Recruitment and selection in mahindra & mahindra111111111111111111

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Research Report
On
“Recruitment and Selection in Mahindra & Mahindra”
SUBMITTED FOR PARTIAL FULFILLMENT OF AWARD OF MASTER
OF BUSINESS ADMINISTRATION [H.R.]
[2007-2009]
UNDER THE GUIDANCE OF SUBMITTED BY
MS. POONAM SHUKLA SIMPY BAJPAI
Roll no- 0721670051
MBAIV SEM
IIMT COLLEGE OF ENGINEERING
GREATER NOIDA,U.P

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Excutive summary
A project is like fruit grow out of hard labor & meticulous guidance.The project coverd
by me is not full but just a part of topic given me.Ihad tried my best to cover as much as
is required for this topic
This project is the outcome of meticulous guidance & support of my Teacher,Supervisior
& Team member who guided me all the way of through.
This project has goes hand in hand with my on the job training at Mahindra &
Mahindra.it consist of recruitment & selection process of Mahindra & Mahindra.
There are provided the qualitative analysis data of recruitment & selection of Mahindra &
Mahindra.

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TABLE OF CONTENTS
Statement of the problem
Introduction Of company
Company profile
Product & Services
Future Plans
Objective of The Project
Need of The Project
Scope Of Project
Extent & Limitations
Research Methodology
Research Design
Sources Of Data Collection And Methods
Finding and analysis
Finding
Analysis of project
Conclusion & Recommendations
Bibliography
Questionnaire

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Acknowledgement
There is a host of people behind the successful outcome of my Summer Training Project. My
sincere thanks and gratitude to all those who have extended their valuable time, co-operation
and guidance during the time of the study.
In this context, I would like to express my sincere gratitude and thanks to,
Mr. K.K. Srivastava ,H.R. Manager for providing me the opportunity to pursue my Summer
Training to his company.
Mr. Sanjay Sharma, Sales Manager, who exercised great patience while helping me with my
analysis and for providing me with his esteemed guidance and encouragement throughout the
success of the project.
Ms.Poonam Shukla, Faculty, IIMT, Greater Noida, who was in the role of my Faculty Guide,
left no stone unturned in guiding me along the course of my Summer Training Project work.
Finally, to my parents, for all the tea and care with which they overwhelmed me through these
long months of creation. I sincerely hope that my first venue in this field is appreciated.
Offering thanks,
SIMPY BAJPAI

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STATEMENT OF THE PROBLEM.
“The problem is to know whether the present recruitment
and selection process existing in MAHINDRA & MAHINDRA
is suitable or not”

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INTRODUCTION
Introduction about company :-
Mr. Keshub Mahindra - Chairman of Mahindra & Mahindra Ltd.
Mr. Keshub Mahindra, Chairman of Mahindra & Mahindra Ltd., is a graduate from
Wharton, University of Pennsylvania, USA. After joining the Company in 1947, he
became the Chairman in 1963. Over five decades, his continuous involvement has enabled
the Mahindra Group to reach where it is today.
He is a well-known philanthropist who redefined corporate governance by effectively
channelizing funds into the social sector. He has contributed immensely to the cause of
building ethical corporations in India and is currently a part of numerous prestigious
organizations and committees. He was also appointed by the Government of India to serve
on a number of Committees including the Sachar Commission on Company Law &
MRTP; Central Advisory Council of Industries etc. Today, he is an icon, an inspiring
business leader and a distinguished corporate citizen that everyone looks up to.

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Board of Director
The Board of Directors of the Company has, as its members, eminent persons from Industry,
Finance, Investment and other branches of business, who bring diverse experience and
expertise to the Board.
The Company's current Board of Directors is as follows:
NAME DESIGNATION
1. Mr. Keshub Mahindra Chairman
2. Mr. Anand G. MahindraVice Chairman and Managing
Director
3. Deepak Shantilal
Parekh
Director
4. Nadir Burjorji Godrej Director
5. M. M. Murugappan Director
6. Bharat Narotam Doshi Executive Director & Group
Chief Financial Officer (Group

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CFO)
7. Arun Kumar Nanda Executive Director & Secretary
8. Narayanan Vaghul Director
9. Dr. Ashok Sekhar
Ganguly
Director
10. R. K. Kulkarni Director
11. Anupam Pradip Puri Director
12. Thomas Mathew T. Nominee of LIC
.

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COMPANY OVERVIEW :-
The US $6.7 billion Mahindra Group is among the top 10
industrial houses in India. Mahindra & Mahindra is the only Indian company
among the top three tractor manufacturers in the world. Mahindra's Farm
Equipment Sector has recently won the Japan Quality Medal, the only tractor
company worldwide to be bestowed this honor. It also holds the distinction
of being the only tractor company worldwide to win the Deming Prize.
Mahindra is the market leader in multi-utility vehicles in India. It made a
milestone entry into the passenger car segment with Logan.
The Group has a leading presence in key sectors of the Indian
economy, including the financial services, trade and logistics, automotive
components, information technology, infrastructure development and After-
Market.
With over 62 years of manufacturing experience, the Mahindra
Group has built a strong base in technology, engineering, marketing and
distribution which are key to its evolution as a customer-centric organization.
The Group employs over 50,000 people and has several state-of-the-art facilities in India and
overseas
The Mahindra Group has ambitious global aspirations and has a
presence on five continents. Mahindra products are today available on every
continent except Antarctica. M&M has one tractor manufacturing plant in
China, three assembly plants in the United States and one at Brisbane,

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OUR GROUP Overview
The US $6.7 billion Mahindra Group is among the top 10 industrial houses in
India. Mahindra & Mahindra is the only Indian company among the top three tractor
manufacturers in the world. Mahindra's Farm Equipment Sector has recently won the
Japan Quality Medal, the only tractor company worldwide to be bestowed this honour.
It also holds the distinction of being the only tractor company worldwide to win the
Deming Prize.
Mahindra is the market leader in multi-utility vehicles in India. It made a
milestone entry into the passenger car segment with Logan.
The Group has a leading presence in key sectors of the Indian economy,

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including the financial services, trade and logistics, automotive components, information
technology,infrastructure development and After-Market.
With over 62 years of manufacturing experience, the Mahindra Group has built a
strong base in technology, engineering, marketing and distribution which are key to its
evolution as a customer-centric organization. The Group employs over 50,000 people
and has several state-of-the-art facilities in India and overseas.
The Mahindra Group has ambitious global aspirations and has a presence on five
continents. Mahindra products are today available on every continent except Antarctica.
M&M has one tractor manufacturing plant in China, three assembly plants in the United
States and one at Brisbane, Australia. It has made strategic acquisitions across the globe
including Stokes Forgings (UK), Jeco Holding AG (Germany) and Schoneweiss & Co
GmbH (Germany). Its global subsidiaries include Mahindra Europe Srl. based in Italy,
Mahindra USA Inc. and Mahindra South Africa.
M&M has entered into partnerships with international companies like Renault SA,
France, and International Truck and Engine Corporation, USA. Forbes has ranked the
Mahindra Group in its Top 200 list of the World's Most Reputable Companies and in the
Top 10 list of Most Reputable Indian companies. Mahindra has recently been honoured
with the Bombay Chamber Good Corporate Citizen Award for 2006-07
Domestic Operations
The Automotive Sector is the market leader in utility vehicles in India since
inception and currently accounts for about half of India’s market for utility vehicles
with a product portfolio that ranges from rugged, masstransport utility vehicles to

