department of Industrial Policy and Promotion (DIPP), Ministry of Commerce.
The overall automobile exports grew by 2.03 per cent during April-August 2013.
Furthermore, the production of passenger vehicles in India was recorded at 3.23 million
in 2012-13 and is expected to grow at a Compound Annual Growth Rate (CAGR) of 13 per
cent during 2012-2021, as per data published by Automotive Component Manufacturers'
Association of India (ACMA).
MAJOR DEVELOPMENTS & INVESTMENTS
 Hero MotoCorp plans to establish 20 manufacturing and assembly facilities to
expand its presence across 50 countries by 2020.
 Nissan Motor India, the Indian unit of Japanese auto maker Nissan Motor Co Ltd,
has entered into an agreement with Ennore Port Ltd (EPL), to export at least
60,000 cars a year through the port for the next 10 years.
 TVS Motor Co plans to launch two new motorcycle models in the Kenyan market.
These motorcycles will be specific to the Kenyan markets in terms of usability,
reliability and durability. Moreover, the firm also plans to set up a two-wheeler
assembly line in Uganda and will also launch two motorcycle models in the African
nation.
 HMIL has invested US$ 2 billion in two state-of-the-art passenger car
manufacturing facilities in India. Moreso, India contributes 25 per cent of the
firm’s global sales.

 Mahindra & Mahindra (M&M) plans capital expenditure and investments worth Rs
10,000 crore (US$ 1.63 billion) over the next two years.
 Maruti Suzuki India Ltd (MSIL) is setting up an operational integrated research &
development (R&D) centre in Rohtak, Haryana. The test tracks at the new facility
would be longer and considerably enhanced in technical capabilities than the ones
at the Suzuki Motor Corp (SMC) facility in Japan.
 Tech Mahindra has signed an agreement with Volvo Car Corporation. The IT
company will provide Volvo with a service to maintain and develop a range of
applications that can increase efficiency and reduce costs.
 Isuzu Motors India plans to start contract manufacturing of its Sports Utility
Vehicles (SUV) and pick-up trucks at Hindustan Motors' (HM) Chennai plant from
December 2013.
Daimler India Commercial Vehicles (DICV) has expanded its network across the country.
The company plans to establish Government Initiatives
INITIATIVE FROM GOVERNMENT
The Government of India plans to introduce fuel-efficiency ratings for automobiles
to encourage sale of cars that consume less petrol or diesel, as per Mr. Veerappa Moily,
Union Minister for Petroleum and Natural Gas, Government of India.
The Union Budget 2013-14 added some incentives to the industry. The analysis by
Deloitte on the Union Budget highlighted the following points:
 The period of concession available for specified part of electric and hybrid vehicles
till April 2013 has been extended up to March 31, 2015

 The basic customs duty (BCD) on imported luxury goods such as high-end motor
vehicles, motor cycles, yachts and similar vessels was increased. The duty was
raised from 75 per cent to 100 per cent on cars/ motor vehicles (irrespective of
engine capacity) with CIF value more than US$ 40,000; from 60 per cent to 75 per
cent on motorcycles with engine capacity of 800 cc or more and on yachts and
similar vessels from 10 per cent to 25 per cent
 In addition, an increase in excise duty from 27 to 30 per cent has been allowed for
SUVs with engine capacity exceeding 1,500 cc, while excise duty was decreased
from 80 to 72 per cent, in case of SUVs registered solely to be used for taxi
purposes
 An exemption from BCD on lithium ion automotive battery for manufacture of
lithium ion battery packs for supply to manufacturers of hybrid and electric
vehicles
 The excise duty on chassis of diesel motor vehicles for transport of goods reduced
from 14 per cent to 13 per cent
The Government of India allows 100 per cent FDI in the automotive industry
through automatic route. The Government also plans to accelerate the supply of electric
vehicles over the next eight years. It is expected that there will be a demand for 5-7
million electricity-operated vehicles by 2020.
With special focus on exports of small cars, MUVs, two & three wheelers and auto
components; the automotive sector’s contribution to the gross domestic product (GDP)
is expected to double reaching a turnover worth US$ 145 billion in 2016, according to the
Automotive Mission Plan (AMP) 2006-2016.

ROAD AHEAD
India is probably the most competitive country in the world for the automotive
industry. It does not cover 100 per cent of technology or components required to make a
car but it is giving a good 97 per cent,” highlighted Mr. Vicent Cobee, Corporate Vice-
President, Nissan Motor’s Datsun.
The vision of AMP 2006-2016 sees India, “to emerge as the destination of choice
in the world for design and manufacture of automobiles and auto components with
output reaching a level of US$ 145 billion; accounting for more than 10 per cent of the
GDP and providing additional employment to 25 million people by 2016.”
INDIA: THE GLOBAL AUTO HUB
The automotive supplier firm Cooper Standard inaugurated a manufacturing
facility at Bawal in Haryana, which will initially manufacture rubber sealing and trims for
Volkswagen models in India, at an investment of around US$ 7 million. The total
estimated market for sealing and trim in India is estimated to reach US$ 180 million and
fuel and brake delivery market is estimated to be worth US$ 125 million. “The Indian
automotive industry is robust and we foresee higher demand for our products” said Mr.
Jeff Edwards, Chairman & CEO, Cooper Standard.
NMB-Minebea India Pvt Ltd, a wholly-owned subsidiary of Minebea Co Ltd
(Minebea), a global manufacturer of miniature and small-sized bearings and precision
components, announced commencement of its operations in Gurgaon, India. The
component maker foresees large market potential for its products range.

Tenneco, a US$ 7.4 billion firm headquartered in Lake Forest-Illinois in the US,
opened its DynaChrome high speed hard chromium plating facility for piston rods at its
Hosur plant in Tamil Nadu (TN).
Malaysia's Petronas is setting up a lubricants' plant near Mumbai with the aim of
capturing a greater share of the growing Indian lubes market that is expected to touch
nearly US$ 8 billion by 2017. India is the fifth largest lubricants market in the world.
Tide Water Oil has decided to re-launch the brand Veedol in European markets,
including Germany, Austria and Switzerland.
The cumulative FDI inflow into the Indian automobile industry during April 2000 to
July 2013 was recorded at US$ 8,932 million, amounting to 4.5 per cent of the total FDI
inflows (in terms of US$), as per data published by Department of Industrial Policy and
Promotion (DIPP), Ministry of Commerce, Government of India.
KEY DEVELOPMENTS & INVESTMENTS
 Auto component major Anand Automotive plans to invest Rs 1,200 crore (US$
194.45 million) over the next five years on new product development and capacity
expansion.
 Base Batteries plans to spend Rs 1,000 crore (US$ 162.07 million) over four years
to set up new plants and expand existing ones at Hosur, TN and Solan, Himachal
Pradesh. The organized automobile batteries market is estimated at Rs 4,000
crore (US$ 648.28 million).
 KLT Automotive & Tubular Products, manufacturers of chassis and related
components, will invest over Rs 320 crore (US$ 51.86 million) in setting up two
chassis manufacturing units in Chennai and Sri City and will also expand their

