INTRODUCTION

Today, in every organization personnel planning as an activity is necessary. It is an important part of an organization. Human Resource Planning is a vital ingredient for the success of the organization in the long run. There are certain ways that are to be followed by every organization, which ensures that it has right number and kind of people, at the right place and right time, so that organization can achieve its planned objective.

The objectives of Human Resource Department are Human Resource Planning, Recruitment and Selection, Training and Development, Career planning, Transfer and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs special attention and proper planning and implementation.

For every organization, it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure.

Recruitment and Selection are simultaneous process and are incomplete without each other. They are important components of the organization and are different from each other.

RECRUITMENT AND SELECTION

Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate. Recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of efficient personnel.

Staffing is one basic function of management. All managers have responsibility of staffing function by selecting the chief executive and even the foremen and supervisors have a staffing responsibility when they select the rank and file workers. However, the personnel manager and his personnel department is mainly concerned with the staffing function.

Every organization needs to look after recruitment and selection in the initial period and thereafter as and when additional manpower is required due to expansion and development of business activities.

‗Right person for the right job‘ is the basic principle in recruitment and selection. Ever organization should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organization/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates is essential. Human resource management in an organization will not be possible if unsuitable persons are selected and employment in a business unit.

RECRUITMENT Recruitment refers to the process of finding possible candidates for a job or function, undertaken by recruiters. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Either way it may involve advertising, commonly in the recruitment section of a newspaper or in a newspaper dedicated to job adverts. Employment agencies will often advertise jobs in their windows. Posts can also be advertised at a job centre if they are targeting the unemployed.

Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected.

Definition

According to EDWIN FLIPPO, ‖Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.‖

Need for recruitment

The need for recruitment may be due to the following reasons / situation a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labour turnover. b) Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification.

Purpose and importance of Recruitment

1. Determine the present and future requirements of the organization on conjunction with its personnel-planning and job analysis activities.

2. Increase the pool of job candidates at minimum cost.

3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants.

4. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time.

5. Meet the organization‘s legal and social obligations regarding the composition of its work force.

6. Begin identifying and preparing potential job applicants who will be appropriate candidates.

7. Increase organizational and individual effectiveness in the short term and long term.

8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants. METHODS OF RECRUITMENT

Dunn and Stephens summaries the possible recruiting methods into three categories, namely

1 Direct method

2 Indirect method

3 Third party method

Direct method

The direct method includes sending of the recruiters to different educational and professional institutions, employees contact with public and mannered exhibits. One of the widely used methods is sending the recruiters to different colleges and technical schools. This is mainly done with the cooperation of the placement office of the college. Sometimes, firms directly solicit information from the concerned professors about student with an outstanding record.

Other direct methods include sending recruiters to conventions and seminars, setting up exhibits at fairs, and using mobile offices to go the desired centers.

Indirect method

Indirect method involves mainly advertising in newspapers, on the radios, in trade and professional journals, technical magazines and brochures. Advertisements in newspapers and or trade journals and magazines are the most frequently used methods. Senior post is largely filled with such methods. Advertising is a very useful for recruiting blue color and hourly worker, as well as scientific, professional, and technical employees. Local newspaper can be good sources of blue collar workers, clerical employees, and lower level administrative employees. The main point is that the higher the position in the organization the more dispersed advertisement is likely to be. The search for the top executive might include advertisement in a national periodical, whereas the advertisement of the blue color jobs usually confine to the daily newspaper. According to the Advertisement tactic and strategy in personnel Recruitment, three main points need to be borne in the mind before an advertisement in inserted.

First, to visualize the type of applicants one is trying to recruit. Second, to write out a list of advantages the company offers, or why should the reader join the company. Third, to decide where to run the advertisement , not only in which area, but also in which newspaper having a local, state or a nation- wide circulation.

Third party

These include the use of commercial or private employment agencies, state agencies, and placement offices of schools colleges and professional associations recruiting firms, management consulting firms, indoctrination seminars for college professors, and friends and relatives.

Private employment agencies are the most widely used sources. They charge a small fee from the applicant. They specialize in specific occupation; general office help, salesmen, technical workers, accountant, computer staff, engineers and executives.

State or public employment agencies are also known as the employment or labor exchanges, are the main agencies for the public employment. Employers inform them of their personnel requirement, while job seekers get information for them about the type of job are referred by the employer. Schools and colleges offer opportunities for recruiting their student. They operate placement services where complete biodata and other particular of the student are available.

Professional organization or recruiting firms maintain complete information records about employed executive. These firms maintain complete information records about employed executives. These firms are looked upon as the ‗head hunters‘, ‘raiders‘, and ‗pirates‘ by organization which lose their personnel through their efforts.

EVALUATION OF THE RECRUITMENT METHOD

The following are the evaluation of the recruitment method

1. Number of initial enquires received which resulted in completed application forms 2. Number of candidates recruited. 3. Number of candidates retained in the organization after six months. 4. Number of candidates at various stages of the recruitment and selection process, especially those short listed.

Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. 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.

THEORIES REGARDING RECRUITMENT

Recruitment is two way street it takes a recruiter has a choice whom to recruit, same way the prospective employee also has taken the decision whether or not to apply for the given job vacancy. The individual take the decision usually on three different basic

1. The objectives theory views that the process of organizational choice as being one of weighing and evaluating set of measurable characteristic of employment offers, such pay, benefits , location, opportunity for advancement, the nature of job to performed, and education opportunities.

2. Critical contact theory suggests that the typical candidates is unable to make a meaningful differentiation of organization‘s offers in terms of objective or subjective factors, because of his limited or very short contact with the organization. Choice can be made only when applicant can readily perceive the factors such as the behavior of the recruiters, the nature of the physical facilities, and such as the efficiency in processing paper work association with the application.

3. Subjective theory emphasizes the congruence. Here the choices are made on highly personal and emotional basis. SELECTION

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.

Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job. To select mean to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates.

Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job.

PURPOSE OF SELECTION

The purpose of selection is to pick up the most suitable candidate who would meet the requirements of the job in an organisation 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.

The difference between recruitment and selection

Recruitment is identifying n encouraging prospective employees to apply for a job.

And

Selection is selecting the right candidate from the pool of applicants.

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 organisation to another and indeed, from job to job within the same organisation. The sequence of steps may also vary from job to job and organisation to organisation. For example some organisations 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.

Steps in selection process

NEED FOR THE STUDY

Recruitment is the primary activity to be conducted in the organization. So, it is needed to know the recruitment policies which are implemented and methods followed by the organization. It is important to know the employee intension about the recruitment process in the organization. It helps in need of human resource in the organization. This helps to our career in the corporate world. It is needed to

 Assess the Performance of employees in the Rating format for the review period  Issue self appraisal format to employees to rate himself  Assess the potential of employee for taking up higher responsibilities in case of promotion  Decide in consultation with the HR committee annual increments which are based on overall progress of the organization.

OBJECTIVE OF THE STUDY

1. To analyze the recruitment policy of the organization. 2. To know the purpose of recruitment. 3. To know the sources of recruitment. 4. To know the challenges faced by the recruiters while recruiting. SCOPE OF THE STUDY

The study is related to Samrat Honda, Karimnagar only.

1. It extends to the whole Organization including all departments. 2. It covers workers, Clerical Staff, Officers, Jr. Management, Middle Management and Senior Management cadres. RESEARCH METHODOLOGY

SOURCES OF DATA

Required data for analysis has been collected through  Primary data  Secondary data Primary data

Here the information is collected from employees and from their way of working and doing job.

Secondary data

The secondary data is gathered from the status reports, records and personnel manual of Samrat Honda, Karimnagar.