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personal segment sports utility vehicles like the Scorpio. While the worldclass
Scorpio (declared to be the ‘Car of the Year’ by CNBC Autocar, BBC Wheels and
Business Standard Motoring) is the Automotive Sector’s current flagship, it has
many more products that have made it popular with individuals and institutions in
India and the world. The Automotive Sector of the Mahindra Group is currently
present in the multiutility vehicle, light commercial vehicle and 3 wheeler
segments. Now, with its joint ventures, it will have a presence in the passenger
car and the medium and heavy commercial vehicle segments too
.Product & Services
A US$ 6.7 billion conglomerate that has a strong presence in virtually every sector it's present
in, across the globe. The Mahindra Group is a leader in such diverse businesses as
automobiles, engines, information technology, holidays, rural finance, engineering and
stamping and steel too. It's a journey that began with making general purpose utility vehicles
in 1945 and has been driven by its motivation to excel ever since.
 4/3 Wheelers
 Pik – Ups
 LCVs
 SUVs
 Used cars - Purchase, Sale and Finance
 UVs
 Helpline
 For any product/service related enquiry email us at - customercare@mahindra.com
Farm Equipment
 Agri inputs and services
 Engines
 Farm Implements
 Tractors
Financial Services
 Loans and Mutual Fund Distribution
 Insurance and Risk Management Services

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Trade, &Retail and Logistics
 Ferro Alloys and Metal Scrap
 Steel and Steel Related Services
 Technical Products And Services
 Toys and Apparel
 Corporate People Movement
 Supply Chain Management
Information Technology
 Dealership Management
 Facility Management
 Software Solutions
Infrastructure Development
 Development of Infrastructure Projects
 Engineering consultancy
 Integrated Business Cities
 Lifetime holidays
 Living Spaces and Working Spaces
Systech
 Composites
 Engineering Services
 Forgings
 Gears
 Service Centre for Automotive and Electrical Steels
 Sourcing of Auto Components
 Stampings and Steel

Speciality Business
 Ash Handling Euipments for Power Plants
 Defence Vehicles
 Information Security Consultancy

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ABOUT THE FUTURE OF THE COMPANY
Our Vision
To be the leading global software solutions provider to the Telecom industry.
Our Mission
To be the global leader in Outsourcing Services to the Telecom industry, building on our
technologies, competencies and customer interests, and creating value for our shareholders
and customers.
The Values that drive us:
Tech Mahindra is focused on creating sustainable value growth through innovative solutions
and unique partnerships. Our values are at the heart of our business reputation and are
essential to our continued success. We foster an environment to instill these values in every
facet of our organization.
 Customer first
 Good corporate citizenship
 Professionalism
 Commitment to quality
Dignity of the individual
Our Brand Promise
We have been growing rapidly, and capturing mind-share in specific
communities. Tech Mahindra’s brand positioning highlights the success of the
company which has emerged as the fastest growing provider of IT Solutions &
Services in the Telecom space. The positioning exemplifies the performance of
Tech Mahindra, as a success system, which is powering the growth of its
customers and employees.

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We are a part of the exhilarating Telecom technology space that is
characterized by highly innovative, speed-of-response based solutions, delivered
with agility and flexibility and the new brand reflects this true character of the
telecom world. The positioning incorporates both the success of the past and the
promise of the future, where we are going to ‘Create the next wave’ - our brand
mnemonic.
Our brand echoes our commitment to not only creating solutions, but to
creating the next wave in targeted and focused solutions guaranteed to propel our
customers into the next generation.
A visionary Management team coupled with an equally brilliant team of
professionals is what we believe will make us the global leaders of the new age.
Quality Standards :-
As a part of its mature quality processes, Tech Mahindra uses
well defined process measurements to monitor the quality of solutions delivered
and ensure continuous improvement. With a strong focus on process
management, Tech Mahindra’s Business Management System (BMS) integrates
business needs and industry best practices to deliverservices that constantly
improve:
 Customer Satisfaction
 Productivity and Cycle-Time
 Quality of Solutions and Services

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Integration of Initiatives
Tech Mahindra's BMS is designed to develop solutions that meet client specifications
in accordance with statutory and other industry-wide standards. Tech Mahindra’s quality
leadership conforms to world-class quality standards and models. Tech Mahindra is ISO
9001:2000 certified and is assessed at SEI-CMMI Level 5. Tech Mahindra has also been
awarded the ISO 20000-1 (IT Service Management standard) and ISO 27001 (Security
Management standard) certification for its development centres across India and UK.
Tech Mahindra is certified at P-CMM Level 5 for its people-care practices and is the
third company in the world to have been appraised for SSE-CMM Level 3.
Tech Mahindra's Service Delivery Framework - mASTER™
Based on proven methodologies and industry best practices, Tech Mahindra has defined
a holistic transition process framework - mASTER™ - for effective service delivery to
customers. mASTER™ offers a methodology for planning, managing, delivering and

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operating complex programs through five defined phases as depicted below:
The mASTER™ methodology covers a broad range of activities that are structured around
quality gates and deliverables, thus ensuring a predictable and measurable business outcome
and consistent quality of deliverables.

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FES Bags First Prize at LAKSHYA 2005
M&M’s FarmEquipment Sector
bagged the First Prize in the “On The Job
Achiever Contest”, General Management
and HR category conducted by the National
Institute Of Industrial Engineering (NITIE),
Mumbai during their annual festival
Lakshya 2005, held on October 15, 2005.
This event provides an opportunity for
interaction between students and industry
professionals.
The topic for the case study presentation was “TQM Implementation in HR
Training & Development”. Mr. Deepak Thakur, Dy. GM – R&D and Mr. Sameer Tamhane,
Dy. GM – Training & Development, made a presentation on Mahindra Quality Education and
Training (MQET). Their efforts were very well received by the eminent jury, which included
established names in various sectors of th industry.
There was participation from other leading companies including Hewlett Packard, Patni
Computers, Johnson & Johnson and Wockhardt.