existing unit. The Sri City unit will meet the needs of the Japanese OEMs setting up
manufacturing units there.
 A Raymond inaugurated its first plant in India, at Chakan, Pune with an investment
of US$ 7 million. The new plant will manufactures various plastic fasteners like rib
locks, trim clips, cable straps etc. All these components will primarily cater to the
Indian and global passenger car and utility car segment.
 Greaves Cotton Ltd will supply single cylinder diesel engines to power TVS Motor’s
three-wheeler auto-rickshaws.
AUTOMOBILE REGULATION IN INDIA
The Indian automobile industry is the tenth largest in the world. It has an annual
production of approximately 2 million units. India is set to be a key role in automotive
sector. There has been a sustained growth in the automotive sector of India following the
economic reforms of 1991 which opened up 100 percent Foreign Direct Investment in
this sector. The industry has been growing annually at 20 per cent.
The automotive regulations in India are governed by the Ministry of Shipping, Road
Transport & Highways (MSRT&H) and other ministries such as Ministry of Environment &
Forests and Ministry of Petroleum & Natural Gas also have a vital role in the formulation
of automotive regulations and standards in India.
The major acts governing the automotive sector in India are:
 Motor Vehicles Act, 1988 (MVA)
 Central Motor Vehicles Rules 1989 (CMVR)

MSRT&H has constituted some committees are formed to advise the ministry on Safety
and Emission Regulations. These are:
 Central Motor Vehicles Rules-Technical Standing Committee (CMVR-TSC)
 Standing Committee on Implementation of Emission Legislation (SCOE)
Central Motor Vehicles Rules-Technical Standing Committee (CMVR-TSC) was
formulated to receive draft recommendations from other committees, such as
Automotive Industry Standards Committee and Bureau of Indian Standards, and to
finalize and approve safety recommendations made by such committees.

COMPANY PROFILE

VIVA TOYOTA
Viva Toyota is a part of shodha group of Toyota which started its first
operation in Hubli during April 2001. Shodha Toyota Started its 2nd
operation at Belgaum,
during Oct 2010.
Viva Toyota started its first Operation in Bangalore during Jan 2011.
The shodha groups of companies are as follows:
 Dhruvesh Meta steel industrial plant and machinery in 2001.
 Dhruvesh Honda two wheeler dealership in 2002.
 Viva Toyota Toyota car dealership in 2011.
 Dhruvesh ventures multi branded pre owned cars showroom in 2013.
Viva Toyota aims to play a major role in establishing Toyota brand and its standard in
and around Bangalore. Viva Toyota’s growth since inception can be attributed to one simple
yet important aspect of its business philosophy “Putting the Customer first”. Viva Toyota has
the sales record in new Toyota cars, True Value cars, Toyota Genuine Accessories, Customer
Satisfaction Index and Sales Satisfaction Index that has also contributed to Viva Success.
VISION
We share a passion to build an emphasis brand focused on individual and business
needs to achieve organization excellence as a sustainable competitive advantage.
MISSION
 To recruit retain and develop a highly competitive diverse workforce that supports
the mission, vision and values of Viva Toyota.

 Total Customer Satisfaction is our Mission. To achieve this, we will always strive to
improve Processes continuously and deliver Quality Service as per Customer needs
and thus build.
Shri.V.R.Deshpande memorial trust is a sister concern organization and also a proud
partner of Toyota as T-TEP (Toyota-Technical Education Program) Institute, to develop
career for rural students.
The journey of Viva Toyota in reaching this position took a long time. It travelled a
long journey to reach this position. In the initial it established its 3s facility showroom in
Hubli on 28th
April 2001. Secondly in 3s facility showroom Belgaum on 30th
October 2010. It
established first sales 1s facility showroom in Hebbal on 24th
January 2011 which deals with
only with the sales of Toyota cars. On the same day it opened 1s and 2s facility stations in
Hebbal and Kogilu respectively. It started its 3s station at Hunsemaranahalli on 18th
Feb
2012. 2s station at Kogilu deals with service and spare parts of the cars and where as 3s
station at Hunsemaranahalli operates all the three functions i.e., sales, service and spare
parts.
YEAR NAME OF BRANCH LOCATION
2001 Shodha Toyota Hubli
2010 Shodha Toyota Belgaum
2011 Viva Toyota(1s) Hebbal
2011 Viva Toyota(2s) Kogilu
2012 Viva Toyota(3s) Hunsamaranahalli

Shodha Toyota's concerned company v-trust deals with sales of old cars i.e., buying
old cars from customers and selling them. The cars are also renovated only if needed. This
experiment yielded a good result to them.
TOYOTA WAY OF RESPECT -“SAN”
SAN is a Japanese word which will be used to respect the individuals. In Toyota group
each employee is recognized and is given respect irrespective of the gender by using a
common word ‘SAN’. In English “Mr.”, “Miss”, “Mrs.” is used as title to call any person with
respect.
EX: English = Mr. Santhosh, Mrs.Nandini
Japan = Santhosh San, Nandini San
Each employee being a group of Toyota family follows the way of respecting the individual
and practices the same.
FACILITIES IN VIVA TOYOTA:
Viva Toyota Private Limited provides the entire range of products and services avail-
able in the Indian Toyota market. Viva is the pioneers of new and services available in the
Toyota. The main aim of Viva is to increase sales and provide quality service for customer
satisfaction. There are three major facilities providing by the Viva Toyota for the customers
and they are categorized as follows.
SALES OUTLETS
Viva has its own authorized service network divided in to certain sections for ease
cures of Toyota owners. There are service divisions, Toyota genuine parts division, vehicle
sale division, Toyota insurance renewal division, Toyota accessories division and Toyota true

value exchange division.
SERVICE OUTLETS
Viva Private Limited has about 6 service network available through Karnataka for
immediate service work. All workshops are ideally located in all the cities. Expertise service
personnel will be helping the vehicle problems. Breakdown, accident recovery vehicles are
available to you round the clock. Viva had the facilities for insurance renewal.
SPARE PARTS
Communications plays very important role for running spare parts operations
effectively and efficiently. Viva Toyota spare parts department got with online transactions.
It connects TKM and Viva branch spare parts. Network spare parts availability and other
spare parts related enquiry can check with through network system.
DIFFERENT FUNCTIONS AND THEIR ROLES
The different functions of Shodha/Viva Toyota are:
 Finance
 Human resource
 Training
 IT
 Insurance
 Customer Relations
 Retail Finance
 Marketing

FINANCE
All the financial activities are under the direct control of executive director. Chief
Accountant Officer is in-charge of all money transition in each department. The team of
finance and accounts record each and every transaction with the help of system. Special
accounting packages like tally and excel are used by the organization for recording monitory
transactions. This department also deals with financial and budgetary control, accounting of
expenditure on works, costing of services and operation of facilitate cost control, property,
lease infrastructure, cost of stock, payment of salary, managing funds, incentives and
remuneration preparation of budget, appropriation of accounts, treasury management,
custody of funds, internal and external records, debt administration, statutory and tax
reports etc. the company also manages Inventory Funding as per the requirements of Toyota
Kirloskar machines (T.K.M).
OBJECTIVES:
 Profit Maximization
 Wealth Maximization
THE MAIN ACCOUNTING PROCESS THAT ARE PERFORMED IN VIVA TOYOTA:
 Payment to suppliers.
 Purchasing invoice records.
 Making the notes of payments received from clients.
 Closing of receivable invoices.
TRAINING
Training is the process of increasing the abilities of the employees for the current and
also for the future jobs in the organization. Training helps the employee to increase his
capabilities and also helps the organization to extract the maximum from the employees.