TOOLS FOR DATA COLLECTION

Tools used for data collection were as follows:  Unstructured discussion  Structured discussion

STRUCTURED QUESTIONNAIRE:

It is usually associated with the self-administered tools with items of the closed or fixed alternative type. The respondents feel great confidence in the anonymity of questionnaire than in that of any interview; it plays less pressure on the subject of immediate response. There were the reasons for choosing questionnaires one of the tools for data collection. The investigator framed questionnaire including 16 questionnaires other than respondent‘s details.

The questionnaire consists of three types of questions:  Multiple Choice  Dichotomy Questions  Open-ended Questions

The multiple-choice questions offer the respondents with a choice of specific answers.

While a dichotomous questions offer two choices ―YES‖ or ―NO‖.

An open-ended question is accurate with space provided for the responses.

Different areas that were proposed with space provided for the responses. Different areas that were proposed with questionnaire were namely personal information, promotion policy, interpersonal relationship, job satisfaction and other related areas.

SAMPLE DESIGN

SAMPLE SIZE

100 Employees (including executives and non-executives) from various departments were chosen randomly for this study.

SAMPLE TECHNIQUE

Simple random sampling was the sampling technique used for the study.

POPULATION

Population is the total no. of employees in the company. It may include executives, non executives and the officers of the company.

SAMPLING FRAME

The set of samples listed is known as sampling frame. The sampling frame for the current study is high level, middle level and low level employees of Samrat Honda, Karimnagar.

SAMPLE UNIT

HR department of Samrat Honda, Karimnagar is considered as sample unit of the present study.

LIMITATIONS

The following limitations are considered:

 As the study will be conducted in Samrat Honda, Karimnagar, in HR division it indicates the perception of the employees in that division only.

 The study restricts up to 100 samples. It will not consider all the employees in the organization.

 The study focuses on the attitudes and perceptions of employees only; it will not cover the financial conditions of the employees.

 Time constraint.

 Cost constraint.

RECRUITMENT

Recruitment is the generating of applications or applicants for specific positions. It is a linking activity bringing together those with jobs and those seeking jobs. Recruitment is therefore the process of searching prospective workers and stimulating them to apply for jobs in the organization.

FACTORS AFFECTING RECRUITMENT

The recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. The internal and external forces affecting recruitment function of an organization are:

External factors

The factors which affecting recruitment are the forces which cannot be controlled by the organization. The major external forces are:

1. Supply and demand: The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs.

2. Labour market: Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants.

3. Image / Goodwill: Image of the employer can- work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an Organization with negative image. Image of a company is based on what organization does and affected by industry. For example finance was taken up by fresher MBA's when many finance companies were coming up.

4. Political-social-Legal Environment: Various government regular ms prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, Government of India has introduced legislation for reservation in employment for scheduled castes, scheduled, tribes, physically handicapped etc. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. If the candidate can't meet criteria stipulated by the union but union regulations can restrict recruitment sources.

5. Unemployment Rate: One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or not and its rate) When the company is not creating new jobs, there is often oversupply of qualified labor which in turn leads to unemployment.

6. Competitors: The recruitment policies of the competitors also effect the recruitment function of the organizations. To face the competition, many a times the organizations have to change their recruitment policies according to the policies being followed by the competitor.

Internal factors

The internal factors or forces which affecting recruitment and can be controlled by the organization

1. Recruitment Policy: The recruitment policy of an organization specifies the objectives of recruitment and provides a framework for implementation of recruitment program. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people.

Factors Affecting Recruitment Policy

 Organizational objectives.  Personnel policies of the organization and its competitors.  Government policies on reservations.  Preferred sources of recruitment.  Need of the organization.  Recruitment costs and financial implications.

2. Human Resource Planning: Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess.

3. Size of the Firm: The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations.

4. Cost: Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate.

5. Growth and Expansion: Organization will employ or think of employing more personnel if it is expanding its operations.

RECRUITMENT PROCESS

Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises 5 stages:

 Planning  Strategy Development  Searching  Screening  Evaluation & Control (1) Recruitment Planning: This is the first step in recruitment. Ultimately leads to deciding

 Number of people required  Type of applicants to be contacted

Based on the above the companies (HR Deportments) calculate the ratios which express the relationship & applicants inputs to outputs at various decisions points.

The type of people to be contacted depends on the tasks and qualification? Experience and expected. These details are provided the job analysis.

(2) Strategy Development: Strategy to be decided with respect to

 Whether to recruit less skilled workers and spend on training?  Whether to recruit high skilled labor and pay more wages?  What type of methods to be used in recruitment and selection? (Using computer, video tapes)  Which market to be looked into National market for managerial and professional employees?  Local markets for managerial and professional employees.  Local/Region market for clerical employees whether the source or recruitment would be internal or external.

3. Searching: Searching involves 2 steps (a) Source activation (b) selling

 Source Activation: Sources and search methods are activated by the issuance of an employee requisition.  Selling: On selling, both the media and message deserve attention. On one hand, companies have to overplay attract the candidates. At the same time temptation to be avoided in over selling virtues.

4. Screening: The purpose of screening is to remove from the recruitment process at an early stage those applicants who are visibly unqualified for the jobs; Effective Screening can save a great deal or money and time. Care must be taken to see that potential candidates are next dropped during the screening stage. The screening can be done as a last stage in recruitment process or during the beginning of selection process. However it is advisable to complete the screening process before selection process before selection process starts.

5. Evaluation and Control: Evaluation and control is necessary as considerable costs are involved in the recruitment process. The costs which are generally incurved are:

 Lot of time spent on preparing job description, job specifications, advertisement etc.  Costs of advertisement.  Cost of producing supporting literature.  Recruitment overheads.  Cost of recruitment suitable candidates for the selection process Recruitment methods adopted must be periodically reviewed.

The evaluation of recruitment methods should include

 Return rate of applications issued.  Number of candidates retained after 6 months.  Cost of recruitment process.

CHALLENGES OF RECRUITMENT

In actual practice, it is always not easy to find and select a suitable candidate for a job opening. The recruiter‘s choice of a communication medium (e.g. advertising in a trade journal read by the prospective candidate) may not be appropriate. Some of the bright candidates may begin to view the vacancy as not in line with their current expectations (e.g. challenging work, excellent rewards, and flexible schedules and so on).

The most suitable ones may not have been motivated to apply due to several other constraints.

1) Poor image: If the image of a firm is perceived to be low (due to factors such as operating in a declining industry, earning a bad name because of environmental pollution, poor quality products, nepotism, insider trading allegations against promoters etc.), the likelihood of attracting a large number of qualified applicants is reduced.

2) Unattractive job: If the job .to be filled is not very attractive, most prospective candidates may turn indifferent and may not even apply. This is especially true in case of jobs that are dull, boring, anxiety producing, devoid of career growth opportunities and generally do not reward performance in a proper way (e.g., jobs in departmental undertakings such as Railways, Post and Telegraphs, public sector banks and Insurance companies failing to attract talent from premier management institutes.)

3) Conservative internal policies: A policy of filling vacancies through internal promotions based on seniority, experience, job knowledge etc. may often come in the way of searching for qualified hands in the broader job market in an unbiased way. Likewise, in firms where powerful unions exist, managers may be compelled to pick up candidates with questionable merit, based on issues such as caste, race, religion, region, nepotism, friendship etc.

4) Limited budgetary support: Recruiting efforts require money. Sometimes because of limited resources, organizations may not like to carry on the recruitment efforts for long periods of time. This can, ultimately, constrain a recruiter‘s efforts to attract the best person for the job.

5) Restrictive policies of government: Governmental policies often come the way of recruiting people as per the rules for company or on the basis merit/seniority, etc. For example, reservations for special groups (such a scheduled castes, scheduled tribes, backward classes, physically handicapped disabled persons & ex-servicemen) have to be observed as per constitutional provisions while filling up vacancies in govt. corporations, departmental undertakings, local bodies, quasi-govt. organizations, etc,.

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.

