1. i
PROJECT REPORT
On
“A STUDY ON RECRUITMENT AND SELECTION PROCESS AT
b4S SOLUTIONS PVT. LTD”
FOR
THE PARTIAL FULFILLMENT OF THE AWARD OF THE DEGREE OF
“MASTER OF BUSINESS ADMINSTRATION”
FROM GGSIP UN IVERSITY
DELHI
BATCH: 2015-2017
SUBMITTED BY: SUBMITTED TO:
POOJA DR.MONIKA JAIN
ARMY INSTITUTE OF MANAGEMENT & TECHNOLOGY,
GREATER NOIDA (UP) – 201306

2. i

3. ii
Supervisor Certificate
This is to certify that POOJA a student of Master of Business Administration,
Batch – MBA-12, Army Institute Management & Technology, Greater Noida,
has successfully completed his project under my supervision.
During this period, he worked on the project titled “A STUDY ON
RECRUITMENT AND SELECTION PROCESS AT b4S SOLUTIONS
PROCESS AT b4S SOLUTIONS PVT. LTD” in partial fulfillment for the
award of the degree of Master of Business Administration of GGSIP University,
Delhi.
To the best of my knowledge the project work done by the candidate has not
been submitted to any university for award of any degree. His performance and
conduct has been good.
Date: Dr. Monika Jain
AIMT-Gr. Noida

4. iii
Certificate of Originality
I, Ms. POOJA, Roll No. 05418403915 of MBA 12 batch of Army Institute of
Management & Technology has undergone a Summer Internship in b4S
SOLUTIONS PVT. LTD (organization) for a duration of 8 weeks on a project
title “A STUDY ON RECRUITMENT AND SELECTION PROCESS AT b4S
SOLUTIONS PVT. LTD.”, hereby declare that this project is my original piece
of work.
Signature of the student:
Student Name: POOJA
Date:

5. iv
ACKNOWLEDGEMENT
I want to show my sincere gratitude to all those who made this study possible. First of
all I am thankful to the helpful staff and the faculty of Army Institute of Management
and Technology. Second I would like to extend my sincere thanks to my Industry
Guide, Mrs. Priyanka Singh, for her untiring cooperation. One of the most important
tasks in every good study is its critical evaluation and feedback which was performed
by my faculty guide Dr. Monika Jain. I am very thankful to my Faculty as well as
Industry guide for investing his precious time to discuss and criticize this study in
depth, and explained the meaning of different concepts and how to think when it
comes to problem discussions and theoretical discussions. My sincere thanks go to my
Institute and family, who supported and encouraged me.
POOJA
MBA - 12

6. v
EXECUTIVE SUMMARY
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 Appraisaland 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.
With reference to this context, this project is been prepared to put a light on Recruitment and Selection
process. This project includes Meaning and Definition of Recruitment and Selection, Need and Purpose of
Recruitment, Evaluation of Recruitment Process,Recruitment Tips. Sources of Recruitment through
which an Organization gets suitable application. Scientific Recruitment and Selection, which an
Organization should follow for, right manpower. Job Analysis, which gives an idea about the requirement
of the job. Next is Selection process, which includes steps of Selection, Types of Test, Types of
Interview, Common Interview Problems and their Solutions. Approaches to Selection, Scientific
Selection Policy, Selection in India and problems.
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. Since all the aspect needs
practical example and explanation this project includes Recruitment and selection Process. And a
practical case study. It also contains addresses of various and top placement consultants and the pricelist
of advertisements in the magazine.

7. vi
TABLE OF CONTENTS
SERIAL NO. TITLE PAGE NO.
I. CERTIFICATE OF TRAINING
vi
II. SUPERVISOR CERTIFATE
vi
III. CERTIFICATE OF ORIGINALITY
vi
IV. ACKNOWLEGEMENT iv
V. EXECUTIVE SUMMARY v
LIST OF TABLES vi
1. CHAPTER I – INTRODUCTION 1-22
2. CHAPTER II - OBJECTIVE OF RESEARCH 23-24
3. CHAPTER III - LITERATURE REVIEW 25-29
4. CHAPTER IV - RESEARCH METHODOLOGY 30-32
5. CHAPTER V - DATA ANALYSIS & INTERPRETATION 33-44
6. CHAPTER VI – FINDINGS 45-46
7. CHAPTER VII – RECOMMENDATIONS & CONCLUSION 47-49
BIBLIOGRAPHY 50-51
ANNEXURE 52-54

8. 1
CHAPTER I
INTRODUCTION

9. 2
Recruitment
Recruitment refers to the process of finding possible candidates for a job or function, usually undertaken
by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or
organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur
through several means: through online, newspapers, using newspaper dedicated to job advertisement,
through professional publication, using advertisements placed in windows, through a job center, through
campus graduate recruitment programs, etc.
Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills,
computer skills. Evidence for skills required for a job may be provided in the form of qualifications
(educational or professional), experience in a job requiring the relevant skills or the testimony of
references. Employment agencies may also give computerized tests to assess an individual's "off-hand"
knowledge of software packages or typing skills. At a more basic level written tests may be given to
assess numeric and literacy. A candidate may also be assessed on the basis of an interview. Sometimes
candidates will be requested to provide a résumé (also known as a CV) or to complete an application form
to provide this evidence.
Recruitment And Selection: Art Or Science?
Systematic models of recruitment and selection based on a resourcing cycle should not necessarily imply
that this process is underpinned by scientific reasoning and method. As we have seen, Pilbeam and
Corbridge note that even the most valid methods fall some way short of complete predictive validity.
Thompson and McHugh (2009) go further, taking a critical view on the general use and, in particular, the
validity of employee selection methods. In commenting on the use of personality tests in selection, these
authors state that in utilising such tests employers are essentially ‘clutching at straws’ and on this basis
will probably use anything that will help them make some kind of systematic decision. These authors
identify now discredited selection methods, such as the use of polygraphs to detect lying and other
methods such as astrology, which are deemed more appropriate in some cultures than in others. It is
indeed important to keep in mind that today’s received wisdom in the area of recruitment and selection,
just as in the management canon more generally, may be criticised and even widely rejected in the future.
The process of recruitment and selection continues nonetheless to be viewed as best carried out via
sequential but linked stages of first gathering a pool of applicants, a screening-out process, followed by
the positive step of actual selection. This apparently logical ordering of the activities is largely viewed as
essential to achieve minimum thresholds of effectiveness.