Viva Toyota follows the training techniques of Toyota Kirloskar machines (T.K.M). Training is
given to fresh employees for a time period of 2-3 months.
The other training functions undertaken by Shodha/Viva Toyota are:
 Product Training for Sales & Marketing Team and conduct online test for knowledge
development as per TKM.
 Conducting Soft skill training to all Sales officers & Marketing Officers.
 Record monthly update in T2S - Toyota Software on Sales Team Training of
Knowledge Index and Coverage Index levels.
 Maintain training Management Information System of each individual.
INFORMATION TECHNOLOGY
Viva Toyota also gives a major importance to information technology by providing
systems and software to all the employees as per the requirements. Lease Line connectivity
to Toyota Server to access Toyota Software like I-Crop (Intelligent Customer Relation
Optimization Program), CTDMS (Centralized Toyota Dealer Management System), T2S
(Toyota Sales Society) related to Sales, Service, CRM & HR to update our dealer data.
INSURANCE
The next important department is insurance department. This department takes care
of the insurance of new cars and old cars.
MOTOR VEHICLE INSURANCE
At Toyota Insurance we understand that vehicle is a critical part of our life, so they
can offer us reliable and cost effective protection in case the unexpected happens. We can
choose from two levels of motor vehicle insurance cover:
 Comprehensive
 Third Party Liability

COMPREHENSIVE
Comprehensive Motor Vehicle Insurance policy provides for the replacement of
Toyota with a brand new one if it becomes a total loss, so long as it is less than 3 years old
and it has travelled less than 100,000kms.
In addition, Viva provide a Genuine Toyota parts replacement promise for Toyota
vehicles less than 5 years old and a Genuine Toyota Quality Repair Guarantee on all
authorized repairs, for as long as you remain the owner of the vehicle.
The following are some of the coverage points covered in comprehensive insurance:
 Natural Calamity
 Man Made Calamity
 Personal Accidents
THIRD PARTY LIABILITY
The main difference between third party insurance and a comprehensive Toyota
insurance is that the comprehensive insurance includes all the coverage that the third
party insurance will provide. As a result, these policies protect you from the negative
effects of any kind of legal action taken against you by another person involved in the
accident. The coverage also includes damage to another person’s property.
Viva Toyota has coordination with all the bankers related to auto finance related
process. With this facility customers have a choice to choose according to their liking. Viva
Toyota also generates revenue by promoting various Auto Insurance products. Viva Toyota
maintains Coordination with Account Dept. for all the claim settlements and payout receipts
in time.
CUSTOMER RELATION
Customers are the base for any organization. Without customers no company can
exist in the business world. Knowing this Viva Toyota gives a vital importance to customer

satisfaction. It takes care that the customers are satisfied and a comfortable environment is
created right from the entry point. Viva Toyota interacts with the customers and collects the
feedback on post sales and post service. Management interacts timely with the concerned
department in satisfying the customer and increasing the sales of the company. It also
organizes customer meets to know about which level customers are satisfied with the
services rendered by Viva Toyota. Management believes in the following:
RETAIL FINANCE
All the financial activities are under the direct control of executive director. Chief
Accountant Officer is in-charge of all money transition in each department. The team of
finance and accounts record each and every transaction with the help of Management
Information System. This department also deals with financial and budgetary control,
accounting of expenditure on works, costing of services and operation of facilitate cost
control, property, lease infrastructure, cost of stock, payment of salary, managing funds,
incentives and remuneration preparation of budget, appropriation of accounts, treasury
management, custody of funds, internal and external records, debt administration,
statutory and tax reports, revenue generation by auto finance related process.
OBJECTIVES:
 Profit Maximization
 Wealth Maximization
The main accounting process that are performed in Viva Toyota:
 Payment to suppliers
Performance– Expectations = Customer Satisfaction

 Purchasing invoice records.
MARKETING
According to American marketing association, marketing is the performance of the
business activities the direct the flow of goods and services from the producer to
customer or the user. Marketing involves all the activities involved in the creation of
place, time and pos-session utilities. Marketing is a process of making goods means cars
useful to the society.
It can be used as:
 A concept (understanding needs and responding)
 A process
 A function (analyzing market opportunities, planning, implementation, control etc)
 A series of techniques (a blend of behavior and management science)
In Toyota, marketing is come under sales department, marketing is an important tool
for sales otherwise it leads to failure. Advertisements, Displays are some of the tools of
marketing. And some special schemes and discounts offered by Toyota are some of the
normal techniques used to attract the customers.
Marketing also include test driving this helps the customers to know about the car
and its mileage etc and also the facilities and features of the car. Through marketing, the
sales executive develops a good contract between the customers this helps to buy cars
from Toyota again; goods contact between the companies. This helps to the success of
the company.
Marketing in Toyota focuses on car sales and services. It deals with display of cars
also. The main aim of Indus is to satisfy and delight the customers. It surrounded by
needs of a customer, focuses on delivering value to the customer. Modern marketing
concept helps to study the needs, desires and preferences of customers. In Toyota

customers are king. The two main objectives of modern marketing concepts are
customer satisfaction and profit maximization.
HUMAN RESOURCE MANAGEMENT
For any organization human resource plays a major role in making the company
successful and helps to develop the organization. Viva Toyota treats the human resource
as its major sector and tries to develop it. Viva Toyota is highly successful in management
its productive human asset. Mutual understanding between the management and
workers is appreciable in of the matter of the attainment of company’s ultimate goal.
Viva Toyota looking is a forward looking organization, committed to identify, train,
develop and sustain its human resource in such a manner so as to integrate the
individual career aspiration of its executives with the fulfillment of the objectives.
Towards this, Viva Toyota accepts basically that of fair, equitable and performance
oriented policy with respect to its human resource.
The principal component of an organization is its human resource. So managing
human resources efficiently and effectively is the important function of an HR
Department.
RECRUITMENT AND SELECTION
Recruitment is process of searching the candidates for employment and
stimulating them to apply for jobs in the organization. After having determined the
number and kinds of personnel required the personnel manager of the organization
proceeds with the identification of the source of recruitment and finding suitable
candidates for employment. Viva Toyota use both internal and external source of
recruitment according to the nature of the post vacant.
Selection involves a series of step by which candidates are screened for choosing

the most suitable person for vacant post. The process of selection leads to employment
of person who process the ability and qualification to perform the job which leave fallen
vacant in the organization. It divide the candidate for employment in to two categories
namely those who will be offered employment and those who will not be, this process
should be called rejection.
Training and Development:
After newly appointed employees have joined the organization the next phase of
program is to impart necessary training to them. The need for the training arising in the
company due to changing technology, quality conscious customers, greater productivity
stable work force, increased safety and better management. Viva Toyota follows the
training techniques of Toyota Kirloskar machines (T.K.M). Training is given to fresh
employees for a time period of 2-3 months.
PERFORMANCE APPRAISAL:
People differ in their abilities and aptitudes. These difference are natural to
great ex-tend cannot be eliminated even by giving the same basic education and
training to them. The basic purpose of performance appraisal is an employee is
observed by his supervisor at the time of work.
AWARDS AND ACHEIVEMENT:
 “BEST NEW DEALER” in the year 2001
 First Toyota dealer to be awarded ISO 9001:2000 certified by RWTUV Germany in
the year2002
 Best dealer in TDMS in 2002
 Best dealer in customer service at all India level in 2003-04 and 2006