Internal sources of recruitment

Internal sources are Internal Transfer/Promotion with necessary screening, training and selection to meet the specified requirement. It would be desirable to utilize the internal sources before going outside to attract the candidates. The two categories of internal sources include a review of the present employees and nomination of the candidates by employees.

Internal sources are highly economical because no expenditure is involved in locating the source of recruitment and no time is wasted in the long process of selection. Moreover, these employees do not need extensive training because they already know about all the works of the enterprise. It increases the morale of the employees. Everybody in the organization knows that they can be promoted to a higher post, their morale will be boosted and their work efficiency will increase.

Some Internal Sources of Recruitments are given below.

1. TRANSFERS The employees are transferred from one department to another according to their efficiency and experience.

2. PROMOTIONS The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience

3. Others are Upgrading and Demotion of present employees according to their performance.

4. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work, recruitment such people save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures.

5. The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others.

External sources of recruitment

1 Press Advertisements: Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach.

2. Educational Institutes: Various management institutes, engineering-colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment

3. Placement Agencies: Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing).

4. Employee Referrals / Recommendations: Many organizations have structured System where the current employees of the organization can refer their friends and relatives for some position in their-organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Recruitment Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union.

5. Employment Exchanges: Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates.

6. Labour Contractors: Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labor for construction jobs.

7. Unsolicited Applicants: Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But it can help in creating the talent pool or the database of the probable candidates for the organization.

8. Employee Referrals / Recommendations: Many organizations have structured system where the current employees of the organization can refer their friends and relatives for some position in their organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Recruitment Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union.

9 Recruitment at Factory Gate: Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies. RECRUITMENT STRATEGIES

Recruitment is of the most crucial roles of the human resource professionals. The level of performance of an organization depends on the effectiveness of its recruitment function. Organizations have developed and follow recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organization.

For formulating an effective and successful recruitment strategy, the strategy should cover the following elements:

1. Identifying and Prioritizing Jobs: Recruitment keep arising at various levels in every organization; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first.

2 Candidates to Target: The recruitment process can be effective only if the organization completely understands the requirements of the type of candidates that are required and will be beneficial for the organization. This covers the following parameters as well:

 Performance level required: Different strategies are required for focusing on hiring high performers and average performers.  Experience level required: the strategy should be clear as to what is the experience level required by the organization. The candidate's experience can range from being a fresher to experienced senior professionals.  Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc.

3. Sources of Recruitment: The strategy should define, various sources {external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions? Employee referral is one of the most effective sources of recruitment.

4. Trained Recruiters: The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioral, technical etc.) to focus while interviewing and selecting a candidate.

5. How to Evaluate the Candidates: The various parameters and the ways to judge them i.e. the entire recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric tests et

SELECTION

Meaning and Definition

After identifying the source of human resources, searching for prospective employees and stimulating them to apply for jobs in an organisation, the management has to perform the function of selecting the right employees at the right time .The oblivious guiding policy in section is the intention to choose the best qualified and suitable job candidate job for each unfilled job. The objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates.

Essentials of Selection Procedure

The selection process can be successful if the following requirements are satisfied

1. Someone should have the authority to select. This authority comes from the employment requisition, as developed by an analysis of the work load and work force. 2. There must be some standard of personnel with which a prospective employee may be compared, i.e. a comprehensive job description and job specification should be available beforehand. 3. There must be a sufficient number of applicants from whom the required number of employees may be selected.

Significance of selection process

Selection of personnel to man to organization is a crucial, complex and continue function. The ability of an organization to attain its goals effectively and to develop in a dynamic environment largely depends upon the effectiveness of its selection programme. If right personnel are selected, the remaining functions of personnel management become easier, the employee contribution and commitment will be at optimum level and employee relations will be consumption. If the right person is selected, he is a valuable asset to the organization and is faulty selection is made. The employee will become a liability to the organization.

Factors affecting selection decisions

The goal of selection is to short out or eliminate those judged unqualified to meet the job and organization requirements, where as the goal of recruitment is to create a large cool of persons available and willing to work. Thus, it is said that recruitment tends to be positive while selection tends to be some what negative.

A number of factors affect the selection decisions of candidates. The important among them are

(i) Profile matching.

(ii) Organizational and social environment.

(iii) Successive hurdles.

(iv)Multiple correlations.

(i) Profile matching Tentative decision regarding the selection of candidates (who are known) is taken in advance. The scores secured by these known candidates in various tests are taken as a standard to decide the success or failure of other candidates at each stage. Normally the decisions about the known candidates is taken at interview stage. Possible care is also taken to match the candidates‘ bio data with the jobs specifications.

(ii) Organisational and social environment some candidates, who are eminently suitable for the job, may fail as successful employees due to varying organisation and social environment. Hence candidates specifications must match with not only job specifications but also with organisational social environmental requirements.

(iii) Successive hurdles In this method hurdles are created at every stage of selection process therefore, applicants must successfully pass each and every screening device in case of successive hurdles as shown in figure 5.1

(iv) Multiple correlations Multiple correlations is based on the assumptions that a deficiency in one factor can be counter balanced by an excess amount of another. A candidate is routed through all the selection steps before a decision is made. The composite test score index is taken into accounting the selection tests. Hence, for broader line cases multiple correlation method is useful and for other successive hurdles method is useful.

GOALS OF SELECTION

 To systematically collect information about to meet the requirements of the advertised position.  To select a candidate that will be successful in performing the tasks and meeting the responsibilities of the position.  To engage in hiring activities that will result in eliminating the under utilization of women and minorities in particular departments.  To emphasize active recruitment of traditionally under represented groups, i.e. individuals with disabilities, minority group members, women, and veterans.

Selection process

A selection process involves a number of steps. The basic idea is to solicit maximum possible information about the candidates to ascertain their suitability for employment. Since the type of information required for various positions may vary, it is possible that selection process may have different steps for various positions. For example, more information is required for the selection of managerial personnel as compared to workers. A standard selection process has the following steps

1. Screening of Applications - Prospective employees have to fill up some sort of application forms. These forms have variety of information about the applicants like their personal bio-data, achievements, experience, etc. Such information is used to screen the applicants who are found to be qualified for the consideration of employment. Based on the screening of applications, only those candidates are called for further process of selection who are found to be meeting the job standards of the organization. 2. Selection Tests - Many organizations hold different kinds of selection tests to know more about the candidates or to reject the candidates who cannot be called for interview, etc. Selection tests normally supplement the information provided in the application forms. Such forms may contain factual information about candidates. Selection tests may give information about their aptitude, interest, personality, etc., which cannot be known by application forms. Types of selection tests areas follows Achievement test, Intelligence test, Personality test, Aptitude test, Interest test. 3. Interview - Selection tests are normally followed by personnel interview of the candidates. The basic idea here is to find out overall suitability of candidates for the jobs. It also provides opportunity to give relevant information about the organization to the candidates. In many cases, interview of preliminary nature can be conducted before the selection the selection tests. For example, in the case of campus selection, preliminary interview is held for short listing the candidate‘s process of selection. 4. Checking of References - Many organizations ask the candidate to provide the names from whom more information about the candidates can be solicited. Such information may be related to character, working, etc. The usual referees may be previous employers, persons associated with the educational institutions from where the candidates have received education, or other persons of prominence who may be aware of the candidate‘s behavior and ability. 5. Physical Examination - Physical examination is carried out to ascertain the physical standards and fitness of prospective employees. The practice of physical examination varies a great deal both in terms of coverage and timings. Some organizations only have general check up of applicants to find out the major physical problems which may come in the way of effective discharge of duties. In the context of timings also, some organizations locate the physical examination near the end of the selection process, others place it relatively early in the process. This latter course is generally followed when there is high demand for physical fitness. 6. Approval by appropriate Authority - On the basis of the above steps, suitable candidates are recommended for selection by the selection committee or personnel department. Organizations may designate the various authorities for approval of final selection of candidates for different categories of candidates, Thus, for top level managers, Board of directors may be approving authority; for lower levels, even functional heads concerned may be approving authority. When the approval is received, the candidates are informed about their selection and asked to report for duty to specified persons. 7. Placement - After all the formalities are completed, the candidates are placed on their jobs initially on probation period may range from three months to two years. During this period, they are observed keenly, and when they complete this period successfully, they become the permanent employees of the organization.