10. 3
Recruitment Costs
A concern with effectiveness in recruitment and selection becomes all the more important when one
considers the costs of getting things wrong. We begin with apparent costs, which centre on the direct
costs of recruitment procedures, but one might also consider the so-called opportunity costs of engaging
in repeated recruitment and selection when workers leave an organisation. An excessive preoccupation
with recruitment and selection will divert a manager from other activites he or she could usefully be
engaged in. It is also useful to consider the ‘investment’, including training resources, lost to the employer
when a worker leaves prematurely. The CIPD survey report Recruitment, Retention and Turnover
(2009d) estimates the average direct cost of recruitment per individual in the UK
in 2009 as £4,000 – increasing to £6,125 when organisations are also calculating the associated labour
turnover costs. For workers in the managerial and professional category, these costs were considerably
higher: £7,750, rising to £11,000.
Implicit costs are less quantifiable and include the following categories:
 poor performance
 reduced productivity
 low-quality products or services
 dissatisfied customers or other stakeholders
 low employee morale.
The implicit costs mentioned here are, in themselves, clearly undesirable outcomes in all organisations. In
high-performing organisations ‘average’ or ‘adequate’ performance may also be insufficient and
recruitment and selection may be deemed to have failed unless workers have become ‘thinking
performers’.
RECRUITMENT POLICY
Eligibility:
We believe that all people are entitled to equal employment opportunity and does not discriminate against
qualified employees or applicants because of race, national or ethnic origin, gender, religious beliefs, age,
marital status, sexual orientation or disability. Equal opportunity will be extended to all persons in all
aspects of employment including but not limited to recruiting, hiring, promotion, discipline, or
layoff/termination.

11. 4
Scope:
Covers all the vacant positions across the functions, levels & hierarchy.
Recruitment Policy & Process
To enable HR to initiate the hiring process at any point of time during the year, the respective HOD /
functional / Regional heads need to follow the below-mentioned steps –
- Fill-up a ‘Manpower Requisition Form (MRF)’
Get the MRF approved by the concerned approving authorities (as per the Recruitment
- Approval matrix shown below), and Forward the approved MRF to HR.
Source: Recruitment and Selection: A competency Approach Book

12. 5
Recruitment Quality Norm:
In today’s knowledge driven business scenario, People are perceived as the most valuable assets of an
organization and the optimum utilization of the skill, knowledge, attitude, they posses, are directly
instrumental to the growth of any organization.
Therefore,while recruiting a candidate for any role, position, level, function, it should always be ensured
that there is no compromise in the quality of people, we hire.
Besides checking the presence of role-specific key competencies & the behavioral attributes required
to perform a job, few basic eligibility criteria should be considered, even before a candidate is called
for the Initial rounds of Interviews –
Academic Qualification: Minimum Graduate (Recognized university) for all positions, and there
should not be any unjustified gaps in education.
Reference check: Reference check is MUST for all recruitments (Assistant Manager and above
positions) across the country and HR should always ensure that Reference check is done before extending
the offer to a selected candidate.
Candidates selected after rounds of tests/Interviews would be asked to provide the names & contact
details of at least 1 person as his/her Professional Reference,and HR would contact these references and
the comments & remarks of the referees would be documented and preserved for futu
Recruitment Approval Matrix: Any Recruitment across the organization, at any level / function
has to be approved by the concerned authorities as specified in the matrix below –
Grade
Interviewing Authority
Preliminary Final
M5 , M4 & M3 HOD & Head – HR COO & MD
M2 & M1
HOD & HR HOD & Head -
HR
Functional Head & HR
Internal Recruitment:
As a conscious focus of the organization to nurture high potential talents by providing them suitable
career growth opportunities within the organization, efforts would always be made to fill in specific
vacancies from it’s existing human resource pool.
The entire process would be done through Internal Job Posting (IJP) and communication including the
job profile, candidate profile, eligibility (who can apply), application deadline etc. would be made
available by HR

13. 6
Employees possessing necessary skills, knowledge, and experience matching with those required for the
job may apply through the appropriate communication channels as prescribed in the IJP.
Recruitment Sources:
To ensure a steady in-flowof quality candidates for all the existing vacant positions,with an aim to
select the best within a stringent recruitment deadline, HR would always focus to develop a robust
database ofCVs searched from the following sources –



Hiring consultants: Considering the large volume ofrecruitments to be done within a small span of
time, it is necessary to identify and engage Professional hiring consultants to help HR to source
quality candidates for middle & senior level positions.
A. Process guidelines (To engage a newHiring Consultant):
 HR would identify the Consultants in all the regions, based on their current
client’s distribution, database size, pastperformance records & industry
feedback.
 HR will negotiate the Terms & Conditions with all the identified consultants and
will get a one-time approval (from the Director) before rolling out the formal
agreement with them.
B. Quality Expectations from the Hiring Consultants:
Minimum Turn-around time (TAT): Once a requirement is placed, the consultant should
forward at least within the next 72 hrs.
Strong Conversion Rate (6:1): Out ofthe 6 CVs forwarded by a consultant, 1 has
to be short-listed (after initial screening by HR) .
Existing CV
database
(Created & Maintained
by HR)
Vacancy
Advertisement in
Newspapers
E-Recruitment portals
 CV d/base access
 Regular Job posting
Hiring
Consultants
(Mostly for Sr. &
Middle level critical
positions)
 Market Intelligence
 Personal Network
 Head hunting

14. 7
An Annual Evaluation of the services provided by the existing consultants across the country would be
done to create a list of Preferred consultants, who would be treated as priority CV sources for critical
positions in future.
EMPLOYEE REFERRAL POLICY
OBJECTIVE
EMPLOYEE REFERRAL is the new revamped employee referral scheme. The objective is to encourage
employees to introduce potential candidates to fill published vacant positions in the organization.
ELIGIBILITY
All employed at Band M3 and below on permanent roles of the organization are eligible to an incentive
award under the scheme, except those who are involved in the hiring process. The policy also does not
cover Contract Staff, Trainees.
The following categories of employees will be considered as being involved in the hiring process:
Those who are involved in the screening and interviewing of applicants for the position(s) concerned,
including Line Managers and Head of the department and/or any other senior employee to which the
position directly or indirectly reports to.Those who are involved in the hiring decision. Members of the
HR Team.
POLICY
An incentive award will be paid to an employee whose referral results in a successful recruitment for a
specific vacancy. Schedule for Employee Referral Award is given below. In general, the value of the
incentive increases with the level of the position being hired, reflecting a higher degree of difficult in
sourcing the right candidates. There is no limit on individual staff members in respect of the number of
referrals made or the number of awards given.
For critical jobs, typically defined to be positions which are difficult to fill or require highly specialized
knowledge/ skills and/ or fall under special projects/ initiatives, amount of the incentive may be adjusted,
depending on the criticality of the vacancies. Human Resources has the option to designate certain
vacancies as critical jobs.
SCHEDULE FOR EMPLOYEE REFERRAL AWARD
The incentive will be given on the new recruit’s confirmation i.e. satisfactory completion of six months’
service in the Organization to the employee who makes the referral. Given below is the grade-wise
employee referral incentive/ award:
No incentive will be paid to an employee who makes the referral if the applicant:
Has already applied to the Organization via an external source including the Company website;
Has already been referred by another staff member in writing to the HR Department;
Is already working in the Organization as a temporary staff member, non-employed contractor or
consultant?
Was previously employed by the Organization;
Left the organization within six months of joining or if the Employee ( Referee) has left the Organization.

