RECRUITMENT & SELECTION PROCEDURES

Recruitment is a true sales function. A recruiter should uncover the needs of the applicants and
understand why they have those needs and the recruiter can then show how the organization can
specifically satisfy such needs.
Recruitment provides a pool of applicants for selection. Selection is much more than just choosing the best
candidate. It is an attempt to strike a happy balance between what the applicant can and wants to do and what
the organization requires. Various selection tools and techniques are used to find people with relevant
qualifications who are willing to accept the job offer and give satisfactory service and performance in the long
run.
MANPOWER PLANNING
Manpower or Human Resource may be thought of as the total knowledge, skills, creative abilities, talents
and aptitudes of an organizations work force, as well as the values, attitudes and benefits of an individual
involved It is the sum total of inherent abilities, acquired knowledge and skills represented by the talent
and aptitudes of the employed persons. Of all the Ms in management (i.e., the management of materials,
machines, methods, money, motive power), the most important is M for men or human resources. It is the
most valuable asset of an organization, and not the money or physical equipment.
Human resources are utilized to the maximum possible extent in order to achieve individual an organizational
goals. An organizations performance and resulting productivity are directly proportional to the quantity and
quality of its human resources.
Human resource or manpower planning is the process by which a management determines how an
organization should move from its current manpower position to its desired manpower position. Through
planning, a management strives to have the right number and the right kind of people at the right places, at the
right time, to do things which result in both the organization and the individual receiving the maximum longrange benefit.
Human resource planning consists of a series of activities, viz.
A. Forecasting future manpower requirements, either in terms of mathematical projections of trends in the
economic environment and development in industry, or in terms of judgmental estimates based upon
the specific future plans of a company;
B. Making an inventory of present manpower resources and assessing the extent to which these resources
are employed optimally;
C. Anticipating manpower problems by projecting present resources in the future and comparing them with
the forecast of requirements to determine their adequacy, both quantitatively and qualitatively; and

D. Planning the necessary programme of requirement, selection, training, development, utilization, transfer,
promotion, motivation and compensation to ensure that future manpower requirements are properly
met.
Manpower Planning Process
Manpower planning fulfills individual, organizational and national goals. The main purpose is one of matching
or fitting employees abilities to enterprise requirements, with an emphasis on future instead of present
arrangements.
Thus, manpower planning involves forecasting manpower requirement, preparing manpower inventory to
assess the internal supply of manpower, identification of manpower gap which may be in the form of either
surplus or shortage of manpower, and designing action plans for bridging this gap. Organizational objectives
and plans provide base for manpower planning so that it is linked with the former.
Organizational Objectives and Plans:
The starting point of any activity in an organization is its objectives which generate various plans and
policies which provide direction for future course of action. Out of this direction, various subsystems of
the organization devise their own plans and programmes. Thus, each subsystems plans and
programmes are linked to organizational plans and policies. To the extent, this linkage is not proper, a
subsystems contribution to the achievement organizational objectives is adversely affected. This is
true with manpower planning too. While going through its process, therefore, organizational policies
with regard to effective utilization of human resources should be identified and incorporated in planning
process.
Forecasting Manpower Requirement:
The first essential ingredient of manpower planning is forecasting needs for human resources in an
organization over a period of time. Forecasting of human resource requirements serves the following
purposes:
1. To quantify the jobs necessary for producing a given number of goods; or offering a given
amount of service;
2. To determine what staff-mix is desirable in the future;
3. To assess appropriate staffing levels in different parts of the organization so as to avoid
unnecessary cost;
4. To prevent shortages of people where and when they are needed most; and
5. To monitor compliance with legal requirements with regard to reservation of jobs.
Preparing Manpower Inventory:

Inventory is a term which is normally used to counting of tangible objects like raw materials and finished goods,
etc. In the same way, inventory of human resources can also be prepared. The basic purpose of preparing
manpower inventory is to find out the size and quality of personnel available within the organization to man
various positions. Every organization will have two major sources of supply of manpower: internal and external.
a) Internal labour supply: A profile of employees in terms of age, sex, education, training,
experience, job level, past performance and future potentials should be kept ready for use
whenever required. Requirements in terms of growth/diversification, internal movement of
employees must also be assessed in advance.
b) External labour supply: When the organization grows rapidly, diversifies into newer areas of
operations (merchant banking, capital market operations, mutual funds, etc. in case of a bank)
or when it is not able to find the people internally to fill the vacancies, it has to look into
outside sources.
Identification of Manpower Gap:
Manpower gap is the difference between manpower required at a particular time and the personnel being
available at that particular time. This gap can be identified on the basis of forecasts for human resource needs
and supply. This gap should be measured in respect of various types of personnel because mere aggregate
quantitative gap would not serve much purpose. This gap may be of two types: surplus human resources and
shortage of human resources. Based on the analysis of this gap, action plans must be developed to overcome
this gap.
Action Plans:
Various action plans are devised to bridge human resource gap. If there is surplus of human resources either
because of improper manpower planning in the past or because of change in organizational plan, such as
divestment of business or closing down some businesses because of various reasons, action plans may be
devised to prune their size through layoff, voluntary retirement, etc. If there is shortage of human resources,
action plan may be devised to recruit additional personnel.

RECRUITMENT AND SELECTION

The Recruitment and Selection process promotes successful hiring decisions that can truly impact the success
of the organization.
The selection of a candidate with the right combination of education, work experience, attitude, and creativity
will not only increase the quality and stability of the workforce, it will also play a large role in bringing
management strategies and planning to fruition.

Recruitment

Recruitment forms the first stage in the process which continues with selection and ceases with the placement
of the candidate. It is the next step in the procurement junction, the first being the manpower planning.
Recruitment makes it possible to acquire the number and types of people necessary to ensure the continued
operation of the organization.
Recruiting is the discovery of potential applicants for actual or anticipated organizational vacancies.
In other words, it is a linking activity bringing together those with jobs and those seeking jobs.

Factors affecting recruitment

Factors governing recruitment may broadly be divided as internal and external factors.
The internal factors are:
i. Recruiting policy of the organization;
ii. Human resource planning strategy of the company;
iii. Size of the organization and number of employees employed;
iv. Cost involved in recruiting employees, and finally;
v. Growth and expansion plans of the organization.
The external factors are:
i. Supply and demand of specific skills in the labor market;
ii. Political and legal consideration such as reservation of jobs for SCs, STs and so on;
iii. Companys image-perception of the job seekers about the company.

Sources of recruitment
Before an organization activity begins recruiting applicants, it should consider the most likely source of the type
of employee it needs. Some companies try to develop new sources, while most only try to tackle the existing
sources they have. These sources, accordingly, may be termed as internal and external.
Internal Sources:
Recruiting may be hiring to mind employment agencies and classified ads, but current employees are often the
best source of candidates. These include personnel already on the pay-roll of an organization, i.e., its present

working force, whenever any vacancy occurs, somebody from within the organization is upgraded, transferred,
promoted or sometimes demoted. This source also includes personnel who where once of the pay-roll of the
company but who plan to return or whom the company would like to rehire, such as those on leave of absence,
those who quit voluntarily, or those on production lay-offs.
External Sources:
Firms can not always get all the employees they need from their current staff, and sometimes they just dont
want to. . We will look at the sources firms use to find outside candidates next. Normally, following outside
sources are utilized for different positions.
Advertisement: Everyone is familiar with employment ads, and most of us have probably responded to one or
more. It is the most effective means to search potential employees from outside the organization. Employment
advertisement in journals, newspapers, bulletins, etc., is quite common in our country. An advertisement
contains brief statement of the nature of jobs, the type of people required, and procedure for applying for these
jobs.
Employment Agencies: Many organizations get the information about the prospective candidates through
employment agencies. In our country, two types of employment agencies are operating. These are:
A. Public agencies operated by federal, state or local governments;
B. Private employment agencies
A. Public employment agencies: There are employment exchanges run by the government almost in
all districts. The employment seekers get themselves registered with these exchanges. Normally,
such exchanges provide candidates for lower positions.
B. Private employment agencies: Private employment agencies are important sources on clerical,
white-collar, and managerial personnel. They charge fees (set by state law and posted in their
offices) for each applicant they place.
On Campus Recruitment: Many organizations conduct preliminary search of prospective employees by
conducting interviews at the campuses of various institutes, universities, and colleges. This source is quite
useful for selecting people to the posts of management trainees, technical supervisor, scientist, and
technicians. The organization hold preliminary interviews on the campus on the predetermined date and
candidates found suitable are called further interviews at specified places.
Referrals and Walk- Ins: Employee referrals campaigns are another option. The firm posts announcements
of openings and requests for referrals in its bulletin and on its wallboards and intranet; prizes or cash rewards
that culminate in hiring. Employee referrals have been the source of almost half of all hires at America Credit
since the firm kicked off its youve got friends, we want to meet them employee referrals program. Employees
making a referral receive $10 awards, with the payments spread over a year. As the head of recruiting says,
Quality people know quality people. If you give employees the opportunity to make referrals, they automatically
suggest high caliber people because they are stakeholders..