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IN 2008
Club Mahindra Lake View Resort, Munnar has won the CNBC AWAAZ
Travel Awards '08 for Best Resort for Health and Rejuvenation. Travel Awards is an annual
event hosted by CNBC AWAAZ to honor the best in class travel destinations and other
ancillary
services of the tourism industry. These Awards recognize and honor best in class, destinations,
organizations and service providers based on an objective study conducted by India’s leading
research firm, The Nielsen Company. The CNBC AWAAZ Travel Awards are based on an
exhaustive consumer response study, conducted across 12 cities with over 2000 consumers
voting for their choice of travel services and destinations. The award ceremony will be held on
July 3, 2008.
Mahindra & Mahindra was honoured with the Businessworld FICCI-SEDF Corporate
Social Responsibility Award from the Honourable Finance Minister, Mr. P. Chidambaram in
New Delhi on May 18, 2008. Instituted in 1999, the Businessworld FICCI-SEDF Corporate
Social Responsibility Award identifies and recognizes the efforts of companies in integrating
and
internalizing CSR into their core business operations. Mahindra’s CSR activities focus on the
three areas of education, environment and health, and the company has pledged 1% of its profit
after tax (PAT) on a continuing basis for CSR activities

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HIERARCHY CHART OF Mahindra & Mahindra LTD.
CHAIRMAN
MANAGING DIRECTOR
EVP
VP
AVP
SGM
GM
SENIOR DGM
DGM

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AGM
SENIOR MANAGER
MANAGER
AM
JM
SENIOR EXECUTIVE
EXECUTIVE
MANAGEMENT TRAINEE

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Objectives Of the Project
OBJECTIVE
Primary Objective:
1. To evaluate the current recruitment and selection process at M &M.
2. To find out the employee satisfaction with the current recruitment and selection process.
3. To know the overall effectiveness of recruitment and selection as viewed by the employees.
Secondary Objective:
1. To explore the opinions of the employees with respect to recruitment and selection process in M &M.
2. To suggest the important measures for assessing employee satisfaction.

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Need Of the project
1. For the better working skill of the employes.
2. Company must need the knowledge & ability of the
Employes.
3.For the using of best requirtment & selection method
In the company.
4.to achived the company objective with the
Co-ordination & co-operation of the employes & workers.

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Scope of the project:-
Every organization wants to attract the most qualified employees and match them
to jobs for which they are best suited. However, many enterprises are too large to permit close
contact between top management and employees. Human resources, training, and labor
relations managers and specialists provide this connection. In the past, these workers performed
the administrative function of an organization, such as handling employee benefits questions or
recruiting, interviewing, and hiring new staff in accordance with policies established by top
management. Today’s human resources workers manage these tasks, but, increasingly, they
also consult with top executives regarding strategic planning. They have moved from behind-
the-scenes staff work to leading the company in suggesting and changing policies.
In an effort to enhance morale and productivity, limit job turnover, and help
organizations increase performance and improve business results, these workers also help their
firms effectively use employee skills, provide training and development opportunities to
improve those skills, and increase employees’ satisfaction with their jobs and working
conditions. Although some jobs in the human resources field require only limited contact with
people outside the human resources office, dealing with people is an important part of the job.
There are many types of human resources, training, and labor relations managers
and specialists. In a small organization, a human resources generalist may handle all aspects of
human resources work, and thus require an extensive range of knowledge. The responsibilities
of human resources generalists can vary widely, depending on their employer’s needs.
In a large corporation, the director of human resources may supervise several
departments, each headed by an experienced manager who most likely specializes in one
human resources activity, such as employment and placement; compensation, and benefits;

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training and development; or labor relations. The director may report to a top human resources
executive. (Executives are included in the Handbook statement on top executives.)
Extent & limitations:-
Some limitation has been found during the research describes as :
1. Limited numbers of respondent in the Gorakhpur city.
2. Some of the question not been responded well .
3. Few respondents have not shown interest in to it.
4. Changes of biases of respondents can mislead to this study.
5. The limited area can not provided exact figures. While in this study only Gorakhpur city area
has been considered.

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Roles & Duties of the human resources:
Employment and placement
Employment and placement managers supervise the hiring and separation of employees.
They also supervise employment, recruitment, and placement specialists, including recruitment
specialists and employment interviewers. Employment, recruitment, and placement specialists
recruit and place workers.
Recruiters maintain contacts within the community and may travel considerably, often to
college campuses, to search for promising job applicants. Recruiters screen, interview, and
occasionally test applicants. They also may check references and extend job offers. These
workers must be thoroughly familiar with the organization and its human resources policies in
order to discuss wages, working conditions, and promotional opportunities with prospective
employees. They also must stay informed about equal employment opportunity (EEO) and
affirmative action guidelines and laws, such as the Americans with Disabilities Act.
Employment interviewers—whose many job titles include human resources consultants,
human resources development specialists, and human resources coordinators—help to match
employers with qualified jobseekers. Similarly, employer relations representatives, who
usually work in government agencies, maintain working relationships with local employers and
promote the use of public employment programs and services.

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Compensation, benefits, and job analysis
Compensation, benefits, and job analysis specialists conduct compensation programs for
employers and may specialize in specific areas such as pensions or position classifications. For
example, job analysts, occasionally called position classifiers, collect and examine detailed
information about job duties in order to prepare job descriptions. These descriptions explain the
duties, training, and skills that each job requires. Whenever a large organization introduces a
new job or reviews existing jobs, it calls upon the expert knowledge of the job analyst.
Occupational analysts conduct research, usually in large firms. They are concerned with
occupational classification systems and study the effects of industry and occupational trends on
worker relationships. They may serve as technical liaison between the firm and other firms,
government, and labor unions.
Establishing and maintaining a firm’s pay system is the principal job of the compensation
manager. Assisted by staff specialists, compensation managers devise ways to ensure fair and
equitable pay rates. They may conduct surveys to see how their firm’s rates compare with
others, and they ensure that the firm’s pay scale complies with changing laws and regulations.
In addition, compensation managers often manage their firm’s performance evaluation system,
and they may design reward systems such as pay-for-performance plans.
Employee benefits managers and specialists manage the company’s employee benefits
program, notably its health insurance and pension plans. Expertise in designing and
administering benefits programs continues to take on importance as employer-provided benefits
account for a growing proportion of overall compensation costs, and as benefit plans increase
in number and complexity. For example, pension benefits might include a 401K or thrift
savings, profit-sharing, and stock ownership plans; health benefits might include long-term
catastrophic illness insurance and dental insurance. Familiarity with health benefits is a top
priority for employee benefits managers and specialists, as more firms struggle to cope with the

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rising cost of health care for employees and retirees. In addition to health insurance and pension
coverage, some firms offer employees life and accidental death and dismemberment insurance,
disability insurance, and relatively new benefits designed to meet the needs of a changing
workforce, such as parental leave, child and elder care, long-term nursing home care insurance,
employee assistance and wellness programs, and flexible benefits plans. Benefits managers
must keep abreast of changing Federal and State regulations and legislation that may affect
employee benefits.
Employee assistance plan managers, also called employee welfare managers, are
responsible for a wide array of programs. These include occupational safety and health
standards and practices; health promotion and physical fitness, medical examinations, and
minor health treatment, such as first aid; plant security; publications; food service and
recreation activities; carpooling and transportation programs, such as transit subsidies;
employee suggestion systems; child care and elder care; and counseling services. Child care
and elder care are increasingly significant because of growth in the number of dual-income
households and the elderly population. Counseling may help employees deal with emotional
disorders, alcoholism, or marital, family, consumer, legal, and financial problems. Some
employers offer career counseling as well. In large firms, certain programs, such as those
dealing with security and safety, may be in separate departments headed by other managers.