15. 8
REFERRAL PROCESS
The list of vacant positions will be advertised through internal communication with the location, grade .
Employees will be kept posted on the status of the referred candidate through the recruitment team.
Employees need to send the resume of the referred candidate to the email id along with the employee
referral form.
The referred candidate would go through the regular process of selection and recruitment.
Successful referrals would be paid the referral amount ONLY through payroll system after the new
recruit’s satisfactory confirmation and completion of six months’ service with Organization.
The referral amount will be subject to tax as per the applicable tax rules.
Compensation Proposals, Negotiation & issuing the offer letters:
HR prepares the compensation proposals based on the below-mentioned critical attributes and gets those
approved in writing by the concerned authorities before extending to the candidates -
i. Academic & Professional qualification of the respective candidates
ii. Experience Profile
iii. Existing Compensation & benefits
iv. Market synergy
v. Internal Role-wise compensation study to maintain the equity
HR extends the proposals to the candidates who get selected after final round of Interviews and negotiates
to close those.
Once the candidates agree to the proposals &n intimate their acceptance,HR sends out the formal offer
letter, duly approved & signed by the concerned authority.
Offer letter check list -
HR should make sure that all the below-listed documents are received & checked thoroughly
before issuing the formal offer letters –
i. Approved Manpower Requisition form (MRF)
ii. Resume (hardcopy) of the candidate
iii. InterviewAssessment sheet (Filled up with specific recommendations by the concerned Interviewers)
iv. Reference checks details (documented in the specified format)
v. Compensation Proposal (Existing package & the proposed plan, duly approved by the concerned
Authority)
Recruitment Cycle Time:
To bring in more dynamism and effectiveness in the recruitment process, HR would follow a specific
project deadline of 30 days (from the day it had received the approved Manpower Requisition) to hire a
new employee.

16. 9
SELECTION
“Selection is the process of examining the applicants with regard to their suitability for the given job or
jobs, and choosing the best candidate and rejecting the others.”
Good recruitment practices are only one key to generating a pool of top job candidates. Equally important
is having a strong basis from which to recruit. If an organization’s policies and practices are unattractive
to candidates, the organization’s ability to generate good candidates will be limited regardless of he
specific recruitment practices they employee.
But what policies and practice do “good” applicants find attractive? Unfortunately, there is no
easy answer to this question because not all “good” applicants are alike, and research shows that
organization’s policies and the individual’s characteristics.
Financial considerations, supply and demand, and other variables impact the recruitment process.
Looking for a qualified person for the IT department is likely to require a broader and possibly more
expensive search. Recruitment indicate that there is an increase in the use of the internet and interactive
employment websites, such as searching web databases,placing online ads at various career sites,
purchasing candidate information from resume services, sending recruitment materials, to targeted
individuals, and placing ads in newspapers can all yield positive results.
Selection is the process in which candidates for employment are divided in two classes-those
application of these tools. Qualified applicants go on to the next hurdle, while the unqualified are
eliminated”. Thus, an effective selection Programme is a non-random process because those selected have
been chosen on the bases of the assumption that they are more likely to be “better” employees than those
who have been rejected.
SELECTION PROCESS
The organizations can make use of more than one source for carrying out the recruitment procedure.
Once the recruiting sources are identified, suitable candidates are called for the selection process.
SIGNIFICANCE OF SELECTION PROCESS:
It is the process of differentiation between applicants in order to identify (and hire) those with a greater
likelihood of success in a job. Selection of personnel to man the organization is a crucial, complex and
continuing 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 program. If right personnel
is selected the remaining functions of personnel management becomes easier,the employee contribution
and commitment will be at an optimum level and employee- employer relations will be congenial. In an
opposite situation where the right person is not selected,the remaining functions of personnel
management, employe employer relations will not be effective. If the right person is selected,he becomes

17. 10
a valuable asset to the organization. In case of faulty selection, the employee will become a liability to the
organization.
who are to be offered employment and those who are not. The process might be called rejection, since
more candidates may be turned away than hired. For this reason, selection is frequently described as a
negative process, in contrast with the positive program of recruitment.
According to Yoder :- “the hiring process is of one or many ‘go, no-go’ gauges.
SELECTION PROCESS
SCREENING
 Retention Survey found that nationally small agencies took an average of 6.84 weeks to conduct
the screening processes,while large agencies took an average of 11.51 weeks (U.S. Department
of Justice, Office of Justice Programs,Hiring and Keeping Police Officers)
 GOAL: reduce this time so that valuable candidates are still available
PRINCIPLES OF THE SCREENING:
 A fair set of screening criteria
 The criteria must be in line with the job content and appointment as well as advertised
requirements
 Applicants should be clear on the criteria that apply
 The criteria should apply to all applicants in a consistent manner
 Any waivers should be fully motivated and approved
 Declarations should be made of whether any candidate is related to or friends of an official in the
component where the vacancy exists
 The various activities of the screening process should be documented and put on record
INITIAL REVIEWING AND TESTING:
 Education And Experience Evaluation
 Letters Of Recommendation
 self-Assessment
 Performance Test For Specific Jobs

18. 11
STEPS INVOLVED IN SELECTION PROCESS:
A scientific selection procedure completes in 10 basic steps which are as follows:
1. Application Form.
2. Written Examination.
3. Preliminary Interview.
4. Group Discussion.
5. Tests.
6. Final Interview.
7. Medical Examination.
8. Reference Checks.
9. Line Manager’s Decision, and
10. Employment
TESTING IN SELECTION:
Testing represents an additional tool in the kit of the employment office. It supplements direct personal
contracts in interviews of various types with a wide range of tests. All operate on the general theory that
human behavior can best be forecast by sampling it. The test creates a situation in which the applicant
reacts; reactions are regarded as useful samples of his behavior in the work he is applying.
Formal testing programs have becomes increasingly common in modern selection. A major reason is their
convenience. Another is their relatively low cost. Perhaps unfortunately, test results appeal to many
managers because they provide quantitative measures of something. They ate,for this reason, more easily
compared. They seem to bring the personalities of applicants down to a common denominator. Another
reason for the growing use of tests is the fact that they have been and are the subject of extensive
research.
TYPES OF EMPLOYMENTTESTS:
A simple classification of the tests used in selection would distinguish five principal types, including
achievement, aptitude, interest, personality, and combination tests.
Achievement Tests: sample and measure the applicant’s accomplishments and developed abilities. They
are performance tests; they ask the applicant’s accomplishments and developed abilities. They are
performances tests; they ask the applicant to demonstrate certain knowledge skills.
APTITUDE TESTS:
Measures an applicant’s capacity, his potential. Their simples form is the intelligence test, which is
intended to measure the ability to learn, to remember, and to reason.