Barriers to effective selection

The main objective of selection is to hire people having competence and commitment. This objective is often defeated because of certain barriers. The impediments which check effectiveness of selection are perception, fairness, validity, reliability, and pressure.

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. Appointments to public sector undertakings generally take place under such pressure.

Recruitment Vs Selection

Both recruitment and selection are the two phases of the employment process. The differences between the two are

1. Recruitment is 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 recruitments 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 of selection process is to choose the right candidate to fill various positions in the organization. 3. Recruitment is a positive process i.e. encouraging 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 interview and tests. 5. There is no contract of recruitment established in recruitment whereas selection results in contract of service between the employer and the selected employee.

 Attract and encourage more and more candidates to apply in the organization.  Create a talent pool of candidates to enable the selection of best candidates for the organization.  Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.  Recruitment in the process which links the employees with the employees.  Increase the pool of job candidates at minimum cost.  Help increase the success rate of selection process by decreasing 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.  Meet the organizations legal and social obligations the composition of its workforce.  Begin identifying and preparing potential job applicants who be appropriate candidates.  Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants.

COMPANY PROFILE

Honda Motor Company, Ltd. is a Japanese public multinational corporation primarily known as a manufacturer of automobiles and motorcycles.

Honda has been the world's largest motorcycle manufacturer since 1959, as well as the world's largest manufacturer of internal combustion engines measured by volume, producing more than 14 million internal combustion engines each year. Honda surpassed Nissan in 2001 to become the second-largest Japanese automobile manufacturer. As of August 2008, Honda surpassed Chrysler as the fourth largest automobile manufacturer in the United States. Honda was the seventh largest automobile manufacturer in the world behind Toyota, General Motors,Volkswagen AG, Hyundai Motor Group, Ford, and Nissan in 2010.

Honda was the first Japanese automobile manufacturer to release a dedicated luxury brand, Acura, in 1986. Aside from their core automobile and motorcycle businesses, Honda also manufactures garden equipment, marine engines, personal watercraft and power generators, amongst others. Since 1986, Honda has been involved with artificial intelligence/robotics research and released their ASIMO robot in 2000. They have also ventured into aerospace with the establishment of GE Honda Aero Engines in 2004 and the Honda HA-420 HondaJet, scheduled to be released in 2012. Honda invests about 5% of its revenues in research and development.

History

From a young age, Honda's founder, Soichiro Honda (17 November 1906 – 5 August 1991) had an interest in automobiles. He worked as a mechanic at the Art Shokai garage, where he tuned cars and entered them in races. In 1937, with financing from an acquaintance, Kato Shichirō, Honda founded Tōkai Seiki (Eastern Sea Precision Machine Company) to make piston rings working out of the Art Shokai garage. After initial failures, Tōkai Seiki won a contract to supply piston rings to Toyota, but lost the contract due to the poor quality of their products. After attending engineering school, without graduating, and visiting factories around Japan to better understand Toyota's quality control processes, Honda was able, by 1941, to mass produce piston rings acceptable to Toyota, using an automated process that could employ even unskilled wartime laborers.

Tōkai Seiki was placed under control of the Ministry of Commerce and Industry (called the Ministry of Munitions after 1943) at the start of World War II, and Soichiro Honda was demoted from president to senior managing director after Toyota took a 40% stake in the company. Honda also aided the war effort by assisting other companies in automating the production of military aircraft propellers.[10] The relationships Honda cultivated with personnel at Toyota, Nakajima Aircraft Company and the Imperial Japanese Navy would be instrumental in the postwar period. A US B-29 bomber attack destroyed Tōkai Seiki's Yamashita plant in 1944, and the Itawa plant collapsed in the 1945 Mikawa earthquake, and Soichiro Honda sold the salvageable remains of the company to Toyota after the war for ¥450,000, and used the proceeds to found the Honda Technical Research Institute in October 1946. With a staff of 12 men working in a 172-square-foot (16.0 m2) shack, they built and sold improvised motorized bicycles, using a supply of 500 two-stroke 50 cc Tohatsu war surplus radio generator engines.[10][11][13] When the engines ran out, Honda began building their own copy of the Tohatsu engine, and supplying these to customers to attach their bicycles. This was the Honda Model A, nicknamed the Bata Bata for the sound the engine made. The first complete motorcycle, both frame and engine, and made by Honda was the 1949 Model D, the first Honda to go by the name Dream. Honda Motor Company grew in a short time to become the world's largest manufacturer of motorcycles by 1964.

The first production automobile from Honda was the T360 mini pick-up truck, which went on sale in August 1963. Powered by a small 356 cc straight-4 gasoline engine, it was classified under the cheaper Kei car tax bracket. The first production car from Honda was the S500 sports car, which followed the T360 into production in October 1963. Its chain driven rear wheels points to Honda's motorcycle origins.

Over the next few decades, Honda worked to expand its product line and expanded operations and exports to numerous countries around the world. In 1986, Honda introduced the successfulAcura brand to the American market in an attempt to gain ground in the luxury vehicle market. Honda in 1991 introduced the Honda NSX supercar, the first all-aluminum monocoque vehicle that incorporated a mid-engine V6 with variable-valve timing. Later, 1995 gave rise to the Honda Aircraft Company with the goal of producing jet aircraft under Honda's name.

Corporate profile and divisions

Honda headquarters building inMinato, Tokyo

Honda is headquartered in Minato, Tokyo, Japan. Their shares trade on the Tokyo Stock Exchange and the New York Stock Exchange, as well as exchanges in Osaka, Nagoya, Sapporo, Kyoto, Fukuoka, London, Paris and Switzerland.

The company has assembly plants around the globe. These plants are located in China, the United States, Pakistan, Canada, England, Japan, Belgium, Brazil, México, New Zealand, Malaysia, Indonesia, India, Thailand, Turkey, Taiwan and Perú. As of July 2010, 89 percent of Honda and Acura vehicles sold in the United States were built in North American plants, up from 82.2 percent a year earlier. This shields profits from the yen‘s advance to a 15-year high against the dollar.

Honda's Net Sales and Other Operating Revenue by Geographical Regions in 2007

Geographic Region Total revenue (in millions of ¥)

Japan 1,681,190

North America 5,980,876

Europe 1,236,757

Asia 1,283,154 Geographic Region Total revenue (in millions of ¥)

Others 905,163

American Honda Motor Company is based in Torrance, California. Honda Canada Inc. is headquartered in Markham, Ontario, their manufacturing division, Honda of Canada Manufacturing, is based in Alliston, Ontario. Honda has also created joint ventures around the world, such as Honda Siel Cars and Hero Honda Motorcycles in India, Guangzhou Honda and Dongfeng Honda in China, Boon Siew Honda in Malaysia and Honda Atlas in Pakistan.

Following the Japanese earthquake and tsunami in March 2011 Honda announced plans to halve production at its UK plants. The decision was made to put staff at the Swindon plant on a 2 day week until the end of May as the manufacturer struggled to source supplies from Japan. It's thought around 22,500 cars were produced during this period.