 Best dealer in C- category in 2008
 Triple star dealer rating at all India level in 2008 and 2009
PROGRAMMES CONDUCTEDBY THE ORGANISATION:
 Blood donation camps
 International women’s day celebration
 Medical check-up
 Dealer foundation day
 Annual day
 Traditional day
EMPLOYEE DELIGHT PROGRAMME:
 “SANTHE”
 Essential asset user scheme
 Employee common fund
 Canteen facilities
 Team building activities
 Family get-together
RECRUITMENT AND SELECTION PROCESS IN VIVA TOYOTA
Recruitment refers to the process of attracting, screening, and selecting qualified
people for a job. For some components of the recruitment process, mid and large-size
organizations often retain professional recruiters or outsource some of the process to
recruitment agencies.
The importance of having a structured recruitment is to hire the right person to
the right job efficiently, and this in turn will reduce the cost of wrong hiring. Below are
the structured recruitment steps.

Manpower Planning
 Man power planning in Human Resource Management is a core factor.
 To meet the business requirements, the sufficient manpower should be recruited
to meet the business targets.
 The requirement of manpower will be discussed and arrived with the each
Department Heads based on the job description.
 Total Business Target will be divided by multi department based on the business
support and to comply / meet the common goal with multi job description, the
requirement of team for each department will be finalized with Technical & Non
Technical members.
Sourcing Candidate
Sourcing of candidates through various sources like:
 Paper Advertisement,
 TV Scroller Advertisement
 Manpower Consultants
 Direct Walk-Ins / CV through e-mail to recruitment team
 Employee Referrals
 Campus Recruitment
 Job Portals
Screen the Candidates
The candidates will not have any criminal background. The candidates will not
have any physical disability which prevents or hinders him/ her from performing the task.

But if the disability is not related to the responsibility which is being selected for, such
candidates may be given preference.
 Age: The candidate will be of a minimum age of 18 years, completed as on the
date of recruitment
 Experience: An experience person will add value to the system. However a fresher
with relevant qualification can also be hired
 Appearance: Presentable in front of a customer who is well groomed (Though
primarily there is no criteria for a candidate‘s appearance, thought should be
given to the type of person, however they should not appear overweight and look
uncomfortable while working or in working apparel, should appear healthy, bright
and hygienic.)
 Health: To ensure safety for the dealership and their staff, keeping in mind the
type of efforts required for housekeeping cleaning physical and maintenance
responsibilities, candidates will have to declare themselves free of any diseases at
the time of joining or in relevant cases, even with a history.
Candidates with history or inclination of anti–establishment activities, trade union
association, political affiliation, holding public or government association membership
are strictly not recruited at any level of the company and a distinguishable marking is
made on his /her resume for future reference
Post screening, candidates has to be asked to fill the employment application form.
Short-List of Candidates
Sales Related staff has to be given Test on Psychometric & Analytical. If they could
score 85% on Psychometric & 9 points on Analytical will be qualified for next level of
interview.

For support staff an IQ test will be conducted to understand his IQ level before
preceding the next level of interview.
Final Selection of Candidates
To Finalize Team leader & Supervisory level candidate a Panel comprising of HR,
Function Head /CEO / DP should take interview and arrive decision post interviewing a
set of candidates who can be fit for our organization who can add value to system etc.,
Releasing Offer Letter
Based on the position budget and current cost of the candidate, organization will
decide the affordable value which will be communicated to the candidate after collecting
necessary supporting like his current salary / position proof details.
The offer letter will consists of Offered Position, Date on which he is expected to
Join and what is the offer Salary and what are all the documents are required to bring at
the time of reporting for duty.
Joining Formalities
On the day of joining, a Joining kit will be issued to him which contents of all
Statutory and benefits forms which need to be filled by the employee. Provision will be
made and available to the new joiners like Uniform, Basic Stationery and Job description.
PROCESS OF RECUITMENT AT VIVA TOYOTA:
The HOD and the manager first find the vacant position in the company and try to
find the right person for the right job at right time. Later the management finds number
of vacant positions in the company. After finding number of vacant positions the

management raises a requisition for man power duly approved by the HOD or authorized
manager.
Process of Recruitment at VIVA TOYOTA
Determine the Vacant position (By the HOD, Manager and TL)
Determine the No of positions Vacant
Raise a requisition for Manpower (Duly approved by HOD or Authorised managers)
Analysis of the manpower being initiated by the HR Department (according to the policy
of TKM)
Response from the respective HR personnel (as per the analysis)
Start with sourcing/Decline the requisition (as per the approval from higher authority)

FLOW OF INTERVIEW SCHEDULES
Screening thru HR personnel
Discussion with TL (if necessary)
Discussion with HOD’s or Manager (Mandatory)
Discussion with MD (if necessary)
Shortlisted
Discussion with HR (Salary negotiation)
Selected Rejected
On-Boarding

REVIEW OF LITERATURE

RECRUITMENT:
Recruitment is the process of identifying that the organization needs to employ
someone up to the point at which application forms for the post have arrived at the
organization. Selection then consists of the processes involved in choosing from
applicants a suitable candidate to fill a post. Training consists of a range of processes
involved in making sure that job holders have the right skills, knowledge and attitudes
required to help the organization to achieve its objectives. Recruiting individuals to fill
particular posts within a business can be done either internally by recruitment within the
firm or from external sources in order to recruit the employees. There are two types of
recruitment one is internal recruitment and the external recruitment.
The Recruitment and selection process consist of six stages:
 Stage- 1: Agree to vacancy to be filled
 Stage -2: Job analysis
 Stage -3: Attracting a field of candidates
 Stage -4: Sorting candidates
 Stage -5: Selection interviews
 Stage -6: Finally to organization
It is important to appreciate that recruitment is a continuous process because of:
 Changes in business requirements (e.g. new products, markets, expanded
operations)
 Changes in business location (a relocation often triggers the need for substantial
recruitment)

 Promotions
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
 Cost of recruitment
 Company’s growth and expansion
2) EXTERNAL FACTORS
 Supply and Demand factors
 Unemployment Rate
 Political and legal considerations
 Social factors
 Economic factors
 Technological factors
INDUCEMENTS
Organizational inducements are all the positive features and benefits offered by an
organization that serves to attract job applicants to the organization. Three inducements
need specific mention here, they are:

 Compensation: Starting salaries, frequency of pay increases, incentives and fringe
benefits can all serve as inducements to potential employees.
 Career Opportunities: These help the present employees to grow personally and
professionally and also attract good people to the organization. The feeling that
the company takes care of employee career aspirations serves as a powerful
inducements to potential employees.
 Image or Reputation: Factors that affect an organization’s reputation include its
general treatment of employees, the nature and quality of its products and
services and its participation in worthwhile social endeavours.
SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two categories: internal
sources and external sources. Both have their own merits and demerits. Let’s examine
these.
Internal Sources
Persons who are already working in an organization constitute the ‘internal
sources’. Retrenched employees, retired employees, dependents of deceased employees
may also constitute the internal sources. Whenever any vacancy arises, someone from
within the organization is upgraded, transferred, promoted or even demoted.
External Sources
External sources lie outside an organization. Here the organization can have
the services of : (a) Employees working in other organizations; (b) Jobs aspirants
registered with employment exchanges; (c) Students from reputed educational

institutions; (d) Candidates referred by unions, friends, relatives and existing employees;
(e) Candidates forwarded by search firms and contractors; (f) Candidates responding to
the advertisements, issued by the organization; and (g) Unsolicited applications/walk-ins.
METHODS OF RECRUITMENT
The following are the most commonly used methods of recruiting people.
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. Organizations generally prepare
badly lists or a central pool of persons from which vacancies can be filled for manual
jobs. Such persons are usually passed on to various departments, depending on internal
requirements. If a person remains on such rolls for 240 days or more, he gets the status
of a permanent employee as per the Industrial Disputes Act and is therefore entitled to
all relevant benefits, including provident fund, gratuity, retrenchment compensation.
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 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. In fact, this has become a popular way of recruiting people in the highly
competitive Information Technology industry nowadays. Companies offer rich rewards
also to employees whose recommendations are accepted – after the routine screening
and examining process is over – and job offers extended to the suggested candidates. As
a goodwill gestures, companies also consider the names recommended by unions from
time to time.
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.

A preliminary screening is done within the campus and the short listed students are
then subjected to the remainder of the selection process. In view of the growing
demand for young managers, most reputed organizations (such as Hindustan Lever Ltd.,
Proctor & Cable, Citibank, State Bank of India, Tata and Birla group companies) visit IIMs
and IITs regularly and even sponsor certain popular campus activities with a view to earn
goodwill in the job market. Advantages of this method include: the placement centre
helps locate applicants and provides resumes to organizations; applicants can be pre-
screened; applicants will not have to be lured away from a current job and lower salary
expectations. On the negative front, campus recruiting means hiring people with little or
no work experience.
The organizations will have to offer some kind of training to the applicants, almost
immediately after hiring. It demands careful advance planning, looking into the
placement weeks of various institutions in different parts of the country. Further,
campus recruiting can be costly for organizations situated in another city (airfare,
boarding and lodging expenses of recruiters, site visit of applicants if allowed, etc.).
INDIRECT METHODS
1. Advertisement
These include advertisements in newspapers; trade, professional and technical
journals; radio and television; etc. in recent times, this medium has become just as
colourful, lively and imaginative as consumer advertising. The ads generally give a brief
outline of the job responsibilities, compensation package, prospects in organizations, etc.
this method is appropriate when (a) the organization intends to reach a large target
group and (b) the organizations wants a fairly good number of talented people – who are
geographically spread out. To apply for advertised vacancies let’s briefly examine the
wide variety of alternatives available to a company - as far as ads are concerned:

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. As a result, the
company may be bombarded with applications from a large number of candidates who
are marginally qualified for the job – adding to its administrative burden. To maintain
secrecy for various reasons (avoiding the rush, sending signals to competitors, cutting
down expenses involved in responding to any individual who applies, etc.), large
companies with a national reputation may also go in for blind-box ads in newspapers,
especially for filling lower level positions. In a blind-box ad there is no identification of
the advertising organization. Job aspirants are asked to respond to a post office box
number or to an employment firm that is acting as an agent between the job seekers and
the organization.
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. However, these ads are expensive. Also, because the television or radio is
simply seen or heard, potential candidates may have a tough time remembering the
details, making application difficult.

THIRD PARTY METHODS
1. 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. Firms like Arthur Anderson, Bobble and Hewitt, ABC consultants, SB Billimoria,
KPMG; Ferguson Associates offers specialized employment-related services to corporate
houses for a fee, especially for top and middle level executive vacancies. AT the lower
end, a number of search firms operate – providing multifarious services to both
recruiters and the recruiters.
2. 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. AS per the Act all employers
are supposed to notify the vacancies arising in their establishments form time to time –
with certain exemptions – to the prescribed employment exchanges before they are
filled. The Act covers all establishments in public sector and non-agricultural
establishments employing 25 or more workers in the private sector. However, in view of
the practical difficulties involved in implementing the provisions of the Act (such as filing
a quarterly return in respect of their staff strength, vacancies and shortages, returns
showing occupational distribution of their employees, etc.) many organizations have
successfully fought court battles when they were asked to pick up candidates from
among those sponsored by the employment exchanges.

3. 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.
4. 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. Such applications are generally kept in a data bank and whenever a
suitable vacancy arises, the company would intimate the candidates to apply through a
formal channel. One important problem with this method is that job seekers generally
apply to number of organizations and when they are actually required by the
organizations, either they are already employed in other organizations or are not simply
interested in the position.
5. Alternatives to Recruitment
Since recruitment and selection costs are high (search process, interviewing
agency fee, etc.) firms these days are trying to look at alternatives to recruitment
especially when market demand for firm’s products and services is sluggish. Moreover,
once employees are placed on the payroll, it may be extremely difficult to remove them
if their performance is marginal. Some of the options in this regard may be listed.

6. Evaluation of Alternative Sources
Companies have to evaluate the sources of recruiting carefully – looking at cost,
time, flexibility, quality and other criteria – before earmarking funds for the recruitment
process. They cannot afford to fill all their vacancies through a particular source. To
facilitate the decision making process in this regard, companies rely on the following
7. Time lapse data
They show the time lag between the dates of requisition for manpower supply
from a department to the actual date of filling the vacancies in that department. For
example, a company’s past experience may indicate that the average number of days
from application to interview is 10, from interview to offer is 7, from offer to acceptance
is 10 and from acceptance to report for work is 15. Therefore, if the company starts the
recruitment and selection process now it would require 42 days before the new
employee joins its ranks. Armed with this information, the length of the time needed for
alternative sources of recruitment can be ascertained – before pinning hopes on a
particular source that meets the recruitment objectives of the company.
8. Yield ratios
These ratios indicate the number of leads / contacts needed to generate a given
number of hires at a point at time. For example, if a company needs 10 management
trainees in the next six months, it has to monitor past yield ratios in order to find out the
number of candidates to be contacted for this purpose. On the basis of past experience,
to continue the same example, the company finds that to hire 10 trainees, it has to
extend 20 offers. If the interview-to-offer is 3:2, then 30 Interviews must be conducted.

If the invitees to interview ratios are 4:3 then, as many as 40 candidates must be
invited. Lastly, if contacts or leads needed to identify suitable trainees to invite are in 5:1
ratio, then 200 contacts are made.
9. Surveys and studies
Surveys may also be conducted to find out the suitability of a particular source for
certain positions. For example, as pointed out previously, employee referral has
emerged as popular way of hiring people in the Information Technology industry in
recent times in India. Correlation studies could also be carried out to find out the
relationship between different organizational positions. Before finally identifying the
sources of recruitment, the human resource managers must also look into the cost or
hiring a candidate. The cost per hire can be found out by dividing the recruitment cost
by the number of candidates hired.
Modern day recruitment practices include implementation of
Six Sigma
HR score card
Career planning
Recreational activities
Training
HRIS
Internal recruitment
This refers to the filling of job vacancies from within the business –where existing
employees are selected rather than employing some one from outside. A business might
decide that it already has the right people with the right skills to do the job, particularly if
its training and development programmers have been effective.