19. 12
INTEREST TESTS:
Use selected questions or items to identify patterns of interests-areas in which the individual shoes special
concern, fascination and involvement.
PERSONALITYTESTS:
Probe for the dominant qualities of the personality as a whole the combination of aptitudes, interests, and
usual mood and temperament. Whole the combination of aptitudes, interests, and usual mood and
temperament.
GUIDES TO TESTING:
Dale s. Beach suggested the following guidelines for the employment test.
1. Tests should be taken in addition to other selection techniques as entire can only provide information
about a part of total behavior of a candidate.
2. Test information should be taken into consideration to find out candidate’s weakness rather than
strength.
3. Tests are helpful in pocking a most likely successfulgroup from a larger group rather than successful
individuals.
4. A test should be tested in one’s own organization as “a valid test in one that measures.
5. Tests can be held only in case of failure of other selection devices in providing satisfactory. 6. Test
administrators should not heavily depend upon test score in making decision regarding selection of a
candidate.
Relationship between tests score and job success is not always linear. Hence,decision-makers should use
the test score judiciously.
OUTCOMES OF SELECTION DECISION:
• Mainly four different types
• True positive
• True negative
• False positive error:
Results in cost for training, transfer or terminating the service of employee. Costs of replacing an
employee with a fresh one-hiring, training, and replacement.
• False negative error:
Costs associated difficult to estimate

20. 13
ENVIRONMENTAL FACTORS
• EXTERNAL
Supply and demand in labour market
Unemployment rate
Legal and political considerations
Company’s image
• INTERNAL
Company’s policy
Cost of hiring
CONCEPTS OF TESTING:
1. Job analysis
2. Reliability
3. Validity
TYPES OF TESTS:
Intelligence tests include: sample learning, ability, the adaptabilit tests etc.
(i) Aptitude Tests
 Intelligence Test
 Mechanical Aptitude
 Psychomotor Tests
 Clerical Aptitude Tests
(ii) Achievement Test
 Job Knowledge Test
 Work Samples Test
(iii)Situational Test
 Group Discussion
 In basket
(iv)Interest Test

21. 14
(v) Personality Test
 Objective Test
 Mechanical aptitude tests
 Psychomotor tests
 Clerical aptitude tests
BARRIERS FOREFFECTIVE SELECTION:
 Perception
 Fairness
 Validity
 Reliability
 Pressure
Evaluation and Conclusion ofSelection Programme:
 Reassuring the non-selected candidate.
 An Audit for evaluation.
SELECTION TECHNIQUES:
Interview initial or preliminary
Application blank or blanks
Check of references
Psychological Tests
Employment Interview
Approval by the supervisor
Physical Examination
Induction or orientation
(Source-Observation)

22. 15
PRELIMINARYINTERVIEW:
 This is a short interview and is used to eliminate unqualified candidates.
 Generally, there is no paper work at this stage.
 If the applicant looks like he can qualify for existing job openings, he or she is given the
application blank to complete.
APPLICATION BLANK:
 Application blank is used to get information from prospective applicant to help management to
make a proper selection.
 It quickly collects the basic data about a candidate.
 It is also useful to store information for future use.
 An application forms consists of
- Biographical data
- Educational achievements
- Salary and work experience
- Personalitems
- Names and addresses of previous employers, references,etc.
CHECK OF REFERENCES:
 References are used in most selection processes.
 During the selection process it is believed that former employers, friends and professional
personnel give reliable evaluation of applicant.
 Reference checks are generally made by mail or telephone and sometimes personally also.
PSYCHOLOGICAL TESTS:
 Most organizations do not use psychological tests for selection.
 But larger the size of the firm, more are the chances of using psychological tests.
 Larger companies that can afford to conduct psychological tests do so to have a more detailed and
accurate selection procedure.
 Smaller companies are more dependent on interviews.
INTERVIEWING:
 Interview is the interaction between the interviewer and the applicant.
 It is the most common method of selection.
 It is a good method to get accurate information about the applicant.

23. 16
TYPES OF INTERVIEWS:
TYPES OF EMPLOYMENTINTERVIEW -
 PRELIMINARYINTERVIEW
- Informal interview
- Unstructured interview
 CORE INTERVIEW
- Background information
- Job and probing interview
- Stress interview
- The Group Discussion interview
- Formal and structured interview
- Panelinterview
- Depth interview

24. 17
 DECISION-MAKING INTERVIEW
 PRELIMINARYINTERVIEW
- Informal interview
- Unstructured interview
 CORE INTERVIEW
- Background information interview
- job and probing interview
- Stress interview
- Group discussion interview
- Formal and Structured interview
- Panelinterview
- Depth interview
DECISION-MAKING INTERVIEW
After the candidates are examined by the experts including the line managers of the organization in the
core areas of the job, the head of the department/ section concerned interviews the candidates once again,
mostly through informal discussion. The interviewer examines the interest of the candidate in the job,
organization, reaction/adaptability to the working conditions, career planning, promotional opportunities,
work adjustment and allotment etc. the personnel Manager also interviews the candidates with a view to
find out his reaction/acceptance regarding salary, allowances, benefits, promotions, opportunities etc. The
head of the department and the personnel manager exchange the views and then they jointly inform their
decision to the chairman of the interview board, who finally makes the decision about the candidate’s
performance and their ranks in the interview.
INTERVIEWPROCESS:
 Interview is not a single step. It is a process consisting of severalsteps. The major steps are
grouped into four categories.
 Before starting the interview, the important areas for asking questions should be worked out.
 The candidate’s application form should be examined to find his/her skills, incidents and
experiences which are related to important areas for asking questions.
 The interviewer should make the candidate relaxed by starting with questions that are not directly
related with the job.

25. 18
 After the candidate is relaxed, the interviewer should ask the questions related to the job.
 Now the interviewer should make a tentative decision about the candidate.
Approval by the Supervisor:
 At this stage, we can reach the conclusion about which candidate should be hired.
Physical Examination:
 Physical examination is done to check whether the applicant’s physical capabilities match with
the job requirements or not.
 The three basic objectives of physical examination are:
 To determine the applicant’s physical capabilities.
 To protect the company from needless claims under workers’ compensation laws.
 To stop communicable diseases from entering the organization.
EVALUATION OF APPLICATION FORMS:
The two methods of evaluating an application form, viz., clinical and method and weighted method.
1. Clinical method
2. Weighted method
3. Biographical inventories
WRITTEN EXAMINATION:
The organization have to conduct written examination for the qualified candidates after they are screened
on the basis of the application blanks so as to measure the candidate’s ability in arithmetical calculations,
the know the candidates attitude towards the job’ to measure the candidates’ to know the candidates
aptitude, reasoning, knowledge in various disciplines, in various disciplines, general knowledge and
English language.
PRELIMINARYINTERVIEW:
The preliminary interview is to solicit necessary information from the prospective applicants and to assess
the applicant’s suitability to the job.