Leadership

Name Years

Soichiro Honda 1948–1973

Kiyoshi Kawashima 1973–1983

Tadashi Kume 1983–1990

Nobuhiko Kawamoto 1990–1998

Hiroyuki Yoshino 1998–2004

Takeo Fukui 2004–2009

Takanobu Ito 2009— PHILOSOPHY

Corporate philosophy

HMSI operates on a principle, which is followed worldwide by all Honda companies. Maintaining a global viewpoint, we are dedicated to supplying products of the highest quality, yet at a reasonable price for worldwide customer satisfaction. Honda's philosophy is based on the company's guiding principle and advocates 2 fundamental beliefs:

Respect for the Individual

Honda recognizes and respects individual differences. The respect for individual stems from the following three points:  Initiative  Equality  Trust

It is the contribution from each individual in the company that has made our company what it is today and that, which will take us into the future.

The Three Joys

In line with Honda's Philosophy, HMSI conducts all its daily activities in pursuit of the following joys:  The joy of manufacturing high quality products.  The joy of selling high quality products.

The joy of buying high quality products.

BRAND PHILISOPHY

Everyone has a dream, some goal or activity that gives their life deeper meaning and sparks passion. When we pursue our dreams, we feel empowered. This power, in turn, connects us to others who share the same dreams. It gives us the strength to overcome great challenges. It inspires us to spread the joy of our dreams to other people. Ultimately, the power borne of a dream is a creative force, capable of producing revolutionary ideas. Honda encourages all its associates to pursue their dreams. That‘s why we say we are a company built on dreams. The power of Honda‘s dream will continue to lead to new insights and technologies in motorcycles and other fields of mobility. And Honda will spread the philosophy of The Power of Dreams across India. A country where a billion people carry dreams in their hearts, this philosophy is brought alive by Sach Kardenge Sapne

TECHNOLOGY

Cutting-edge technology and the spirit of Honda

Our fundamental design philosophy seeks to maximise space and comfort for people, while minimising the space required for mechanical components. With this aim in mind, Honda's R&D activities include product-specific development and fundamental research.

Introduction to the Future

Asimo

ASIMO is a symbol of Honda's advanced technology, and a member of Honda's fourth line of mobility creations, after motorcycles, automobiles and general power products. ASIMO is an achievement in the evolution of 'Human Walk' technology. This technology, called I-Walk*, enables ASIMO to move back and forth, vary its pace, step right and left and walk along an '8' shape path. ASIMO can also move in more complex ways, such as waving its hands while walking.This humanoid robot has put Honda at the front of cutting edge technology that promises to improve the quality of our lives.

PRODUCTS

Automobiles

For a list of vehicles, see List of Honda vehicles.

2008 Honda Accord (USA spec)

2011 Honda Jazz (Indian rampart)

Eighth Generation Honda Civic (Asian Version)

Honda's global lineup consists of the Fit, Civic, Accord, Insight, CR-V, CR-Z, Legend and two versions of the Odyssey, one for North America, and a smaller vehicle sold internationally. An early proponent of developing vehicles to cater to different needs and markets worldwide, Honda's lineup varies by country and may feature vehicles exclusive to that region. A few examples are the latest Honda Odyssey minivan and the Ridgeline, Honda's first light-duty uni-body pickup truck. Both were designed and engineered primarily in North America and are produced there. Other example of exclusive models includes the Honda Civic five-door hatchback sold in Europe.

Honda's automotive manufacturing ambitions can be traced back to 1963, with the Honda T360, a kei car truck built for the Japanese market.[22] This was followed by the two-door roadster, the Honda S500 also introduced in 1963. In 1965, Honda built a two-door commercial delivery van, called theHonda L700. Honda's first four-door sedan was not the Accord, but the air-cooled, four-cylinder, gasoline-powered Honda 1300 in 1969. The Civic was a hatchback that gained wide popularity internationally, but it wasn't the first two-door hatchback built. That was the Honda N360, another Kei car that was adapted for international sale as the N600. The Civic, which appeared in 1972 and replaced the N600 also had a smaller sibling that replaced the air-cooled N360, called the Honda Life that was water-cooled.

MOTORCYCLES

For a list of motorcycle products, see List of Honda motorcycles.

Honda is the largest motorcycle manufacturer in Japan and has been since it started production in 1955.[10] At its peak in 1982, Honda manufactured almost 3 million motorcycles annually. By 2006 this figure had reduced to around 550,000 but was still higher than its three domestic competitors.

During the 1960s, when it was a small manufacturer, Honda broke out of the Japanese motorcycle market and began exporting to the U.S. Working with the advertising agency Grey Advertising, Honda created an innovative marketing campaign, using the slogan "You meet the nicest people on a Honda." In contrast to the prevailing negative stereotypes of motorcyclists in America as tough, antisocial rebels, this campaign suggested that Honda motorcycles were made for the everyman. The campaign was hugely successful; the ads ran for three years, and by the end of 1963 alone, Honda had sold 90,000 motorcycles.

Taking Honda‘s story as an archetype of the smaller manufacturer entering a new market already occupied by highly dominant competitors, the story of their market entry, and their subsequent huge success in the U.S. and around the world, has been the subject of some academic controversy. Competing explanations have been advanced to explain Honda‘s strategy and the reasons for their success.

The first of these explanations was put forward when, in 1975, Boston Consulting Group (BCG) was commissioned by the UK government to write a report explaining why and how the British motorcycle industry had been out-competed by its Japanese competitors. The report concluded that the Japanese firms, including Honda, had sought a very high scale of production (they had made a large number of motorbikes) in order to benefit from economies of scale and learning curve effects. It blamed the decline of the British motorcycle industry on the failure of British managers to invest enough in their businesses to profit from economies of scale and scope.

2004 Honda Super Cub

The second explanation was offered in 1984 by Richard Pascale, who had interviewed the Honda executives responsible for the firm‘s entry into the U.S. market. As opposed to the tightly focused strategy of low cost and high scale that BCG accredited to Honda, Pascale found that their entry into the U.S. market was a story of ―miscalculation, serendipity, and organizational learning‖ – in other words, Honda‘s success was due to the adaptability and hard work of its staff, rather than any long term strategy.[30] For example, Honda‘s initial plan on entering the U.S. was to compete in large motorcycles, around 300 cc. It was only when the team found that the scooters they were using to get themselves around their U.S. base of San Francisco attracted positive interest from consumers that they came up with the idea of selling the Super Cub.

The most recent school of thought on Honda‘s strategy was put forward by Gary Hamel and C. K. Prahalad in 1989. Creating the concept of core competencies with Honda as an example, they argued that Honda‘s success was due to its focus on leadership in the technology of internal combustion engines.[31] For example, the high power-to-weight ratio engines Honda produced for its racing bikes provided technology and expertise which was transferable into mopeds. Honda's entry into the U.S. motorcycle market during the 1960s is used as a case study for teaching introductory strategy at business schools worldwide.[32]

Following are the some of the bikes of Honda

Name Name

Super Cub C100, C102, C110, C111. C110D, Scrambler (CL70) C114, C50, Super Cub 50 Aero 80 (NH80)

Beat (FC50) XR80

CB50 CR85RB (CR85R Expert)

Dio Motosport (SL90)

Elite E (SB50) Sport 90 (S90)

Elsinore (MR50) Trail (CT90)

Express (NC50) Bravo

Hunter Cub (CT50) Scrambler (CL100)

MB5, MB50 H100S Super

Metropolitan Jazz (CHF 50) Bali also known as SJ 100

Metropolitan II (CHF50P) Super Cub C100EX

Motra (CT50) Activa

MT5, MT50 Aviator NCZ50 also known as Motocompo CB Twister

Spree (NQ50) Dio

Mini Trail (Z50A) Dream yuga

Mini Trail (Z50M) Trail (CT110)

Mini Trail (Z50R) XRM

Mini Trail (Z50J) Super Cub 110

Moped (P50) Aero & Lead (NH125)

Moped (PA50) CBR125

Moped (PC50) CB125

Ruckus (NPS50) CG125

Honda SS50 Atlas Honda CG125

ZB50 CLR125 "CityFly"

Zoomer CM125

Trail (C105T) CR125M

70, CD70 Dylan 125 Super Cub S65, CL65, C65, C70, Passport Innova (ANF125)

Mini Trail (CT70) Juno M80

Motosport (SL70) Name

MT125

Pantheon FES125

PCX

RC143

Rebel

Scrambler (CL125)

Shine 125

Sonic

Super Sport (CB125)

Super Sport (SS125)

Super Sport (CG125)

Honda NSR125

Varadero (XL125V) PROFILE OF SAMRAT HONDA, KARIMNAGAR

HONDA showroom (Samrat Motors) in Karimnagar has been established in the year 2001. Physically, it is located at Kothirampur.