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Training and Development
Training and development managers and specialists conduct and supervise training and
development programs for employees. Increasingly, management recognizes that training
offers a way of developing skills, enhancing productivity and quality of work, and building
worker loyalty to the firm, and most importantly, increasing individual and organizational
performance to achieve business results. Training is widely accepted as an employee benefit
and a method of improving employee morale, and enhancing employee skills has become a
business imperative. Increasingly, managers and leaders realize that the key to business growth
and success is through developing the skills and knowledge of its workforce.
Other factors involved in determining whether training is needed include the complexity of the
work environment, the rapid pace of organizational and technological change, and the growing
number of jobs in fields that constantly generate new knowledge, and thus, require new skills.
In addition, advances in learning theory have provided insights into how adults learn, and how
training can be organized most effectively for them.
Training managers provide worker training either in the classroom or onsite. This includes
setting up teaching materials prior to the class, involving the class, and issuing completion
certificates at the end of the class. They have the responsibility for the entire learning process,
and its environment, to ensure that the course meets its objectives and is measured and
evaluated to understand how learning impacts business results.
Training specialists plan, organize, and direct a wide range of training activities. Trainers
respond to corporate and worker service requests. They consult with onsite supervisors
regarding available performance improvement services and conduct orientation sessions and
arrange on-the-job training for new employees. They help all employees maintain and improve
their job skills, and possibly prepare for jobs requiring greater skill. They help supervisors

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improve their interpersonal skills in order to deal effectively with employees. They may set up
individualized training plans to strengthen an employee’s existing skills or teach new ones.
Training specialists in some companies set up leadership or executive development programs
among employees in lower level positions. These programs are designed to develop leaders, or
?groom? them, to replace those leaving the organization and as part of a succession plan.
Trainers also lead programs to assist employees with job transitions as a result of mergers and
acquisitions, as well as technological changes. In government-supported training programs,
training specialists function as case managers. They first assess the training needs of clients and
then guide them through the most appropriate training method. After training, clients may
either be referred to employer relations representatives or receive job placement assistance.
Planning and program development is an essential part of the training specialist’s job. In order
to identify and assess training needs within the firm, trainers may confer with managers and
supervisors or conduct surveys. They also evaluate training effectiveness to ensure that the
training employees receive helps the organization meet its strategic business goals and achieve
results.
Depending on the size, goals, and nature of the organization, trainers may differ considerably in
their responsibilities and in the methods they use. Training methods include on-the-job training;
operating schools that duplicate shop conditions for trainees prior to putting them on the shop
floor; apprenticeship training; classroom training; and electronic learning, which may involve
interactive Internet-based training, multimedia programs, distance learning, satellite training,
other computer-aided instructional technologies, videos, simulators, conferences, and
workshops.

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Employee relations
An organization’s director of industrial relations forms labor policy, oversees industrial labor
relations, negotiates collective bargaining agreements, and coordinates grievance procedures to
handle complaints resulting from management disputes with unionized employees. The director
of industrial relations also advises and collaborates with the director of human resources, other
managers, and members of their staff, because all aspects of human resources policy—such as
wages, benefits, pensions, and work practices—may be involved in drawing up a new or
revised union contract.
Labor relations managers and their staffs implement industrial labor relations programs. Labor
relations specialists prepare information for management to use during collective bargaining
agreement negotiations, a process that requires the specialist to be familiar with economic and
wage data and to have extensive knowledge of labor law and collective bargaining trends. The
labor relations staff interprets and administers the contract with respect to grievances, wages
and salaries, employee welfare, health care, pensions, union and management practices, and
other contractual stipulations. As union membership continues to decline in most industries,
industrial relations personnel are working more often with employees who are not members of
a labor union.
Dispute resolution—attaining tacit or contractual agreements—has become increasingly
significant as parties to a dispute attempt to avoid costly litigation, strikes, or other disruptions.
Dispute resolution also has become more complex, involving employees, management, unions,
other firms, and government agencies. Specialists involved in dispute resolution must be highly
knowledgeable and experienced, and often report to the director of industrial relations.
Conciliators, or mediators, advise and counsel labor and management to prevent and, when
necessary, resolve disputes over labor agreements or other labor relations issues. Arbitrators,
occasionally called umpires or referees, decide disputes that bind both labor and management

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to specific terms and conditions of labor contracts. Labor relations specialists who work for
unions perform many of the same functions on behalf of the union and its members.
EEO officers, representatives, or affirmative action coordinators handle EEO matters in large
organizations. They investigate and resolve EEO grievances, examine corporate practices for
possible violations, and compile and submit EEO statistical reports.
Other emerging specialties in human resources include international human resources
managers, who handle human resources issues related to a company’s foreign operations; and
human resources information system specialists, who develop and apply computer programs to
process human resources,information,opening matches job opening and handles other human
resources matters.

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Work environment
Human resources work usually takes place in clean, pleasant, and comfortable office settings.
Arbitrators and mediators may work out of their homes.
Although most human resources, training, and labor relations managers and specialists work in
the office, some travel extensively. For example, recruiters regularly attend professional
meetings and visit college campuses to interview prospective employees; arbitrators and
mediators often must travel to the site chosen for negotiations.
Many human resources, training, and labor relations managers and specialists work a standard
35- to 40-hour week. However, longer hours might be necessary for some workers—for
example, labor relations managers and specialists, arbitrators, and mediators—when contract
agreements are being prepared and negotiated.
The educational backgrounds of human resources, training, and labor relations managers and
specialists vary considerably, reflecting the diversity of duties and levels of responsibility. In
filling entry-level jobs, many employers seek college graduates who have majored in human
resources, human resources administration, or industrial and labor relations. Other employers
look for college graduates with a technical or business background or a well-rounded liberal
arts education.