26. 19
GROUP DISCUSSION:
The technique of group is used in order to secure further information regarding the suitability of the
candidate for the job. Group discussion is a method where groups of the successfulapplicants are brought
around a conference table and are asked to discuss either a case study of a subject matter.
TEST:
The next stage in the selection process is conducting different tests as given below. The objective of tests
is to solicit further information to assess the employee suitability to the job.
FINAL SELECTION:
 Keep a list of all applicants considered for final selection.
 Identify fair selection criteria for the final selection phase.
 Ensure that the criteria are in line with the advertised requirements as well as the job content.
 Ensure that each selection committee member is provided with all the relevant information
pertaining to each short-listed applicant.
 Ensure that the interviews are conducted in a fair and effective manner and that each candidate is
weighed comprehensively against the requirements as advertised.
 Ensure that a comprehensive motivation is compiled in respect of all the applicants interviewed.
 Ensure that all applicants are informed about the outcome of the final selection phase.
 Ensure that all relevant information is put on record.
CLOSING SELECTION:
 Phone call and further clarification
 Letter of intent
 Completing employment forms
 Protocols may be available for interested individuals
 Number of candidates
 Names,surnames and addresses of 5 top candidates
 Recruitment and selection criteria
 Justification of the decision

27. 20
TRENDS IN RECRUITMENT ANDSELECTION
PROCEDURAL CHANGES:
 Eliminating arbitrary rules and regulations that restrict the choices of hiring managers and
supervisors
 Adopting flexible and appealing hiring procedures.
 Screening applicants quickly
 Validating entry requirements and examinations.
 Instituting worker-friendly personnel policies,
 Creating more flexible job descriptions
IMPROVEMENTS TO THE RECRUITMENT ANDSELECTION PROCESS:
 The decentralization movement — "New Public Management" is known in many quarters as
devolution, often characterized by the decentralization of HR responsibility.
 Aggressive outreach efforts
 Current employees as recruiters
USE OF TECHNOLOGY:
 Many scholars believe that technology will be the most notable HRM trend of the next few
decades
 Many large public organizations use computer bulletin boards and electronic mail to improve
recruitment process
 Managers can have online access to applicants' test scores,qualifications and contact information
 Software programs: to administer online examinations, track applicants, match resumes with skill
sets,expedite background checks,and shepherd job candidates through a paperless staffing
process

28. 21
PROCESS OF RECRUITMENT AND SELECTION

29. 22
IMPORTANCE OF RECRUITMENT& SELECTIONPROCESS
Human Resources Management is concerned with human beings, who are the energetic elements of
management. The success of any organization or an enterprise will depend upon the ability, strength and
motivation of person’s working in it. The Human Resources Management refers to the systematic
approach to the problems of any organization. It is concerned with recruitment, training and Development
of personnel. Human resource is the most important asset of an organization. It ensures sufficient supply,
proper quantity and as well as effective utilization of human resources.
In order to meet human resources needs,and organization will have to plan in advance about the
requirement and the sources,etc. The organization may also have to undertake recruiting selecting and
training processes. Human Resources Management includes the inventory of present manpower in the
organization. In cases sufficient number of persons is not available in the organization then external
sources are also identified for employing them.
This process includes manpower-planning, authorization for planning; developing sources of applicant
evaluation of applications employment decision (selection) offers (placement) induction and orientation,
transfers,demotions, promotions and separations. Manpower’s planning is a process of analyzing the
present and future vacancies as a result of
retirement, discharges, transfer,promotion, absence or other reasons.
Recruitment is concerned with the process of attracting qualified and components personnel for different
jobs. This includes the identification of existing sources of the labor market, the development of new
sources and the need for attracting large number potential applications so that good selections may be
possible.
Selection process is concerned with the development of selection policies and procedure and the
evaluation of potential employees in terms of job specifications. This process includes the development of
application blanks, valid and reliable tests,interview techniques employee reversalsystems, evaluations
and selections of personnel in terms of jobs specifications the making up of final recommendations to the
hire management and the sending of offers and rejection latter’s.

30. 23
CHAPTER II
OBJECTIVE OF THE RESEARCH

31. 24
OBJECTIVE-
The main objective of this project is to understand the Recruitment and selection process at b4S Solution
Pvt. Ltd.
OBJECTIVE OF THE STUDY-
 To understand recruitment and selection process at b4S Solutions Pvt. Ltd.
 To study the area of problem and suggest ways to improve the recruitment and selection process.

32. 25
CHAPTER III
LITERATURE REVIEW

33. 26
According to Korsten (2003) and Jones et al. (2006), Human Resource Management theories emphasize
on techniques of recruitment and selection and outline the benefits of interviews, assessment and
psychometric examinations as employee selection process. They further stated that recruitment process
may be internal or external or may also be conducted online. Typically, this process is based on the levels
of recruitment policies, job postings and details, advertising, job application and interviewing process,
assessment, decision making, formal selection and training (Korsten 2003).
Jones et al. (2006) suggested that examples of recruitment policies in the healthcare, business or industrial
sector may offer insights into the processes involved in establishing recruitment policies and defining
managerial objectives.
Successful recruitment techniques involve an incisive analysis of the job, the labour market scenario/
conditions and interviews, and psychometric tests in order to find out the potentialities of job seekers.
Furthermore, small and medium sized enterprises lay their hands on interviews and assessment with main
concern related to job analysis, emotional intelligence in inexperienced job seekers, and corporate social
responsibility. Other approaches to selection outlined by Jones et al. (2006) include several types of
interviews, role play, group discussions and group tasks, and so on.
Any management process revolves around recruitment and failure in recruitment may lead to difficulties
and unwanted barriers for any company, including untoward effects on its profitability and inappropriate
degrees of staffing or employee skills (Jones et al. 2006). In additional, insufficient recruitment may result
into lack of labour or hindrances in management decision making, and the overall recruitment process can
itself be advanced and amended by complying with management theories. According to these theories, the
recruitment process can be largely enhanced by means of Rodgers seven point plan, Munro-Frasers five-
fold grading system, personal interviews, as well as psychological tests (Jones et al. 2006).
Hiltrop (1996) was successful in demonstrating the relationship between the HRM practices, HRM-
organizational strategies as well as organizational performance. He conducted his research on HR
manager and company officials of 319 companies in Europe regarding HR practices and policies of their
respective companies and discovered that employment security, training and development programs,
recruitment and selection, teamwork, employee participation, and lastly, personnel planning are the most
essential practices (Hiltrop 1999). As a matter of fact, the primary role of HR is to develop, control,
manage, incite, and achieve the commitment of the employees. The findings of Hiltrop's (1996) work also
showed that selectively hiring has a positive impact on organizational performance, and in turn provides a
substantial practical insight for executives and officials involved. Furthermore, staffing and selection
remains to be an area of substantial interest. With recruitment and selection techniques for efficient hiring
decisions, high performing companies are most likely to spend more time in giving training particularly
on communication and team-work skills (Hiltrop 1999). Moreover the finding that there is a positive