The managing partner of showroom is MD. AKBAR. Mainly the Showroom has been established for the sale of two wheelers and spare parts of HONDA Company. HONDA Showroom has been providing good services to the consumers from 4 years.

The HONDA Showroom has got a good reputation in Karimnagar town. The Showroom located in Karimnagar is convenient to all consumers.

OBJECTIVES OF HONDA SHOWROOM

The primary objective of HONDA Showroom is selling the HONDA products.

The following are the objectives of HONDA Showroom: 1. To increase the sales of HONDA two wheelers in Karimnagar. 2. Motivate the consumer to purchase HONDA two wheelers by providing promotional schemes. 3. Satisfying the consumers by providing the technical services. 4. Attracting the new customers by advertisements in magazines, pamphlets, news papers, television etc.

HONDA SERVICE POLICY

MOTOR CYCLES SCOOTERS

SERVICING DAYS KMS SERVICING DAYS KMS (KILOMETERS) (KILOMETERS)

1st FREE 15-30 500-750 1st FREE 15-30 500-750 SERVICE SERVICE

2nd FREE 75-90 2500-3000 2nd FREE 105- 2500-3000 SERVICE SERVICE 120

3rd FREE 135- 5500-6000 3rd FREE 195- 5500-6000 SERVICE 150 SERVICE 210

4th FREE 195- 8500-9000 4th FREE 285- 8500-9000 SERVICE 210 SERVICE 300

LEGEND GRID (HONDA SPARE PARTS RETAILER)

FOR GENUINE HONDA SPARE PARTS

CURREENT FUTURE SERVICE NOS NOS COLOR COLOR PROVIDER (NUMBERS) (NUMBERS) CODE CODE

Honda exclusive RED 1 ORANGE - authorized dealership

Authorized BROWN 2 ASH 2 service center

Private workshop BLACK 30 GREEN 15 owner

LIGHT Parts stockiest GREEN - - GREEN

Parts retailer - - - PINK

HONDA MOTORCYCLE AND SCOOTER INDIA PVT. LTD. (HMSI)

TECHNICAL SPECIFICATIONS & WEIGHT MEASUREMENTS

108 KERB WEIGHT (kg)

LENGTH (mm) 1972

WIDTH (mm) 742

HEIGHT (mm) 1072

WHEELBASE (mm) 1262

GROUND CLEARANCE (mm) 180

FUEL TANK CAPACITY (Litre) 8

ENGINE AND TRANSMISSION

ENGINE TYPE 4 stroke, Air cooled SI Engine

DISPLACEMENT 109 CC

NET POWER 9 bhp @ 8000 rpm

TORQUE 9 nm @ 6000 rpm

AIR FILTER Paper filter – viscous

STARTING SYSTEM Self/kick

TRANSMISSION 4 – speed constant mesh

GEAR SHIFT PATTERN 1 down – 3up

ORGANIZATIONAL CHART

SUDHAKAR & MD AKBAR

VENKATESHWAR A. SURENDER A. SRINIVAS RATIO LU SPARES SERVICE SALES MANAGER MANAGER MANAGER

TECHNICIANS - FLOOR 10 SPARES ASST. - 2 INCHARGE -1 Asst. sales ASST.TECHNICIA B. YELLAIAH B. SRINIVAS manager NS-8 GOUD Mr. Rakesh LAVANYA

C.R MANAGER-1 SUPERVISORS-2 S/RM. SALES EXE ACCOUNTANT - B. ANIL RAMESH&GANESH -1 1 SERVICE RECEPTION-1 G. NAVEEN MD. JAVEED NARMADA

WATER WASH - 4 F/D. SALES EXE - 2 CASHIER - 2 SK. SAMUDDIN, RAMESH AND CHAITANYA

COMPUTER RECEPTION - 1 EXECUTIVE MADHAVI MAZAHED

DMS/PSF -1 OFFICE BOY - 1 S. RAJESHWARI VEERESHAM

SECURITY - 1 STO. 1 MOHAN

1: Do your company conducts any formal human resource forecasting before recruitment?

No. of Percentage Of Response Respondents Respondents Yes 78 78%

No 10 10%

Can‘t say 12 12%

TOTAL 100 100%

PERCENTAGE OF RESPONDENTS 90% 78% 80% 70% 60%

Percentage 50% Of Respondents 40% 30% 20% 10% 12% 10% 0% Yes No Can’t say RESPONSE

INTERPRETATION

Most of the employees i.e., 78% are expressed that the company conducts formal human resource forecasting before recruitment.

If yes, what is the frequency of forecasting?

No. of Percentage Response Respondents Of Regular 8 Respondents8%

Adhoc 70 70%

Can‘t say 22 22%

TOTAL 100 100%

PERCENTAGE OF RESPONDENTS 80% 70% 70%

60%

50% Percentage Of 40% Respondents 30% 22% 20% 8% 10%

0% Regular Adhoc Can’t say RESPONSE

INTERPRETATION From the above graph, it is clear that the company conducts human resource forecasting whenever required i.e., Adhoc.

2: Recruitment procedure of your organization is excellent. No. Of Percentage Of Response Respondents Respondents Strongly 32 32% agree Agree 56 56%

Neutral 10 10%

Disagree 2 2% Strongly 0 0% Disagree TOTAL 100 100%

PERCENTAGE OF RESPONDENTS

60% 56%

50%

40% Percentage 32% Of 30% Respondents 20% 10% 10% 2% 0% 0% Strongly Agree Neutral Disagree Strongly agree Disagree RESPONSE

INTERPRETATION From the above graph, it is clear that 56% of the employees agreed and 32% of the employees strongly agreed that the recruitment process in the organization is excellent.

3: Which method your company will prefer mostly for recruitment?

No. Of Percentage Of Response Respondents Respondents Direct 74 74% Method Indirect 14 14% Method Third Party 8 8%

Others 4 4%

TOTAL 100 100%

PERCENTAGE OF RESPONDENTS 80% 74% 70% 60% 50% Percentage Of 40% Respondents 30% 20% 14% 8% 10% 4% 0% Direct Indirect Third Others Method Method Party RESPONSE

INTERPRETATION From the graph, it is observed that the company prefers mostly direct method for recruitment and secondly, it prefers indirect method.

4: What are the sources for internal sourcing among the following?

No. Of Percentage Of Response Respondents Respondents Present permanent 8 8% employees Present temporary 12 12% employees Retrenched/ Retired 16 16% employees Deceased/ disabled 14 14% employees All above 50 50%

TOTAL 100 100%

PERCENTAGE OF RESPONDENTS

60% 50% 50% Percentage 40% Of 30% 16% Respondents 20% 12% 14% 8% 10% 0%

RESPONSE

From the above graph, it is clear that the company prefers the present permanent employees, present temporary employees, and retrenched/retired employees, deceased/disabled employees as internal source for recruitment.

5: How many rounds of interviews are conducted in your organization?