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Education and training
Many colleges and universities have programs leading to a degree in personnel, human
resources, or labor relations. Some offer degree programs in human resources administration or
human resources management, training and development, or compensation and benefits.
Depending on the school, courses leading to a career in human resources management may be
found in departments of business administration, education, instructional technology,
organizational development, human services, communication, or public administration, or
within a separate human resources institution or department.
Because an interdisciplinary background is appropriate in this field, a combination of courses in
the social sciences, business, and behavioral sciences is useful. Some jobs may require a more
technical or specialized background in engineering, science, finance, or law, for example. Most
prospective human resources specialists should take courses in compensation, recruitment,
training and development, and performance appraisal, as well as courses in principles of
management, organizational structure, and industrial psychology. Other relevant courses
include business administration, public administration, psychology, sociology, political science,
economics, and statistics. Courses in labor law, collective bargaining, labor economics, labor
history, and industrial psychology also provide a valuable background for the prospective labor
relations specialist. As in many other fields, knowledge of computers and information systems
also is useful.
An advanced degree is increasingly important for some jobs. Many labor relations jobs require
graduate study in industrial or labor relations. A strong background in industrial relations and
law is highly desirable for contract negotiators, mediators, and arbitrators; in fact, many people
in these specialties are lawyers. A background in law also is desirable for employee benefits
managers and others who must interpret the growing number of laws and regulations. A
master’s degree in human resources, labor relations, or in business administration with a

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concentration in human resources management is highly recommended for those seeking
general and top management positions.
The duties given to entry-level workers will vary, depending on whether the new workers have
a degree in human resource management, have completed an internship, or have some other
type of human resources-related experience. Entry-level employees commonly learn the
profession by performing administrative duties—helping to enter data into computer systems,
compiling employee handbooks, researching information for a supervisor, or answering the
phone and handling routine questions. Entry-level workers often enter formal or on-the-job
training programs in which they learn how to classify jobs, interview applicants, or administer
employee benefits. They then are assigned to specific areas in the human resources department
to gain experience. Later, they may advance to a managerial position, supervising a major
element of human resources program—compensation or training, for example.

37
SOME OTHER FUNCTION
Previous experience is an asset for many specialties in the human resources field, and is
essential for more advanced positions, including managers, arbitrators, and mediators.
Many employers prefer entry-level workers who have gained some experience through
an internship or work-study program while in school. Human resources administration
and human resources development require the ability to work with individuals as well as
a commitment to organizational goals. This field also demands other skills that people
may develop elsewhere—using computers, selling, teaching, supervising, and
volunteering, among others. The field offers clerical workers opportunities for
advancement to professional positions. Responsible positions occasionally are filled by
experienced individuals from other fields, including business, government, education,
social services administration, and the military.
The human resources field demands a range of personal qualities and skills. Human
resources, training, and labor relations managers and specialists must speak and write
effectively. The growing diversity of the workforce requires that they work with or supervise
people with various cultural backgrounds, levels of education, and experience. They must be
able to cope with conflicting points of view, function under pressure, and demonstrate
discretion, integrity, fair-mindedness, and a persuasive, congenial person

38
Research Methodology
What is Recruitment?
“Recruitment is the process of searching the candidates for employment and
stimulating them to apply for jobs in the organisation”.
Edwin B. Flippo
A few definitions of recruitment are:
1 Recruitment is the activity that links the employers and the job seekers.
2 A process of finding and attracting capable applicants for employment.
3 It is the process to discover sources of manpower to meet the requirement of staffing schedule and to
employ effective measures for attracting that manpower in adequate numbers to facilitate effective
selection of an efficient working force.
4 Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified
applicants for the future human resources needs even though specific vacancies do not exist.
5 It is the “linking function” joining together those with jobs to fill and those seeking jobs.
6 It involves attracting and obtaining as many as possible from eligible job seekers.
Recruitment of candidates is the function preceding the selection, which helps create a
pool of prospective employees for the organisation so that the management can select the right
candidate for the right job from this pool. The main objective of the recruitment process is to
expedite the selection process.
Organisations have to recruit people with requisite skills, qualifications and experience, if they
have to flourish in a highly competitive environment.
Recruitment makes it possible to acquire the number and types of people necessary to ensure the
effective and efficient working of the organisation. Recruitment is said to be positive in its approach as
it seeks to attract as many candidates as possible.

39
Recruitment needs are of three types:
1. Planned
The needs arising from changes in organization and retirement policy.
2. Anticipated
Anticipated needs are those movements in personnel, which an organization can predict by studying
trends in internal and external environment.
3. Unexpected
Resignation, deaths, accidents, illness give rise to unexpected needs.
Purpose and Importance
1. Attract and encourage more and more candidates to apply in the organisation.
2. Create a talent pool of candidates to enable the selection of best candidates for the organisation.
3. Determine present and future requirements of the organization in conjunction with its personnel
planning and job analysis activities.
4. Recruitment is the process, which links the employers with the employees.
5. Increase the pool of job candidates at minimum cost.
6. Help increase the success rate of selection process by reducing the number of visibly
underqualified or overqualified job applicants.
7. Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time.
8. Meet the organization’s legal and social obligations regarding the composition of its workforce.
9. Begin identifying and preparing potential job applicants who will be appropriate candidates.
Increase organization and individual effectiveness in the short term and long term
10. Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants .
Sources Of Recruitment
Every organisation has the option of choosing the candidates for its recruitment processes from two
kinds of sources: internal and external sources. The sources within the organisation itself (like transfer
of employees from one department to other, promotions) to fill a position are known as the internal

40
sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies
etc.) are known as the external sources of recruitment
PROCESS:-
Recruitment & Selection Process Assistance in manpower planning, periodic
manpower reviews Recruitment of candidates across skills through different sourcesSelection
& on time closure of position with focus on cost & leadtime Employee Referral Scheme
Interviewing candidates for various positions across levels Organising & conducting Induction
programmes for new recruits Compiling JDs for each position, function wise.

41
PROCESS:-
Recruitment & Selection Process Assistance in manpower planning, periodic
manpower reviews Recruitment of candidates across skills through different sourcesSelection
& on time closure of position with focus on cost & leadtime Employee Referral Scheme
Interviewing candidates for various positions across levels Organising & conducting Induction
programmes for new recruits Compiling JDs for each position, function wise.
Internal Sources Of Recruitment
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 organisations as the people are already aware of the organisational 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

42
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. 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.
5. Labor Contractors
Manual workers can be recruited through contractors who maintain close contacts with the sources of
such workers. This source is used to recruit labour for construction jobs.
6. 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 can help in creating the talent pool or the
database of the probable candidates for the organisation.

43
7. Employee referrals/Recommendations
Many organisations have structured system where the current employees of the organisation can refer
their friends and relatives for some position in their organisation. Also, the office bearers of trade
unions are often aware of the suitability of candidates. 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.
8.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.

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Factors Affecting Recruitment
Internal Factors Affecting Recruitment
The internal forces i.e. the factors which can be controlled by the organisation are:
1. Recruitment policy
The recruitment policy of an organisation specifies the objectives of recruitment and provides a
framework for implementation of recruitment programme. 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.

45
• 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 it’s operations.
External Factors Affecting Recruitment
The external forces are the forces, which cannot be controlled by the organisation. 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

46
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. Labor 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 regulations 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 labour which in turn leads to unemployment.