How is it done?
Internal vacancies are usually advertised within business via a variety of media:
 staff notice boards
 intranets
 In-house magazines/newsletters (for example, Map major publishing business)
have a weekly staff magazine devoted solely to advertising jobs within the
organization.
 Staff meetings.
Advantages of internal recruitment:
 Gives existing employees greater opportunity to advance their careers in the
business.
 May help to retain staff that might otherwise leave.
 Requires a short induction training period.
 Employer should know more about the internal candidate’s abilities.
 Usually quicker and less expensive than recruiting from outside.
Disadvantages of internal recruitment:
 Limits the number of potential applicants for a job.
 External candidates might be better suited /qualified for the job.
 Another vacancy will be created that has to be filled.
 Existing staff may feel they have the automatic right to be promoted, whether or
not they are competent.

External Recruitment
This refers to the filling of job vacancies from outside the business (contract with
internal recruitment).Most businesses engage in external recruitment fairly frequently,
particularly those that are growing strongly, or that operate in industries with high staff
turnover.
Employment/recruitment agencies
These businesses specialize in recruitment and selection .They often specialize in
recruitment for specific sectors(e.g. finance travel, secretarial).They usually provide a
shortlist of candidates based on the people registered with the agency. They also supply
temporary or interim employees.
The main advantages with using an agency are the specialist skills they bring and
the speed with which they normally provide candidates. They also reduce the
administrative burden of recruitment. The cost is the high agency fees charged often up
to 30% of the first year wages of anyone employed.
Head-hunters/Recruitment consultancies
“Up market” recruitment agents who provide a more specialized approach to the
recruitment of key employees and /or senior management. They tend to “approach”
individuals with a good reputation rather than rely on long lists of registered applicants –
often using privileged industry contacts to draw up a short list. The cost of using a head-
hunter or recruitment consultant is high.

Job centres
Government runs agency-good for identifying local candidates for relatively
straightforward jobs .The job centre service is free to employers and is most useful for
advertising semi skilled, clerical and manual jobs.
Government funded training schemes
There is a variety of government funded schemes that provide potential recruits,
including the new deal and modern apprenticeships. The advantage of these schemes is
that government funding lowers the cost of employment and the business can get to
know the employee before committing for the long-term. However, relatively few
employment requirements are covered by these schemes.
Advertising
Probably the most common method used in the recruitment. Advertising allows
the employer to reach a wider audience. The choice of advertising media (e.g. national
newspaper, internet, specialist magazine etc) depends on the recruitment for the advert
to reach a particular audience and crucially, the advertising budget.

THE PROCESS OF SELECTION
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next one. The time and emphasis place on
each step will definitely vary from one organization to another and indeed, from job to
job within the same organization. The sequence of steps may also vary from job to job
and organization to organization. For example some organizations may give more
importance to testing while others give more emphasis to interviews and reference
checks. Similarly a single brief selection interview might be enough for applicants for
lower level positions, while applicants for managerial jobs might be interviewed by a
number of people.
Fig: process of selection

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 favourable 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
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.
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
Usefulness of Application Blank or Form
Application blank is highly useful selection tool, in that way it serves three important
purposes
1. It introduces the candidate to the company in a formal way.
2. It helps the company to have a cross-comparison of the applicants;
3. It can serve as a basis to initiate a dialogue in the interview.
Selection Testing
In this section i.e. selection test or the employment test that attempts to asses
intelligence, abilities, personality trait, performance simulation tests including work
sampling and the tests administered at assessment centers- followed by a discussion
about the polygraph test, graphology and integrity test.
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. Over the years
employment tests have not only gained importance but also a certain amount of
inevitability in employment decisions. Since they try to objectively determine how well
an applicant meets the job requirement, most companies do not hesitate to invest their

time and money in selection testing in a big way. 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.
Selection interview:
The candidates selected in the selection interview are interviewed here and the
candidates are examined with the abilities whether they are suitable for the job or not.
Here the candidates are scrutinized on the basis of their market knowledge, previous job
experience, communication skills and other major aspects required for the job. The
candidates selected here are further sent to next level.
Medical test:
The candidates who have passed the selection interview are now sent to medical
test because the organization makes sure whether the health status of the candidate is
fit at the time of joining the job or not. Medical test is done to the candidate because
particular jobs in the organization need the medical fitness of the employee at the time
of joining.
Reference check:
Here the candidates are checked with the references i.e the company enquires
about the candidate with the reference number provided by the candidate. Even it is

done even by consulting the college of the candidate and also by contacting the known
ones.
Hiring decision:
After enquiring about the candidate thoroughly the decision of hiring the
candidate or not is taken by the management. After taking the decision only it is made
clear to the candidate that he has been selected as an employee. Because the decision
taken by the management stands as final and any wrong decision in this context will cost
the management. Once the hired employee cannot be removed easily.
And hence in this way an organization employs any candidate.

REASERCH METHODOLOGY

RESEARCH METHODOLOGY
Research is a scientific and systematic search for pertinent information on a
specific topic. Research is an art of scientific investigation. “Research comprises defining
and redefining problems, formulation hypothesizer suggested solutions, collecting,
organizing and evaluating the data, making deductions and reaching conclusions and at
last carefully testing the conclusions to determine and at last carefully testing the
conclusions to determine whether they fit the formulating hypothesis”.
-By CLIFFORD WOOD
Methodology means “a procedure designed to the extent to which it is
planned and evaluated before conducting the inquiry and the extent to which the method
for making decisions is evaluated”.
-By DHONDYAL

NEED FOR STUDY
The main objective of the study is:
 To know about the recruitment and selection process.
 To study the H.R policies and the functioning of H.R departments.
 To study how the vacancies are cleared and on what basis the candidates are
selected fora particular job.
 To identify and suggest measures for the improvement of the recruitment
programs.
 To study about the recruitment strategies.
 To evaluate the recruitment management programs.

OBEJCTIVES
 To study the recruitment and selection procedure in VIVA TOYOTA
 To know how the new candidates are recruited and placed in VIVA TOYOTA
BANGLORE
 To streamline the recruitment process to ensure that we always hire the right
people for the right job at right time
 To know how better VIVA TOYOTA maintains its employees.
 To know the latest recruitment strategies framed by the company based on the
employee requirements.

SCOPE OF STUDY
The scope of the study is confined to the following process like procedure followed
for recruitment and to identify the various factors that companies undertake prior to the
recruitment process.
 To study how the companies establish a fit between their business strategy and
recruitment strategy.
 To analyze the recruitment policy of the organization.
 To provide a systematic recruitment process.
DATA COLLECTION METHODS
Data collection is a process of obtaining valuable and reliable information for the
purpose of research.
The data was collected mainly by the following methods:
1. PRIMARY DATA
a. Questionnaire
Questionnaire method is one of the common methods where a questionnaire
is submitted across people and they are asked to fill it with his /her opinions .The
questionnaire consists of both open ended and closed type of questions. Questionnaire has
been prepared which has got filled up by the Axis employees of companies this has followed
by short interview by HR manager is taken to gather additional information.

b. Interviews
Interviews were conducted to collect the opinions of the senior managers
regarding the recruitment process. A short interview is taken with HR manager to gather
information.
2. SECONDARY DATA
Availability of secondary data in the form of journals, manuals and books on recruitment
were used as secondary data.