No. Of Percentage Of Response Respondents Respondents 1-3 22 22%

3-5 14 14%

More 64 64% than 5

TOTAL 100 100%

PERCENTAGE OF RESPONDENTS

70% 64% 60%

50%

Percentage 40% Of Respondents 30% 22% 20% 14% 10%

0% 1-3 ROUNDS 3-5 ROUNDS More than 5 OPINION

INTERPRETATION Above graph shows that the employees of Samrat Honda i.e. 64% are agreed that the company conduct more than 5 rounds for interview process.

6: You satisfied with the recruitment process conducted in your organization.

No. Of Percentage Of Response Respondents Respondents Strongly 70 70% agree Agree 20 20%

Can‘t say 0 0%

Disagree 6 6% Strongly 4% 4 disagree TOTAL 100 100%

PERCENTAGE OF RESPONDENTS 80% 70% 70% 60% Percentage 50% Of 40% Respondents 30% 20% 20% 6% 10% 0% 4% 0%

RESPONSE

INTERPRETATION Above graph shows that 70% of employees are satisfied with recruitment process conducted in the organization.

7: What form of interview does your organization prefer?

No. Of Percentage Of Response Respondents Respondents Personal 84 84% Interview Telephonic 4 4% Interview Video 6 6% Conferencing Others 6 6%

TOTAL 100 100%

PERCENTAGE OF RESPONDENTS 84% 90% 80% 70% Percentage 60% 50% Of 40% Respondents 30% 20% 4% 6% 6% 10% 0%

RESPONSE

INTERPRETATION

From the above graph, 84% of the employees are expressed that the company mostly prefers the personal interview for the interview process.

8: Are you satisfied with the interview process conducted in your organization?

No. Of Percentage Of Response Respondents Respondents Yes 86 86%

No 4 4%

Can‘t say 10 10%

TOTAL 100 100%

PERCENTAGE OF RESPONDENTS 100% 90% 86% 80% 70% Percentage 60% Of 50% Respondents 40% 30% 20% 10% 10% 4% 0% Yes No Can’t say RESPONSE

INTERPRETATION From the above graph, 86% of employees are satisfied with the interview process conducted in the organization.

9: Is the aptitude test conducted in your organization?

No. Of Percentage Of Response Respondents Respondents Yes 78 78%

No 14 14%

Can‘t say 8 8%

TOTAL 100 100%

PERCENTAGE OF RESPONDENTS 90% 78% 80% 70% 60% Percentage 50% of respondents 40% 30% 20% 14% 8% 10% 0% Yes No Can’t say Response

INTERPRETATION From the above graph it is clear that 78% of employees expressed that the aptitude test is conducted in the organization.

10: Do your organization conduct any of these tests?

No. Of Percentage Of Response Respondents Respondents Psychometric 12 12% test Medical test 52 52% Reference test 12 12% check All above 24 24%

TOTAL 100 100%

PERCENTAGE OF RESPONDENTS

60% 52% 50% 40% Percentage Of 30% 24% Respondents 20% 12% 12% 10% 0%

Response

INTERPRETATION Above graph shows that the organization conducts mostly the medical test at the time of recruitment process.

11: How do you rate the HR practices in your company?

No. Of Percentage Of Response Respondents Respondents Very Good 24 24%

Good 52 52%

Average 20 20%

Bad 4 4%

TOTAL 100 100%

PERCENTAGE OF RESPONDENTS 60% 52% 50%

40% percentage of 30% 24% respondents 20% 20%

10% 4%

0% Very Good Good Average Bad Response

INTERPRETATION From the above graph it is known that 52% of employees at Samrat Honda agreed that the HR practices in the organization are good and 24% are expressed that it is very good.

12. Does your company follow different recruitment process for different grades of employees?

No. Of Percentage Of Response Respondents Respondents Yes 54 54%

No 14 14%

Can‘t say 6 6%

TOTAL 100 100%

PERCENTAGE OF RESPONDENTS

60% 54% 50%

40% Percentage of 30% respondents 20% 14% 10% 6%

0% Yes No Can’t say Response

INTERPRETATION From the above graph it is concluded that 54% of employees are expressed that company follow different recruitment process for different grades of employees.

13. Which technological support your company uses for the process of recruiting?

No. Of Percentage Of Response Respondents Respondents Telephone 36 36% Video 18 18% conferencing Online support 16 16%

Others 30 30%

TOTAL 100 100%

PERECENTAGE OF REESPONDENTS 40% 36% 35% 30% 30%

Percentage 25% 18% Of 20% 16% Respondents 15% 10% 5% 0%

RESPONSE

INTERPRETATION From the above graph it is clear that the company takes the support of telephone for recruitment process and secondly video conferencing.

14. What kind of verifications your company does for recruitment process?

No. Of Percentage Of Response Respondents Respondents Educational 42 42% qualifications Legal 4 4% background Professionalcheck 14 14% background Referencecheck 30 30% check Family 10 10% background check TOTAL 100 100%

PERCENTAGE OF RESPONDENTS 45% 42% 40% 35% 30% Percentage 30% 25% Of 20% 14% Respondents 15% 10% 10% 4% 5% 0%

RESPONSE

INTERPRETATION

From the above graph it is clear that at the time of recruitment process, mostly the company verifies the educational qualifications and next prefers the reference check at the time of recruitment.

15. Are you aware of the concept of RPO – Recruitment Process Outsourcing?

No. Of Percentage Of Response Respondents Respondents Yes 62 62%

No 38 38%

TOTAL 100 100%

PERCENTAGE OF RESPONDENTS 70% 62% 60%

50% 38% Percentage 40% Of Respondents 30% 20%

10%

0% Yes No RESPONSE

INTERPRETATION

Most of the employees i.e., 62% in the company are aware about the Recruitment Process Outsourcing but 38% of the employees are unaware about the Recruitment process outsourcing.

16: Do your organization follow employee referral schemes?

No. Of Percentage Of Response Respondents Respondents Yes 66 66%

No 34 34%

TOTAL 100 100%

PERCENTAGE OF RESPONDENTS 70% 66%

60%

50%

Percentage 40% 34% Of Respondents 30%

20%

10%

0% Yes No RESPONSE

INTERPRETATION

Most of the employees i.e., 66% expressed that the company follows referral scheme34% didn‘t agreed that.

17: Which of following selection procedures and methods followed by your organization? No. Of Percentage Of Response Respondents Respondents Aptitude test 17 17%

Personal interview 29 29%

Written test 23 23%

Practice test 31 31%

TOTAL 100 100%

35% 31% 29% 30%

25% 23%

Percentage of 20% 17% respondents 15%

10%

5%

0% Aptitude test Personal Written test Practice test interview Response

INTERPRETATION

Most of the employees i.e., 31% expressed that the company conduct practice test as a part of selection procedure. 29% of the respondents expressed that it is personal interview. 23% of the respondents opined that the company conducts written test as a part of selection procedure. 17% of the respondents agreed that the company conducts aptitude test as a part of selection procedure.

18: Rate the effectiveness of the interviewing process and other selection instruments, such as testing?

No. Of Percentage Of Response Respondents Respondents Poor 21 21%

Adequate 43 43%

Excellent 36 36%

TOTAL 100 100%

50% 45% 43% 40% 36% 35% 30% Percentage of 25% respondents 21% 20% 15% 10% 5% 0% Poor Adequate Excellent Response

INTERPRETATION

Most of the employees i.e., 43% expressed that the interviewing process and other selection instruments are adequate. 36% of the respondents felt that it is excellent. 21% expressed that the interviewing process and other selection instruments are poor.

19: In selection procedure, how many rounds of technical interviews & HR rounds do you conduct for lower level candidates? No. Of Percentage Of Response Respondents Respondents 2 21 21%

3 34 34%

More than 3 45 45%

TOTAL 100 100%

50% 45% 45% 40% 34% 35% 30% Percentage of 25% respondents 21% 20% 15% 10% 5% 0% 2 3 More than 3 Response

INTERPRETATION

Most of the employees i.e., 45% expressed that the organization conducts more than 3 technical interviews & HR rounds. 34% of the respondents said that the company conducts 3 rounds. 21% expressed that the organization conducts 2 technical interviews & HR rounds.