47
6. Competitors
The recruitment policies of the competitors also effect the recruitment function of the organisations. To
face the competition, many a times the organisations have to change their recruitment policies
according to the policies being followed by the competitors.
Recruitment Process
The recruitment and selection is the major function of the human resource department and recruitment
process is the first step towards creating the competitive strength and the strategic advantage for the
organisations. Recruitment process involves a systematic procedure from sourcing the candidates to
arranging and conducting the interviews and requires many resources and time. A general recruitment
process is as follows:
1. Identifying the vacancy:
The recruitment process begins with the human resource department receiving requisitions for
recruitment from any department of the company. These contain:
• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required
2. Preparing the job description and person specification.
3. Locating and developing the sources of required number and type of employees (Advertising
etc).
4. Short-listing and identifying the prospective employee with required characteristics.
5. Arranging the interviews with the selected candidates.

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6. Conducting the interview and decision making
The recruitment process is immediately followed by the selection process i.e. the final interviews and
the decision making, conveying the decision and the appointment formalities
RECRUITMENT POLICIES AT Mahindra & mahindra LTD
Mahindra & mahindra ltd. is leading the technological revolution in Indian cold rolled
automotive industry today and defining new frontier of customer satisfaction. As Mahindra &
mahindra Ltd. is retaining a leading market position for its range of products, it believes in
retaining its employees. To retain its employees in their organization, Mahindra & mahindra
Ltd. follows an effective recruitment policy.
 By recruiting right person for the right job.
 For technical part, skilled professionals from the same industries or who specializes in cold
rolled steel sector is recruited.
 Recruitment is through advertisements in the newspaper, consultants, various job sites and
databank of the organization.
 Head hunting is also done by Mahindra & mahindra Ltd. if so required.
SELECTION

49
It is the process of differentiating between applicants in order to identify and hire those with a
greater likelihood of success in a job.
It is a process of picking individuals (out of the pool of job applicants) with requisite
qualifications and competence to fill jobs in the organization.
Recruitment and selection are the two crucial steps in the HR process and are often
used interchangeably. While recruitment refers to the process of identifying and encouraging
prospective employees to apply for jobs, selection is concerned with picking the right
candidates from a pool of applicants.
Recruitment is said to be positive in its approach as it seeks to attract as many
candidates as possible. Selection is negative in its application in as much as it seeks to
eliminate as many unqualified applicants as possible in order to identify the right
candidates.
ORGANISATION FOR SELECTION
The basic process of selection was performed in an unplanned manner in many firms,
sometime back. Selection is now centralized and is handled by the human resource department. It
has got the following advantages:
1.It is easier for the applicant because they can send their applications to a single centralized
department.
2.It facilitates contact with the applicants because issues pertaining to employment can be cleared
through one central location.
3.It helps operating managers to concentrate on their operating responsibilities. This is especially
helpful during peak hiring periods.
4.It can provide for better selection because specialists trained in staffing techniques do hiring.
5.The applicant is better assured of consideration for a greater variety of jobs.
6.Hiring costs may be cut because duplication of effort is minimised.
7.With increased government regulations on the selection process, it is important that people who
know about these rules handle a major part of the selection process.

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SELECTION PROCESS
External Environment
Internal Environment
PreliminaryInterview
Selection Tests
EmploymentInterview
Reference & Background
Analysis
Selection Decision
Physical Examination
Job Offer
Employment Contract
Evaluation
R
E
J
E
C
T
E
D
A
P
P
L
I
C
A
N
T
S

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BARRIERS TO EFFECTIVE SELECTION
 Perception- It is the inability to understand other accurately and is probably the
fundamental barrier in selecting the right candidate.
 Fairness- It is the discrimination between applicants approached for jobs on the basis of religion,
region, race or gender.
 Validity-It is a test that helps to predict job performance of an incumbent. A validated test does not
predict the job success accurately.
 Reliability- A reliable method is one which will produce consistent results when repeated in similar
situations. A reliable test may fail to predict the job performance with precision.
 Pressure- Pressure is brought by politicians, bureaucrats, relatives, friends, and peers to select
particular candidates.

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SELECTION PROCESS AT MAHINDRA & MAHINDRA LIMITED
External Environment
Internal Environment
PreliminaryInterview
Evaluation
Selection Tests
EmploymentInterview
Reference & Background
Analysis
SelectionDecision
Physical Examination
Job Offer
EmploymentContract
R
E
J
E
C
T
E
D
A
P
P
L
I
C
A
N
T
S

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Research Design
Since the specific problem has to be tested, it is recommended to opt for
CONCLUSIVE RESEARCH. Moreover, the problem is clearly understandable, So, in whole
project CONCLUSIVE RESEARCH will be followed.

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Sources Of Data Collection & method
Data Collection
Primary Data-
Questionnaires & Interviews
Secondary Data-
Magazines & Websites. The list of which appears in Bibliography

55
THE DATA ANALYSIS
Human resources, training, and labor relations managers and specialists held about 868,000
jobs in 2007-O8 The following tabulation shows the distribution of jobs by occupational
specialty:
Training and development specialists
Employment, recruitment, and placement specialists 197,000
Human resources managers 136,000
Compensation, benefits, and job analysis specialists 110,000
Human resources, training, and labor relations specialists, all
other
214,000
Human resources, training, and labor relations managers and specialists were employed in
virtually every industry. About 17,000 managers and specialists were self-employed, working
as consultants to public and private employers.
The private sector accounted for nearly 9 out of 10 jobs, including 13 percent in administrative
and support services; 10 percent in professional, scientific, and technical services; 9 percent in
health care and social assistance; 9 percent in finance and insurance firms; and 7 percent in
manufacturing.
Government employed 13 percent of human resources managers and specialists. They
handled the recruitment, interviewing, job classification, training, salary administration,
benefits, employee relations, and other matters related to the Nation’s public employees.

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FINDINGS & ANALYSIS
FINDINGS:-
1. Most of the respondents (68%) were not clear or somewhat clear about the recruitment and selection
process at M &M.
2. The most common form of recruitment is internal recruitment at M &M.
3. Employee reference is the most common tool for internal recruitment that is practiced here.
4. For internal recruitment, the vacancies are rarely declared at the organisation level because most of the
time vacancies are fulfilled by the promotion provided to the employees so the need for declaration of
vacancies is not as such required.
5. Internet is most widely used tool for external recruitment practiced here as M &M has a tie yup with
www.naukri.com and other two consultant have also been hired for external recruitment purpose.
6. Recruitment practices of the organisation are often transparent in the organisation.
7. The recruitment and selection process is mostly fair.
8. Semi-structured approach is used for taking the interview of the candidate, but structured approach is
also practiced as most of the time interview starts in a structured manner but is carried on in the way an
interviewee is answering.
9. Educational qualifications, professional qualifications, work experience and communication skills are
the most widely accepted skills that are required in a candidate for recruitment and selection in M &M
.
10. Educational qualifications, professional qualifications, work experience and communication skills are
the most widely accepted skills that are checked in a candidate during recruitment and selection in M
&M.
11. Most of the respondents (65%) replied that skills perceived by the candidate are sometimes or often
verified during recruitment and selection.