DATA ANALYSIS AND
INTERPRETATION

RECRIUTMENT AND SELECTION PROCESS QUESTIONAIRE: VIVA TOYOTA
1. Since how many years have you been working with this organization? ( )
(a) 1-2 years (b) 2-3 years (c) 3-4 years
OPTIONS NUMBER OF RESPONDENTS PERCENTAGE
1-2 years 20 100
2-3 years 0 0
3-4 years 0 0
TOTAL 20 100
NUMBER OF RESPODENTS
0
10
20
30
40
50
60
70
80
90
100
A(100) B(0) C(0)
Series1

INTERPRETATION:
100% employees are being working with Viva Toyota in the span of 1-2 years.
Viva Toyota maintains fresh employees.
2. Are you happy with your company’s recruitment process? ( )
(a) Yes (b) no
NUMBER OF RESPODENTS
OPTION NO OF RESPONSENTS PERCENTAGE
YES 20 100
NO 0 0
TOTAL 20 100
0
10
20
30
40
50
60
70
80
90
100
A(100) B(0)
Series1

INTERPRETATION:
100% of the employees are happy with the recruitment process of Viva Toyota.
Viva Toyota maintains a better recruitment process.
3. How did you come to know about openings in your organizations? ( )
(a) Friends (c) internet
(b) News papers (d) others
OPTION NO OF RESPONDENTS PERCENTAGE
FRIENDS 18 90
INTERNET 1 5
NEWS PAPERS 0 0
OTHERS 1 5
TOTAL 20 100
0
10
20
30
40
50
60
70
80
90
A(90) B(5) C(0) D(5)
Series1

INTERPRETATION:
90% came to know about the company openings through their friends only. Some
of the employees (5%) came to know from the advertisements in news papers and
through other mediums. We can say that most of the employees are referred by the
employees.
4. What is the motive behind choosing the job in this company? ( )
(a) Salary (b) Knowledge Gaining
(c) Work Environment (d) Career Growth
SALARY 0 0
KNOWLEDGE GAINING 2 10
WORK ENVIRONMENT 5 25
CAREER GROWTH 13 65
TOTAL 20 100

INTERPRETATION:
65% of employees chose Viva Toyota as chance to develop their career. 25% of
the employees chose Viva Toyota for its working environment and the rest of the
employees (10%) for developing their knowledge. Viva Toyota gives more importance to
the career growth of the employees.
5. Does the organization clearly define the position objectives, requirements and
candidate specifications in the recruitment process? ( )
(a) Yes (b) No
YES 18 90
NO 2 10
TOTAL 20 100
0
10
20
30
40
50
60
70
A(0) B(10) C(25) D(65)
Series1

INTERPRETATION:
90% of the employees said that the organization clearly defines the objectives,
requirements and the job specification in the recruitment specifications.
6. According to you, which quality of a person should be given more importance while
recruiting? ( )
(a) Marketing knowledge (c) Communication skills
(b) Experience (d) All the above
MARKETING KNOWLEDGE 0 0
COMMUNICATION SKILLS 1 5
EXPERIENCE 0 0
ALL THE ABOVE 19 95
TOTAL 20 100
0
10
20
30
40
50
60
70
80
90
A(90) B(10)
Series1

Interpretation:
95% of the employees feel an employee needs an all round knowledge in order to
recruit a person into a company.
7. When does your company usually recruit candidates? ( )
(a) Annually (b) Quarterly
(c) Half- Yearly (d) Whenever Required
ANNUALLY 0 0
QUARTERLY 0 0
HALF-YEARLY 0 0
WHENEVER REQUIRED 20 100
TOTAL 20 100
0
10
20
30
40
50
60
70
80
90
100
A(0) B(5) C(0) D(95)
Series1

INTERPRETATION:
Viva Toyota performs recruitment and selection process whenever the company
needs the want of employees rather than performing at regular intervals.
8. Did you fully know about the company policies before joined in this company? ( )
(a) Yes (b) no
YES 16 80
NO 4 20
TOTAL 20 100
0
10
20
30
40
50
60
70
80
90
100
A(0) B(0) C(0) D(100)
Series1

INTERPRETATION:
80% of the employees know about the company’s policies and rules before
joining into the company this shows the transparency of the company in defining the
rules and regulations of the company.
9. What should be the best recruitment sources according to your preference? ( )
(a) Internal Recruitment (b) External Recruitment (c) Both
INTERNAL RECRUITMENT 3 15
EXTERNAL RECRUITMENT 0 0
BOTH 17 85
TOTAL 20 100
0
10
20
30
40
50
60
70
80
A(80) B(20)
Series1

INTERPRETATION:
Viva Toyota depends on both internal and external recruitment in recruiting the
employees. This helps the company in selecting the qualitative candidates and also
makes a pathway in developing the company.
10. What type of recruitment process does your company follow usually? ( )
(a) Campus Recruiting (b) Walk-In Interviews
(c) Employee Referral (d) All the above
(e) Both B and C
CAMPUS RECRUITMENT -- 0
WALK IN INTERVIEWS 03 15
EMPLOYEE REFERRAL 07 35
ALL THE ABOVE 03 15
BOTH B AND C 07 35
0
10
20
30
40
50
60
70
80
90
A(15) B(0) C(85)
Series1

TOTAL 20 100
INTERPRETATION:
35% of the employees felt the company followed both walk in interview and
employee referral. 15% employees felt the company followed all types of recruitment
process in the organization.
11. How did you feel when you were facing the interview? ( )
(a) Confident (b) Tensed
(c) Stress (d) Relaxed
CONFIDENT 18 90
TENSED 0 0
STRESS 0 0
0
5
10
15
20
25
30
35
A(0) B(15) C(35) D(15) E(35)
Series1

RELAXED 2 10
TOTAL 20 100
INTERPRETATION:
90% of the employees felt confident while facing the interview and 10% of the
employees felt relaxed while giving the interview. So we can conclude that the interview
process in Viva Toyota is easy to face.
12. How many rounds involved in interview process? ( )
(a) Two (b) Three (c) More than Three
TWO 10 50
THREE 6 30
MORE THAN THREE 4 20
0
10
20
30
40
50
60
70
80
90
A(90) B(0) C(0) D(10)
Series1

TOTAL 20 100
INTERPRETATION:
In Viva Toyota there are only two rounds involved in an interview process. The
company reduces the cost of recruiting by reducing the rounds in interview. The reduced
cost can be invested in areas of development.
13. What interview technique does your company follow? ( )
(a) Panel Interview (b) Single Man Interview
PANEL INTERVIEW 6 30
SINGLE MAN INTERVIEW 14 70
TOTAL 20 100
0
5
10
15
20
25
30
35
40
45
50
A(50) B(30) C(20)
Series1

INTERPRETATION:
70% of the employees say that Viva Toyota follows single man interview and hence
reducing the cost of recruitment process.
14. How many people are been selected out of those interviewed? ( )
(a) Depends On Companies Requirement (b) Depends On Candidates Abilities
DEPENDS ON COMPANIES
REQUIRNMENT.
3 15
DEPENDS ON CAND. ABIL. 17 85
TOTAL 20 100
0
10
20
30
40
50
60
70
A(30) B(70)
Series1