34. 27
connection existing between firm performances and training is coherent with the human capital
standpoint. Hence, Hiltrop (1996) suggests the managers need to develop HR practices that are more
focused on training in order to achieve competitive benefits.
As discussed by Jackson et al. (2009), Human resource management approaches in any business
organization are developed to meet corporate objectives and materialization of strategic plans via training
and development of personnel to attain the ultimate goal of improving organizational performance as well
as profits. The nature of recruitment and selection for a company that is pursuing HRM approach is
influenced by the state of the labour market and their strength within it. Furthermore, it is necessary for
such companies to monitor how the state of labour market connects with potential recruits via the
projection of an image which will have an effect on and reinforce applicant expectations. Work of Bratton
& Gold (1999) suggest that organizations are now developing models of the kind of employees they
desire to recruit, and to recognize how far applicants correspond to their models by means of reliable and
valid techniques of selection. Nonetheless, the researchers have also seen that such models, largely
derived from competency frameworks, foster strength in companies by generating the appropriate
knowledge against which the job seekers can be assessed. However,recruitment and selection are also the
initial stages of a dialogue among applications and the company that shapes the employment relationship
(Bratton & Gold 1999). This relationship being the essence of a company's manpower development,
failure to acknowledge the importance of determining expectation during recruitment and selection can
lead to the loss of high quality job seekers and take the initial stage of the employment relationship so
down as to make the accomplishment of desirable HRM outcomes extremely difficult. In the opinion of
Bratton and Gold (1999), recruitment and selection practices are essential characteristics of a dialogue
driven by the idea of "front-end" loading processes to develop the social relationship among applicants
and an organization. In this relationship, both parties make decisions throughout the recruitment and
selection and it would be crucial for a company to realize that high-quality job seekers, pulled by their
view of the organization, might be lost at any level unless applications are provided for realistic
organization as well as work description. In view of Jackson et al. (2009) and Bratton & Gold (1999)
applicants have a specific view of expectations about how the company is going to treat them; recruitment
and selection acts as an opportunity to clarify this view. Furthermore, one technique of developing the
view, suggested by Bratton and Gold (1999), are realistic job previews or RJPs that may take the form of
case studies of employees and their overall work and experiences, the opportunity to "cover" someone at
work, job samples and videos. The main objective of RJPs is to allow for the expectations of job seekers
to become more realistic and practical. RJPs tend to lower initial expectations regarding work and a
company, thereby causing some applications to select themselves; however RJPs also increase the degree

35. 28
of organization commitment, job satisfaction, employee performance, appraisal and job survival among
job seekers who can continue into employment (Bratton & Gold 1999) Jackson et al. (2009).
However, the process of recruitment does not cease with application of candidature and selection of the
appropriate candidates, but involves sustaining and retaining the employees that are selected, as stated by
Silzer et al. (2010).
Work of Silzer et al. (2010) was largely concerned with Talent management, and through their work they
were successful in resolving issues like whether or not talent is something one can be born with or is it
something that can be acquired through development. According to Silzer et al (2010), that was a core
challenge in designing talent systems, facing the organization and among the senior management. The
only solution to resolve the concern of attaining efficient talent management was by adopting fully-
executable recruitment techniques. Regardless of a well-drawn practical plan on recruitment and selection
as well as involvement of highly qualified management team, companies following recruitment processes
may face significant obstacles in implementation. As such, theories of HRM can give insights in the most
effective approaches to recruitment even though companies will have to employ their in house
management skills for applying generic theories across particular organizational contexts. Word
conducted by Silzer et al (2010) described that the primary objective of successful talent strategies is to
create both a case as well as a blueprint for developing the talent strategies within a dynamic and highly
intensive economy wherein acquisition, deployment and preservation of human capital-talent that matter,,
shapes the competitive advantages and success of many companies (Silzer et al. 2010).
Toward that end Taher et al. (2000) carried out a study to critique the value-added and non-value
activities in a recruitment and selection process. The strategic manpower planning of a company, training
and development programme, performance appraisal, reward system and industrial relations, was also
appropriately outlined in the study. This study was based on the fact that efficient HR planning is an
essence of organization success, which flows naturally into employee recruitment and selection (Taher et
al. 2000). Therefore, demand rather than supply must be the prime focus of the recruitment and selection
process and a greater emphasis must be put on planning, supervising and control rather than mediation.
Extending this principle, a realistic approach to recruitment and selection process was demonstrated, and
the study found that an organization is efficient only when the value it commands exceeds the price
involved in determining the process of decision making or product. In other words, value-added and non-
value added activities associated with a company's recruitment and selection process impacts its role in
creating motivated and skilled workforce in the country (Taher et al. 2000). Thus, the study identified the
waiting time, inspection time and filing time as non value added tasks and the cost of advertisement as the
only value added activity in the overall process. Taher et al. (2000) investigated the recruitment and

36. 29
selection section of Bangladesh Open University. It was found that whenever the recruitment and
selection department of BOU received a recruitment request of new applicants from other sections, the
officials failed to instantly advertise the vacancy in various media. The university had to follow some
long sequential steps prior to doing so. After the vacancy is publicly advertised, what followed were the
bureaucratic formalities and complications together with inspection and supervision by two departments
thereby causing unnecessary waiting in the recruitment and selection process that eventually increases the
cost of recruitment by keeping the organization's image at stake. The study also witnessed some amount
of repetition taking place at every step of recruitment where the applications of applicants circulating
around too many departments for verifications. This repetitive work tends to engage unnecessary persons
for a single task that results in unnecessary delay in the decision and unjust wastage of manpower.
After careful consideration of similar problems in the BOU, Taher et al. (2006) recommended for
amending the recruitment process by stating that firstly processes like job analysis and searching internal
and external sources must be followed by direct advertisement of the post as the HR's own responsibility,
and not by any intermediate officials. This will eliminate the non-value activities. Secondly, Taher et al
(2000) suggested a 'system' to be introduced to ease the respective department to study the shortlisted
candidates, which can be done only by the request of the HR department. A medical assistance must be
sought by BOU in regards to the physical or mental abilities of applicants for the job function as well as
their workers compensation and risk. A procedure needs to be devised pertaining to the privacy and
confidentiality of medical reports. Thus, this privacy and decrease in noon-value added activity of the
medical exam can be sustained effectively by testing the applicants via contracted medical advisors, or in-
house doctors. Use of a computer based HR system should be installed in BOU to manage the pool of
information about employees and to make the organization to take just-in-time HR recruitment and
selection decisions.
Therefore, any organization is encouraged to development real-time recruitment strategies that must
attempt to generate a pool of appropriately qualified and well-experienced individuals so as to effectively
initiate the selection strategies and decisions. In essence, the potential applications are encouraged to
apply for the open vacancies and also the relevant departments can engage in recruiting the best
candidates to upgrade the department's performance (Taher et al. 2000).