57
12. Most of the respondents (60%) replied that the candidate is selected even if he lack in 1 or 2 parameters
because company is ready to provide the training for one or two parameters to the candidate, and is not
ready to loose the candidate if he/she excels in all except one one or two.
13. There are two or three rounds of preliminary interview as responded by the employees.
14. Ability/achievement, medical, aptitude tests are applied most of the time during the selection process.
15. The mentioned skills of the candidate are applicable at all rounds of the recruitment and selection
process.
16. The selection tests applied here are sometimes or often enough to test the skills of the candidate because
the skills required by the company might differ with the tests they are applying.
17. The employees of the organisation rate the recruitment and selection process as good. The rating given
by them is 3 and 4 mostly.
18. Fully and semi-structured interview assessment is the most effective measure of the recruitment and
selection process as responded by the employees. Establishing key strategies for effective recruitment is
also suggested as an effective measure for the process of recruitment and selection.
19. While working at M &M, the employees’ expectation matches with the organisation most of the time as
responded by the employees (67%). Because the company takes proper care of the requirements of its
employees by offering the post matching their skills and expectations. And since it is human tendency that
one can never be fully satisfied, so this is where the rest 33% lies.

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Qualitative tools analysis of project
Ques.1 Are you aware about the recruitment and selection process at M & M?
13% of the respondents were very clear about the recruitment and selection process at M & M
56% of the respondents said that the not fully clear about the process at M & M
25% of the respondents were not very clear about the process at M & M
6% of the respondents were not at all aware about the process at M & M

60
Ques.2 Which type of recruitment process is generally practiced here?
60% of the respondents replied that internal recruitment is generally practiced here.
40% of the respondents replied that external recruitment is generally practiced here.

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Ques.3 Among the following, the tools for internal recruitment used by the organization
are:
52% of the respondents replied that mostly employee reference is used as a tool for internal recruitment in M
&M.
24% of the respondents replied that promotions are used as a tool for internal recruitment in M &M.
15% of the respondents replied that former employee is the tool for internal recruitment in M &M.
5% of the respondents replied that previous employee is the tool for internal recruitment in M &M.
4% of the respondents replied that transfers are used as a tool for internal recruitment in M &M.
Ques.4 For internal recruitment, are the vacancies declared at the organization level?

63
42% of the respondents replied that vacancies are rarely declared for internal recruitment at the organization
level.
32% of the respondents replied that vacancies are often declared for internal recruitment at the organization
level.
13% of the respondents replied that vacancies are sometimes declared for internal recruitment at the
organization level.
8% of the respondents replied that vacancies are mostly declared for internal recruitment at the organization
level.
5% of the respondents replied that vacancies are never declared for internal recruitment at the organization
level.
0
10
20
30
40
4
34
26
10
6
Never
Rarely
Often
Sometimes
Mostly

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Ques.5 Among the following, the tools for external recruitment used by the organization
are:
35% of the respondents replied that internet is the tool for external recruitment used by the M &M.
16% of the respondents replied that head hunting is the tool for external recruitment used by the M &M.
15% of the respondents replied that a newspaper is the tool for external recruitment used by the M &M.
9% of the respondents replied that referral by others is the tool for external recruitment used by the M &M.
10% of the respondents replied that walk-ins, job fairs & walk-ins are the tools for external recruitment used
by the M &M.
Break up in numbers:

65
Ques.6 Do you think the recruitment practices of the organization is transparent
(equal for all)?
39% of the respondents that the recruitment practices are often transparent in the organisation.
28% of the respondents that the recruitment practices are sometimes transparent in the organisation.
20% of the respondents that the recruitment practices are mostly transparent in the organisation.
10% of the respondents that the recruitment practices are rarely transparent in the organisation.
3% of the respondents that the recruitment practices are never transparent.

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Ques.7 Do you think the recruitment and selection process practiced here is fair for all?
33% of the respondents replied the recruitment and selection process practiced here is often fair for all.
32% of the respondents replied the recruitment and selection process practiced here is sometimes fair for all.
18% of the respondents replied the recruitment and selection process practiced here is rarely fair for all.
13% of the respondents replied the recruitment and selection process practiced here is rarely fair for all.
4% of the respondents replied the recruitment and selection process practiced here is never fair for all.
Break up in numbers:

67
Ques.8 Which approach is used for taking the interview of the candidate?
47% of the respondents replied semi-structured interview approach is used for taking the interview of the
candidate.
39% of the respondents replied structured interview approach is used for taking the interview of the candidate.
14% of the respondents replied un-structured interview approach is used for taking the interview of the
candidate.

68
Ques.9 From the mentioned skills tick the skills required during the recruitment and
selection of an employee:
100% of the respondents ticked educational qualifications, professional qualifications, work experience and
communication skills required during recruitment and selection of the candidate.
82.5% of the respondents ticked technical and non-technical knowledge required during recruitment and
selection of the candidate.
67.5% of the respondents knowledge capability ticked required during recruitment and selection of the
candidate.

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Ques.10 From the mentioned skills tick the skills checked during the recruitment and
100% of the respondents ticked educational qualifications, professional qualifications, work experience and
communication skills checked during recruitment and selection of the candidate.
82.5% of the respondents ticked technical and non-technical knowledge checked during recruitment and
selection of the candidate.
62.5% of the respondents knowledge capability ticked checked during recruitment and selection of the
candidate.

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Ques.11 Do you think the employee’s skills to work at M &M is verified with the
position offered to him?
33% of the respondents replied that skills are sometimes verified with the position offered.
32% of the respondents replied that skills are often verified with the position offered.
18% of the respondents replied that skills are rarely verified with the position offered.
14% of the respondents replied that skills are mostly verified with the position offered.
3% of the respondents replied that skills are never verified with the position offered.

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Ques.12 If the candidate lacks in 1-2 parameters of the above skills but is the best in the
rest then what is his probability of selection?
32% of the respondents replied that the candidate is mostly selected if it lacks in 1-2 parameters.
28% of the respondents replied that the candidate is often selected if it lacks in 1-2 parameters.
26% of the respondents replied that the candidate is sometimes selected if it lacks in 1-2 parameters.
9% of the respondents replied that the candidate rarely is selected if it lacks in 1-2 parameters.

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Ques.13 Is there any type of preliminary interview taken for selection, if yes, how many
rounds are taken?
55% of the respondents replied that two rounds are taken for preliminary interview.
45% of the respondents replied that three rounds are taken for preliminary interview.

74
Ques.14 Tick the tests applied to an employee during selection process.
100% of the respondents replied for ability/achievement tests.
100% of the respondents replied for medical tests.
90% of the respondents replied for aptitude tests.
33.75% of the respondents replied for personality tests.
17.5% of the respondents replied for interest tests.