20: Does the HR team act as a consultant to enhance the quality of the applicant pre- screening process?

No. Of Percentage Of Response Respondents Respondents Yes 67 67%

No 33 33%

TOTAL 100 100%

80% 70% 67% 60% 50% percentage of 40% respondents 33% 30% 20% 10% 0% Poor Adequate Response

INTERPRETATION

Most of the employees i.e., 67% expressed that HR team act as a consultant to enhance the quality of the applicant pre-screening process. 33% of the respondents disagreed with this.

21: How would you rate the HR department‘s performance in recruitment and selection?

No. Of Percentage Of Response Respondents Respondents Poor 17 17%

Adequate 43 43%

Excellent 40 40%

TOTAL 100 100%

50% 45% 43% 40% 40% 35% 30% Percentage of 25% respondents 20% 17% 15% 10% 5% 0% Poor Adequate Excellent Response

INTERPRETATION

Most of the employees i.e., 43% expressed that HR department‘s performance in recruitment and selection is adequate. 40% of the respondents felt that it is excellent. 17% expressed that HR department‘s performance in recruitment and selection is poor.

22: Is the organization doing recruitment and Selection process in time?

No. Of Percentage Of Response Respondents Respondents Yes 74 74%

No 26 26%

TOTAL 100 100%

80% 74% 70% 60% 50% Percentage of 40% respondents 30% 26% 20% 10% 0% Yes No Response

INTERPRETATION

Most of the employees i.e., 74% expressed that the organization is doing recruitment and selection process in time. 26% expressed that the organization is not doing recruitment and selection process in time.

FINDINGS

1. 78% are expressed that the company conducts formal human resource forecasting before recruitment. 2. 56% of the employees agreed that recruitment procedure of the organization is excellent. 3. 74% of the respondents agreed that company will prefer direct method mostly for recruitment. 4. 64% of the respondents agreed that company conducts more than 5 rounds of interviews. 5. 70% of the respondents agreed that they are satisfied with the recruitment process conducted in your organization. 6. 84% of the respondents agreed that company prefer personal interviews. 7. 86% of the respondents are satisfied with the interview process conducted in the organization. 8. 52% of the respondents agreed that HR practices in the company are excellent. 9. 62% of the respondents agreed that they are aware of the concept of RPO – Recruitment Process Outsourcing. 10. 31% of the respondents agreed that company follows practical test as a part selection procedures and methods. 11. 36% of the respondents agreed that effectiveness of the interviewing process and other selection instruments, such as testing are excellent. 12. 67% of the respondents agreed that HR team act as a consultant to enhance the quality of the applicant pre-screening process. 13. 43% of the respondents agreed that HR department‘s performance in recruitment and selection is adequate.

CONCLUSIONS

1. The company conducts human resource forecasting whenever required. 2. The recruitment process in the organization is excellent. 3. The company prefers mostly direct method for recruitment and secondly, it prefers indirect method. 4. The company prefers the present permanent employees, present temporary employees, and retrenched/retired employees, deceased/disabled employees as internal source or recruitment. 5. The company conducts more than 5 rounds for interview process. 6. The employees are satisfied with recruitment process conducted in the organization. 7. The company mostly prefers the personal interview for the interview process. 8. The employees are satisfied with the interview process conducted in the organization. 9. The aptitude test is conducted in the organization for recruitment. 10. The organization conducts mostly the medical test at the time of recruitment process. 11. The HR practices in the organization are good. The company follows different recruitment process for different grades of employees. 12. The company takes the support of telephone for recruitment process. The company mostly verifies the educational qualifications at the time of recruitment. 13. Most of the employees in the company are aware about the Recruitment Process Outsourcing. Most of the employees agreed that the company follows referral schemes. 14. The company follows practice test and personal interview as a part of selection process. 15. Interviewing process and other selection instruments are excellent. 16. HR team act as a consultant to enhance the quality of the applicant pre- screening process. 17. Performance of HR department in recruitment and selection is excellent. 18. Organization is conducting recruitment and selection in time.

SUGGESTIONS

1. The company conducts formal human resource forecasting before recruitment whenever is needed only. But it can also forecast regularly for better results in recruitment. 2. The company prefers mostly direct method for recruitment. It can also use indirect and third party method. 3. The employees are satisfied with the recruitment process conducted in the organization. It is good to the organization and it has to continue with it. 4. Samrat Honda follows the traditional methods like personal interview. But it can also adopt the new technology like telephonic interview, Video Conferencing etc. 5. The organization can also conduct the tests like Psychometric test, Reference test check for attracting the candidates for recruitment.

QUESTIONNAIRE 1: Does your company conduct any formal human resource forecasting before recruitment?  Yes  No  Can‘t say If yes, what is the frequency of forecasting?  Regular  Adhoc  Can‘t say 2: Recruitment procedure of your organization is excellent.  Strongly agree  Agree  Can‘t say  Disagree  Strongly disagree 3: Which method your company will prefer mostly for recruitment?  Direct Method  Indirect Method  Third Party  Others 4: What are the sources for internal sourcing among the following?  Present permanent employees  Present temporary employees  Retrenched / Retired / employees  Deceased / disabled / employees  All above 5: How many rounds of interviews are conducted in your organization?  1-3  3-5  More than 5

6: You are satisfied with the recruitment process conducted in your organization.  Strongly agree  Agree  Can‘t say  Disagree  Strongly disagree 7: What form of interview does your organization prefer?  Personal Interview  Telephonic Interview  Video Conferencing  Others 8: Are you satisfied with the interview process conducted in your organization?  Yes  No  Can‘t say 9: Is the aptitude test conducted in your organization?  Yes  No  Can‘t say 10: Does your organization conduct any of these tests?  Psychometric test  Medical test  Reference test check  All above 11: How do you rate the HR practices in your company?  Very Good  Good  Average  Bad

12. Does your company follow different recruitment process for different grades of employees?  Yes  No  Can‘t say

13. Which technological support your company uses for the process of recruiting?

 Telephone  Video conferencing  Online support  Others

14. What kind of verifications your company does for recruitment process?

 Educational qualifications  Legal background check  Professional background check  Reference check  Family background check

15. Are you aware of the concept of RPO – Recruitment Process Outsourcing?

 Yes  No

16: Do you follow employee referral schemes?

 Yes No

17. Which of following selection procedures and methods followed by your organization?

 Aptitude test  Personal interview  Written test  Practice test

18. Rate the effectiveness of the interviewing process and other selection instruments, such as testing?

 Poor  Adequate  Excellent

19. In selection procedure, how many rounds of technical interviews & HR rounds do you conduct for lower level candidates?  2  3  More than 3

20. Does the HR team act as a consultant to enhance the quality of the applicant pre- screening process?

 Yes  No

21. How would you rate the HR department‘s performance in recruitment and selection?

 Poor  Adequate  Excellent

22. Is the organization doing recruitment and Selection process in time?

 Yes  No

BIBLIOGRAPHY

BOOKS

 Ashwathappa & Sadnadash International Human Resource Management/Tata McGraw Hill Ltd, New Delhi/1997.  Biswajeet pattnayak/ human resource management/prentice hall of India/3rd edition.  B.L mathur/human resource management/mohit publications/1st edition.  Brochures and manuals issued by Samrat Honda.  P. Subbarao /Essential of Human Resource Management,/ Himalaya Publishing House, Mumbai /1997.  Tapomay Deb, Managing Human Resource and Industrial Relations, Excel Publications new Delhi, 1st edition, 2009.

WEBSITES  http://www.human-resources.org  http://www.hrmguide.net  http://www.citehr.com  http://www.hrguru.com