37. 30
CHAPTER IV
RESEARCH METHODOLOGY

38. 31
Scope of Study
The study was confined to territorial division “b4S Solution Pvt. Ltd.” Ghaziabad with special reference
to its Recruitment policy and methods.
ResearchDesign
Our research design is “Descriptive Method”. And we used two methods as survey method or observation
method.
Sample Size
The study was conducted with sample size of 20 employees selected at random from both supervisory and
management staff of “b4S Solution Pvt. Ltd.”
Type of data collected for the report:
Primary data analysis: For the main prospect of our report we have decided to use primary data
analysis. For this we have structured a small survey using the “descriptive research design” in the
perspective of recruitment and selection department of the company.
A detailed and well-structured questionnaire was presented to respondents at “b4S Solution Pvt. Ltd.”.
Copies of the questionnaire being distributed to the employees at random to obtain their views followed
this.
Further discussions regarding the recruitment policies were held with the HRD manager to have an in-
depth knowledge and future plans of the company for its effective implementation.
Secondary data analysis: our report basically focused on secondary data analysis. This means the
information of this report has been collected from company database and company past record files. Also
data collected from Human Resource Manual and textbooks from various libraries.
As we have mentioned before the research design we have used in this analysis is “Descriptive Research
Design” Under descriptive research design we know there are two types of methods are normally used
they are:
1. Survey method 2. Observation method
For our analysis we have used the survey method. This method works by obtaining information based on
questioning of respondents. Respondents are asked a variety of questions regarding their behavior,
intentions, attitudes, awareness and motivations. Questions are basically asked either verbally or in

39. 32
writing or both in same time. In this case I have decided to use the structured questioner format and asked
the questions both verbally and allowed them to write the answers. I followed also the observation
method, where I have learned many things by the official environments and colleagues. Observation also
based on personal experiences shared by the fellow in the Group
The sampling design process: We have developed the sample number for our research by using the
structure below which explains how we have determined the sample size of the recruitment and selection
department of the company.
Step1. First of all in determining the target population I have decided to use the people working in the
recruitment and selection department of the HR of b4S Solution Pvt. Ltd.
Step2. In the selection of the sampling technique we have decided to use the probability sampling
technique. More specifically we have used the systematic sampling technique under the probability
sampling.
Step3. In determining the sampling size as our research is small and only considering the recruitment and
selection department of b4S Solution Pvt. Ltd. So the size of the sample is 10 and total population of HR
is 20.
Scope
The report entirely discusses the current service offered by “b4S Solution Pvt. Ltd.” and how they
perform different HR practices at “b4S Solution Pvt. Ltd.”. The report discusses the current recruitment
policies of the b4S Solution Pvt. Ltd. Ltd. at its top, mid and entry management level employees. Also, it
does not try to discuss or conclude on any policies that does not affect the recruitment of management
employees at any rate. All policies of Human Resource other than recruitment are excluded in this report.
(Information source -“Marketing Research”)
Analysis:
The data collected through questionnaires distributed to the employees was analyzed and interpreted
using the MS-EXCEL.

40. 33
CHAPTER V
DATA ANALYSIS
&
INTERPRETATION

41. 34
1. Opinion on whether the sources of recruitment used in b4S Solution Pvt. Ltd. are
a) Internal
b) External
c) Both.
GRAPH-1
Interpretation:
It was found that about 55% of the recruitment and selection is done both by internal and
external sources, while as external sources are used more than the internal sources.
10%
35%55%
internal external both
Options Internal External Both Total
Responses 2 7 11 20
Percentage 10 35 55 100%

42. 35
2. Opinion on whether the external recruitment bring in the desirable employees in the
organization
a) Yes
b) No
GRAPH-2
Interpretation:
It was found that 80% of the employees think that external sources of recruitment brings
desirable employees into the organization while, other 20% are of the opinion that sometimes
internal sources provide best employees for a particular position.
80%
20%
yes
no
Options Yes No Total
Responses 18 2 20
Percentage 80 20 100%

43. 36
3. Opinion on whether the following external sources used for recruitment in b4S
SOLUTION PVT. LTD.:
a) Advertisement
b) Internet
c) Campus recruitment
d) Consultancies.
e) All of the above
Options Advertisement Internet Campus
drives
Consultancy All of the
above
Total
Responses 5 3 2 8 2 20
percentage 25 15 10 40 10 100%
GRAPH-3
Interpretation:
It was found that 40% of the employees are recruited through the consultancies and 20% of the
employees are selected by the advertisement followed by internet with 15% and campus
25%
15%
10%
40%
10%
adv.
internet
campus
consultancy
all

44. 37
4. Opinion on whether company follow different recruitment process for different grades of
employment
a. Yes
b. No
GRAPH-4
Interpretation:
It was found that from that different recruitment process is adopted for different grades of
employment.
100%
0%
yes
no
Options Yes No Total
Responses 20 0 20
Percentage 100 0 100%

45. 38
5. Opinion on whether form of recruitment is used in b4S SOLUTION PVT. LTD.
a. Centralised
b. Decentralised
Options Centralised Decentralised Total
Responses 2 18 20
Percentage 10 90 100%
GRAPH-5
Interpretation:
It was found that recruitment is decentralised. However, for higher positions of employment the
recruitment is centralised.
10%
90%
centralised decentralised

46. 39
6. Satisfaction level of employees with the recruitment process
Options Yes No Total
Responses 16 4 20
Percentage 80 20 100%
GRAPH-6
Interpretation:
It was found that 90% of employees are satisfied with the recruitment process adopted by B4S
SOLUTION PVT. LTD.. However, some of the respondents thought there should be some
changes in the existing recruitment process of the organisation
80%
20%
yes no

47. 40
7. Opinion on form of selection used in B4S SOLUTION PVT. LTD. is
a) Centralised
b) Decentralised
Options Centralised Decentralised Total
Responses 2 18 20
Percentage 10 90 100
GRAPH-7
Interpretation:
It was found that the selection process is decentralised. However, in some cases it is centralised
because for top management selection is done at Head Office
10%
90%
centralised decentralised

48. 41
8. Opinion on whether B4S SOLUTION PVT. LTD. uses the following methods during
selection
a) Written
b) Group discussion
c) Personal interview
d) Group discussion and personal interview
e) All of the above.
Options Written GD PI GD & PI All Total
Responses 1 3 6 8 2 20
Percentage 5 15 30 40 10 100%
GRAPH-8
Interpretation:
It was found that 40% of selection is owever, Personal Interview is mostly used method of
selection followed by group discussion.
5%
15%
30%
40%
10%
written GD PI GD and PI all of the bove

49. 42
9. Satisfaction level of employees with innovative techniques like stress test, psychometric
test and personality test used for selection
a) Yes
b) No
Options Yes No Total
Responses 4 16 20
Percentage 20 80 100%
GRAPH-9
Interpretation:
It was found that 20% of the respondents were of the opinion that stress test, psychometric test
and personality tests should be used for the selection, while the others were satisfied with the
existing recruitment and selection process
20%
80%
yes no

50. 43
10. Opinion on whether the bases for selection are
a) Merit
b) Experience
c) Both.
Options Merit Experience Both Total
Responses 2 6 12 20
Percentage 10 30 60 100%
GRAPH-10
Interpretation:
It was found that both experience and merit is considered during the selection process.
However, experienced people are given more consideration rather than meritorious freshers.
10%
30%
60%
merit experience both