75
Ques.15 Are the above mentioned skills applicable at all the rounds of the recruitment
selection process?
53% of the respondents that skills are often applicable at all rounds of the recruitment & selection process.
21% of the respondents that skills are rarely applicable at all rounds of the recruitment & selection process.
18% of the respondents that skills are sometimes applicable at all rounds of the recruitment & selection
process.
5% of the respondents that skills are mostly applicable at all rounds of the recruitment & selection process.
3% of the respondents that skills are never applicable at all rounds of the recruitment & selection process.

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Ques.16 Does the various types of selection tests applied here are enough to test the skills
required?
39% of the respondents replied that selection tests are sometimes enough to test the skills required.
29% of the respondents replied that selection tests are mostly enough to test the skills required.
23% of the respondents replied that selection tests are often enough to test the skills required.
9% of the respondents replied that selection tests are rarely enough to test the skills required.

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Ques.17 Rate the recruitment and selection process carried out at BSL. (1-least, 5-most)

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47% of the respondents rated the recruitment and selection process as 4.
Ques.18 Select the measures that contribute to effective recruitment and selection.

79
100% of the respondents replied for fully and semi-structured interview assessment as a measure for effective
recruitment & selection.
95% of the respondents replied for establishing key strategies for effective recruitment as a measure for
effective recruitment & selection.
70% of the respondents replied for development of recruitment strategy as a measure for effective recruitment
& selection.
11.25% of the respondents replied for conducting induction and training as a measure for effective recruitment
& selection.
8.75% of the respondents replied for ensuring evidence based best practice techniques in selection as a
measure for effective recruitment & selection.
Ques.19 Do you think employee’s expectations matches here while working at M &M?

80
67% of the respondents replied that their expectation matches most of the time while working at M &M.
23% of the respondents replied that their expectation matches sometimes while working at M &M.
10% of the respondents replied that their expectation matches often while working at M &M.

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Conclusions & Recommendation
CONCLUSIONAND RECOMMEDATIONS
 The company should also apply interest tests as the part of the selection tests on the candidates, by this
they will know about the powerful area of the candidate, which will help them to grow in the organisation
if recruited. This will give the organisation chance for job enrichment, job enhance ment and job
enlargement of the talented and eligible candidates according to their area of knowledge and areas of
improvement.
 As it is a natural fact that every organisation mostly relies on internal recruitment, but it should not be the
case with every organisation. Here, in M &M they should also look for external recruitment because there
is probability of finding even better talents from outside. They should also recruit form middle level
institutes of the nearby areas for the search of new and energetic employees for their organisation.
 As the company mainly focuses on Internet and its two consultants for external recruitment. According to
me, they should also increase their proportion of campus placements, because they can turn out to be the
new store for fresh and calibered employees.

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BIBLIOGRAPHY:-
SUPPORTING BOOKS:-
1.Amir Daczel & Jayavel Sounderpandia , Complete Business Statis
2.K.Aswatthapa , Human Resource & Personal Management
3.W.C.Booth & Arengory G. Colomb , The Craft of Research
4.WilliamM.K.Trochin ,Research Method
5.Doonal R. Cooper & Pamela S.Schindler , Business Research Method
6. C. R. Kothari Research Methodology (Methods & Techniques)
7.V.S.P.Rao , Human Resources Management
WEB SITES:-
1. Google search engine
www.mahindraworld.com
www.mahindraautowheels.co.in
www.autoindustry.com

83
2-Fellow Teachers & Seniors
3-http://recruitment.naukrihub.com/recruitment-process.html
4-M &M Limited Brochure and magazines
5-Working Staff & All Members of my organisation

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QQUUEESSTTIIOONNNNAAIIRREE
Please take a moment to respond accurately and honestly to the following questions. We are
interested in identifying opportunities and to improve. Your responses are entirely voluntarily
and will be treated confidentially.
NAME:
DESIGNATION: DEPARTMENT:
EDUCATIONAL QUALIFICATIONS:
AGE: SEX: Male/ Female
Ques.1 Are you aware about the recruitment and selection process at M & M ?
Yes, very
clear
Somewhat
clear
Can’t say Not very
clear
Not at all
Ques.2 Which type of recruitment process is generally practiced here?
Internal recruitment
External recruitment

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Ques.3 Among the following, the tools for internal recruitment used by the organization
are:
a) Promotions
b) Transfers
c) Employee referrals
d) Previous employees
e) Former employees
f) Any other, please specify ___________________________________________
Ques.4 For internal recruitment, are the vacancies declared at the organization level?
Never Rarely Often Sometimes Mostly
Ques.5 Among the following, the tools for external recruitment used by the organization
are:
Newspaper Labor Department
Magazines Walk-Ins/Applied in Person
Internet Referral by others
Television Recruitment fairs/Job fairs
Radio Company Website
Recruitment Agency/Head Hunting

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Ques.6 Do you think the recruitment practices of the organization is transparent
(equal for all)?
Ques.7 Do you think the recruitment and selection process practiced here is fair for all?
Ques.8 Which approach is used for taking the interview of the candidate?
Structured
Unstructured
Semi-structured
Ques.9 From the mentioned skills tick the skills required during the recruitment and
a) Educational Qualifications
b) Professional Qualifications
c) Work Experience
d) Communication skills
e) Knowledge capability to acquire more
f) Technical/ Non-technical knowledge
g) Any other, please specify __________________________________________

87
Ques.10 From the mentioned skills tick the skills checked during the recruitment and
a) Educational Qualifications
b) Professional Qualifications
c) Work Experience
d) Communication skills
e) Knowledge capability to acquire more
f) Technical/ Non-technical knowledge
g) Any other, please specify __________________________________________
Ques.11 Do you think the employee’s skills to work at M & M is verified with the
position offered to him?
Ques.12 If the candidate lacks in 1-2 parameters of the above skills but is the best in the
rest then what is his probability of selection?
Ques.13 Is there any type of preliminary interview taken for selection, if yes, how many
rounds are taken?
None One Two Three More than 3

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Ques.14 Tick the tests applied to an employee during selection process
a) Ability/Achievement Tests
b) Aptitude Tests
c) Personality Tests
d) Interest Tests
e) Graphology Tests
f) Medical Tests
g) Polygraph(lie detector) Tests
h) Any other, please specify __________________________________________
Ques.15 Are the above mentioned skills applicable at all the rounds of the recruitment
selection process?
Ques.16 Does the various types of selection tests applied here are enough to test the skills
required?
Ques.17 Rate the recruitment and selection process carried out at M & M. (1-least, 5-most)
1 2 3 4 5
Ques.18 Select the measures that contribute to effective recruitment and selection

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a) Establishing key strategies for effective recruitment
b) Ensuring evidence based best practice techniques in selection
c) Conducting induction and training
d) Development of recruitment strategy
e) Fully and semi-structured interview assessment
f) Any other, please specify ___________________________________________
Ques.19 Do you think employee’s expectations matches here while working at M & M?
Any further suggestions if required are welcomed, mention below
__________________________________________________________________________________
_________________________________________________________

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