INTERPRETATION:
85% of the employees say that the recruitment is based on the capabilities
of the employees. 15% feel that the company depends on its requirements.
15. Would you refer Viva Toyota to your known ones? ( )
(a) yes (b) may be
YES 17 85
MAY BE 3 15
TOTAL 20 100
0
10
20
30
40
50
60
70
80
90
A(15) B(85)
Series1

INTERPRETATION:
85% of the employees are ready to refer Viva Toyota to their known ones. This
shows that the employees are happy with the company.
16. Do you get recognized for referring your friend in Viva Toyota? ( )
(a) Yes (b) No
YES 19 90
NO 1 10
TOTAL 20 100
0
10
20
30
40
50
60
70
80
90
A(85) B(15)
Series1

INTERPRETATION:
90% of the employees say that they are recognized for referring their known ones
to Viva Toyota.
17. Any suggestions for improving recruitment process in your organization?
All the employees are happy with the recruitment process of the company. The
company has to take measures in speeding up the recruitment process.
18. How do you feel the questionnaire was? ( )
(a) As per the policy
(b) Were you able to give your personal opinion?
(c) Was the questionnaire up to the mark?
0
10
20
30
40
50
60
70
80
90
A(90) B(10)
Series1

OPTION A 17 85
OPTION B 3 15
OPTION C 0 0
TOTAL 20 100
INTERPRETATION:
85% of the employees feel the questionnaire was according to the policy of the
company while 15% of the employees were able to give their personal opinion and the
rest felt that questionnaire was up to the mark.
0
10
20
30
40
50
60
70
80
90
A(85) B(15) C(0)
Series1

FINDINGS AND CONCLUSION

FINDINGS:
 Almost all the employees in the organization are employed between 1-2 years.
 All the employees of viva Toyota are 100% happy with its recruitment and
selection process.
 In my research I found that 90% of the candidates came to know about the
openings through employee referral and 5% of the candidates came to know
through newspapers, 5% of the candidates came to know through other sources.
 According to my study I found that 65% of the employees chose Viva Toyota as a
medium of their career development and 25% chose for the work environment of
Viva Toyota.
 In my study I found that the company defines the job description and job
specifications to the employees, helping them to work better.
 Viva Toyota gives importance to all qualities like knowledge of market,
communication skills and experience of the candidate while recruiting him/her in
the company.
 Viva Toyota recruits employees whenever the company requires the human
resources.
 According to my study I found that 85% of the employees preferred for both
internal and external recruitment.
 In my study I found that Viva Toyota gives preference to all types of recruitment
process (campus recruiting, Walk-In Interview, employee referral, advertising).
 According to my study I found that the candidates felt very relaxed and confident
at the time of interview.

 I found that in Viva Toyota there are two rounds while interviewing a candidate.
 In study I found that company recruits the candidates based on the abilities of the
candidates (marketing knowledge, communication skills, experience).
 According to my study 85% of the employees are ready to refer their known ones
to the company.
 I found all the employees were able to give their personal opinion.

SUGGESTIONS:
The recruitment and selection process in Viva Toyota is good. The following
suggestions are made to develop the recruitment and selection process in Viva Toyota:
 Candidates applying for the jobs in Viva Toyota came to know mostly from their
friends. If the company advertises about the opening in the company through
other mediums then the man power can be increased in Viva Toyota.
 While giving the interview the candidates felt relaxed and confident. The company
can make the interview process little complex to test the real ability of the
employee.

CONCLUSION:
In my study I found that the recruitment process is done with specific parameters
and mainly the ability of the candidate is given the first preference. The candidates
applying for the job in the company comes to know about the openings through the
employee referral. The company recruits the employees through both internal and
external recruitment sources. Viva Toyota scrutinizes the candidates in different rounds.
The company recognizes the services given by the employees for the company by
awarding them cash reward and gift rewards and motivates the employee work even
better. Viva Toyota gives importance to the ability of the candidate (marketing
knowledge, communication skills, experience) while selecting the candidates. The
candidates felt very confident and relaxed while giving interview. While selecting the
candidate Viva Toyota gives importance to market knowledge, communication skills and
experience of the candidate in the respected field. The employees are ready to refer
their known ones to the company and they are rewarded by the management.
The employees chose Viva Toyota for their career development and the work
environment of Viva Toyota. Viva Toyota maintains good employee relation by
conducting various recreational activities and giving them preferences by awarding them
for their activities.

ANNEXURE

RECRIUTMENT AND SELECTION PROCESS QUESTIONAIRE: VIVA TOYOTA
NAME OF THE EMPLOYEE : _____________________________
DESIGNATION OF THE EMPLOYEE: _____________________________
1. Since how many years have you been working with this organization? ( )
(a) 1-2 years (b) 2-3 years (c) 3-4 years
2. Are you happy with your company’s recruitment process? ( )
(b) Yes (b) no
3. How do you come to know about openings in your organizations? ( )
(a) Friends (c) internet
(b) News papers (d) others
4. What is the motive behind choosing the job in this company? ( )
(a) Salary (b) Knowledge Gaining
(c) Work Environment (d) Career Growth
5. Does the organization clearly define the position objectives, requirements and
candidate specifications in the recruitment process? ( )
(a) Yes (b) No

6. According to you, which quality of a person should be given more importance while
recruiting? ( )
(a) Marketing knowledge (c) Communication skills
(b) Experience (d) All the above
7. When does your company usually recruit candidates? ( )
(a) Annually (b) Quarterly
(c) Half- Yearly (d) Whenever Required
8. Did you fully know about the company policies before joined in this company? ( )
(a) Yes (b) no
9. What should be the best recruitment sources according to your preference? ( )
(a) Internal Recruitment (b) External Recruitment (c) Both
10. What type of recruitment process does your company follow usually? ( )
(a) Campus Recruiting (b) Walk-In Interviews
(c) Employee Referral (d) All The Above
(e) Both b and c
11. How did you feel when you were facing the interview? ( )
(a) Confident (b) Tensed
(c) Stress (d) Relaxed

12. How many rounds involved in interview process? ( )
(a) Two (b) Three (c) More than Three
13. What interview technique does your company follow? ( )
(a) Panel Interview (b) Single Man Interview
14. How many people being selected out of those interviewed? ( )
(a) Depends On Companies Requirement (b) Depends On Candidates Abilities
15. Would you refer Viva Toyota to your known ones? ( )
(a) yes (b) may be
16. Do you get recognized for referring your friend in Viva Toyota? ( )
(a) Yes (b) No
17. Any suggestions for improving recruitment process in your organization?
Suggestions:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

18. How do you feel the questionnaire was? ( )
(a) As per the policy
(b) Were you able to give your personal opinion?
(c) Was the questionnaire up to the mark?

BIBLIOGRAPHY
PRIMARY SOURCE:
1. Principles of Management
- By R.N.Gupta
2. Business Management
- By Reddy and Appanaiah
3. Human Resource Management
- By Dipak Kumar Bhattacharya
SECOND SOURCE:
1. www.google.com
2. www.wikipedia.com
3. www.scholar.google.co.in
4. www.slideshare.com

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