51. 44
11. Satisfaction of employees with the selection process
a) Yes
b) No
Options Yes No Total
Responses 16 4 20
Percentage 80 20 100%
GRAPH-11
Interpretation:
It was found that about 80 % of the employees are satisfied with the selection process. However,
the remaining are of the opinion that there should be some change in the recruitment and
selection process of the organization.
80%
20%
yes
no

52. 45
CHAPTER VI
FINDINGS

53. 46
The most significant finding of the study on Recruitment strategy prevailing in the organization
is very effective. The employees are quite satisfied with the current recruitment methods.
 The study shows that 76% of the employees who have put in long year of service have
recruited via open competition. Which shows the transparency of the recruiting policies
of the company?
 92% of the employees have been working in the organization for a long period which
signifies the job security and satisfaction offered by the company to its employees.
 Our study shows that 44% of the employees have joined this organization aiming for
career growth, good pay scales, and more benefits which the company offers. Thus the
statistics shows that the company has a positive outlook towards the career growth of its
employees in addition to the other existing benefits.
 The company’s approach to its recruitment policy shows that the right person is very
essential for the right job, as nearly 88% of the employees felt that they were offered jobs
according to their qualification and experience. Thus setting a relationship between
qualification and job offered.
 The study shows that 72% of the employees were of the opinion that the recruitment
policy of the company is decentralized with each department recruiting its own
employees as per their requirement from the time to time.
 The company gives utmost importance to its manpower requirements by identifying it
well in advance taking into consideration the contingencies like retirement, budgetary
plans and attrition rate. The planning of the manpower requirement is being done in the
light of the business plans of the company.
 The company has been trying to infuse new blood in the organization by appointing fresh
graduates and technologists, to set a competitive so as to face the competitive world.

54. 47
CHAPTER VII
RECOMMENDATION
&
CONCLUSION

55. 48
RECOMMENDATIONS
The outcome of the study illustrates that GMVN has a good recruitment policy where the employees are
recruited by each department as per the requirement from time to time. But there is still a scope for
improvement of its recruitment policy. The following are some of the suggestion which enables the
company to enhance its recruitment methodology.
 The company should focus its attention more on campus interviews to attract young potential
employees who have the zeal to achieve goal for themselves and the company.
 The company needs to further focus on talent auditions and job fairs.
 Incentives and contest for employee referrals and the use of web based resources such as job
boards and job distribution services would go a long way in enhancing the recruitment process.
The organization cannot develop a recruitment strategy without simultaneously formulating an employee
retention plan. It is one thing to attract workers,but quite another to retain them

56. 49
CONCLUSION
On the basis of the study, it can be concluded that the source of recruitment in the organization is totally
based in both the factors i.e. internal and external. The recruitment of the prospective candidate for a
particular post is based in experience, age,qualification and percentage in the academic year. The
selection process is totally based on skills, communication and technical qualities. The formal interview is
conducted by the HRD. After selection the employees are inducted for 1-5 days or more than 15 days.
The external source of recruitment brings desirable employees into the organization. In the organization,
recruitment process is decentralized and selection process is also decentralized. Mostly employees are
satisfied with the recruitment and selection process adopted by Managers. Selection is owever,Personal
Interview is mostly used method of selection followed by group discussion.

57. 50
BIBLIOGRAPHY



58. 51
References:
 Bratton, J. & Gold, J. (1999). Human resource management, theory and practice. 2nd ed. New
Jersey: Macmillan Business.
 Gold, A. H., Malhortra, A. and Segras, A. H. (2001), ―Knowledge management: An organizational
capabilities perspective‖, Journal of Management Information Systems, Vol.18, No.1, pp 185-214.
 Hiltrop, J.M. (1996). A framework for diagnosing human resource management practices. European
Management Journal, 14 (3), pp. 234-254.
 Hiltrop, J.M., (1999), "The Quest fort the Best: Human Resources Practices to Attract and Retain
Talent", European Management Journal, 17(4): 422- 430
 Jackson, S.E., Schuler, R.S. and Riviera, J.C., (2009), "Technical and Strategic Human Resource
Management Effectiveness on Determinants of Firm Performance", Academy of Management
Journal, 40(1): 171-188
 Jones, David A.; Shultz, Jonas W.; Chapman, Derek S. (2006) Recruiting Through Job
Advertisements: The Effects of Cognitive Elaboration on Decision Making International Journal of
Selection and Assessment, Volume 14, Number 2, pp. 167-179(13)
 Khan, A.A., Taher, M.A.(2000) Human resource management and industrial relations. Dhaka: Abir
Publications, Journal of Business Administration, Vol.26, No.3&4, pp. 47-57
 Korsten A.D. (2003) Developing a training plan to ensure employees keep up with the dynamics of
facility management Journal of Facilities Management, Volume 1, Number 4, pp. 365-379(15)
 Silzer, D. & Dowell, B. E. (2010). Strategy-Driven Talent Management. A Leadership Imperative.
San Francisco: John Wiley&Sons.
 Thompson, M (2009) Trust and reward, in Trust, Motivation and Commitment: A reader, ed Stephen
Perkins and St John Sandringham, Strategic Remuneration Research Centre, Faringdon,Vol.10,
No.1, pp. 1-20

59. 52
ANNEXURE

60. 53
QUESTIONNAIRE
This questionnaire survey is purely for academic purpose. Any information collected through
this survey is confidential and would not be shared with anyone other than the people involved in
this.
Name: .....................................................................................................................................
Designation: ................................................ Qualification: .................................................
Department: ........................................................................ Age: .......................................
Answer the following questions: (kindly give your unbiased response).
Q1. Which of these sources of recruitment are used in b4S SOLUTION PVT. LTD.?
a) Internal
b) External
c) Both.
Q2.Does external recruitment brings out the desirable employees in to the organization?
a) Yes
b) No
Q3. Which of the following external sources of recruitment are used in b4S SOLUTION
PVT. LTD.?
a) Advertisement
b) Internet
c) Campus drives
d) Consultancies
e) All of the above.
Q4. Does your company follow different recruitment process for different grades of
employees?
a) Yes
b) No.

61. 54
Q5.Which form of recruitment is used in b4S SOLUTION PVT. LTD.?
a) Centralized
b) Decentralized
Q6. Are you satisfied with the recruitment process?
a) Yes
b) No.
Q7.Which form of selection is used in b4S SOLUTION PVT. LTD.?
a) Centralized
b) Decentralized
Q8.Which of the following methods does your company uses during selectionprocess?
a) Written or aptitude test
b) Group discussion
c) Personal interview
d) Group discussion and personal interview
e) All of the above.
Q9.Do you think innovative techniques like stress test, psychometric test and personality
test should be used for selection?
a) Yes
b) No
Q10.What is the basis for selection?
a) Merit
b) Experience
c) Both.
Q11. Are you satisfied with the selectionprocess?
a) Yes
b) No

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