Internet Recruiting: A large and fast-growing proportion of employers use the Internet as a recruiting jumped
from 10% in 1997 to 75% in 2000. Infosys Technologies Ltd., for example, gets over 1000 resumes a day from
prospective candidates through the Net. The HR manager has to key in his or her requirement and profiles of
candidates from the companys database get generated. There are a variety of websites available- in addition
to a companys own website- where applicants can submit their resumes and potential employers can check for
qualified
applicants.
(such
as
(i) www.jobsahead.com (ii)www.headhunters.com (iii) www.naukri.com (iv) www.monsterindia.com (v)www.time
sjob.com etc.)

Selection
The size of the labor market, the image of a company, the place of posting, the nature of job, the compensation
package and a host of other factors influence the manner in which job aspirants are likely to respond to the
recruiting efforts of a company. Through the process of recruitment, a company tries to locate prospective
employees and encourages them to apply for vacancies at various levels. Recruiting thus, provides a pool of
applicants for selection.
Selection is the process of picking individuals who have relevant qualifications to fill jobs in an
organization. The basic purpose is to choose the individual who can most successfully perform the
job, from the pool of qualified candidates.
Selection Procedure
The selection procedure is concerned with securing relevant information about an applicant. This information is
secured in a number of steps or stages. The objective of selection process is to determine whether an applicant
meets the qualifications for a specific job and to choose the applicant who is most likely to perform well in that
job. The hiring procedure is not a single act but it is essentially a series of methods or steps or stages by which
additional information is secured about the applicant.
Steps in Selection Procedure
There is no shortcut to an accurate evaluation of a candidate. The hiring procedure is, therefore, generally long
and complicated. Many employers make use of such techniques and pseudo-sciences as phrenology,
physiognomy, astrology, graphology, etc., while coming to hire decision. However, in modern times, these are
considered to be unreliable measures.
The following is a popular though it may be modified to suit individual situation:
1. Reception or preliminary interview or screening;
2. Application blank- a fact-finder which helps one in learning about an applicants background and life history;
3. Different types of test used to look at a candidates suitability for a job;

4. A well conducted interview to explore the facts and get at the attitudes of the applicant and his family job and
the
5. A physical examination-health and staminas are vital factors in success;
6. A reference check;
7. Final selection approval by Manager and communication of the decision to the candidate.
1. Reception, Initial or Preliminary Interview Or Screening
The initial screening is usually conducted by a special interviewer to a high caliber receptionist in the
employment office. This interview is essentially a sorting process in which prospective applicants are given the
necessary information about the nature of the jobs in the organization. The necessary information, then, elicited
from the candidates relating to their education, experience, skill, salary demanded, the reasons for leaving their
present jobs, their job interests and whether they are available for the job, their physical appearance, age,
drive and facility in speech. If a candidate meets with the requirements of the organizational structure he is
eliminated at the preliminary stage.
2. Application Blank or Application Form
An application blank is a traditional, widely accepted device for getting information. Corn a prospective
applicant which will enable a management to make a proper selection.
It is a good means of quickly collecting verifiable (and therefore fairly accurate) basic historical data from the
candidate. The information required to be given in the applicants own hand writing is needed to identify him
properly and to draw tentative inferences about his suitability for employment. Many types of application formssome times very long and comprehensive and sometimes brief- are used. Information is generally called on the
following items.
a. Biographical Data
b. Education Attainment
c. Work Experience
d. Salary
e. Personal Items
f. Other Items: Names and addresses of previous employers, reference etc.
3. Selection Test:

Many organizations hold different kinds of selection tests to know more about the candidates or to reject the
candidates who cannot be called for interview, etc. Selection tests normally supplement the information
provided in the application forms. Such forms may contain factual information about candidates. Selection tests
may give information about their aptitude, interest, personality, etc., which cannot be known by application
forms.
4. Interview:
Interview is the oral examination of candidates for employment. This is the most essential step in the selection
process. In this step, the interviewer tries to obtain and synthesize information about the abilities of the
interviewee and the requirements of the job. Several types of interviews are commonly used depending on the
nature and importance of the position to be filled within an organization. These are Structured Interview, NonStructured Interview, Situational Interview, Behavioural Interview, Panel Interview, Stress Interview, etc.
5. Medical Examination:
Medical examination is carried out to ascertain the physical standards and fitness of prospective employees.
Medical Examination can give the following information:

Whether the applicant is medically suitable for the specific job or not;

Whether the applicants physical measurements are in accordance with job requirements or not.

But some organizations use this type of test.

6. Reference Checks:
The use of references is common in most selection procedures, for it involves only a little time and money and
minimum of effort. The procedure places reliance on the evaluation of former employers, friends and
professional personnel. Checks on references are made by mail or by telephone, and occasionally or by using
reference form.
7. Hiring Decision:
The Line Manager concerned has to make the final decision now- whether to select or reject a candidate after
soliciting the required information through different techniques. After taking the final decision, the organization
has to intimate this decision to successful as well as unsuccessful candidates. The organization sends the
appointment order to the successful candidates either immediately or after some time, depending upon its time
schedule.

RECRUITMENT AND SELECTION PROCEDURE OF

HONDA SIEL CARS

Honda Siel Cars translates its business strategy into a manpower plan and develops a recruitment program
accordingly, which will enable it to attract and select people with the appropriate combination of experience,
skills and knowledge.

Objectives
The main objectives of the Recruitment Policy are outlined as follows:

Build the Honda Siel Cars brand in the job market

Ensure availability of the right talent at the right time

Evaluate through a scientific process that ensures the right fit between the organization and the
candidate.

Recruitment Procedure
A. Manpower process
Manpower Forecasting
1.

The overall annual business plan for the company breaks down into plans and targets for each
individual department. Each department calculates their grade wise manpower requirements based on
the staffing norms, and provide quarterly and monthly manpower requirements to corporate HR.

2.

Based on the attrition trends and manpower requirements, all the respective Head of Departments
arrive on the manpower numbers along with Head-HR and obtain on MDS approval.

3.

The projected requirements for the year must reach Head-HR, latest by the first week of January every
year.

Manpower Inventory
HR prepares the current manpower status of each department, including an analysis of the current manpower
at each location, grade and skill summary.
Identifying Manpower Gaps
The existing number of employees and their skill levels compared with the forecasted requirements to identify
qualitative and quantitative gaps. Options for the redeployment through retaining, transfers, promotions are
considered. Where these options do not exist, options for recruiting from external sources are taken into
account.
Manpower Plans

On the basis of identified gaps, HR prepares on overall manpower plan which provides adequate lead time for
transfers, retaining, promotions and external hiring. The plan contains details on:

Department wise numbers for transfers, retaining and promotions.

Department wise numbers for external recruitment.

The final manpower plan prepares. Once completed, it will be put up for approval by all the department
heads and Managing Director.

B. Preparing Job Description and Person Specification

Each position in the organization has detailed job description including the following:
Description of profile to be handled
Department/Location/Region
Reporting relationship-Designation
Whether the position is budgeted in case of a new vacancy or replacement- mention details of last
incumbent
Qualifications- Essential/Desired
Position in the hierarchy/Organization Structure
C. Raising Manpower Request
The hiring managers raise the manpower request using the following format and to HODs for their approval
using MR form.
Particulars Details
Date of initiation __________
JD Code __________
Position __________
Reporting Relationship (Designation) __________
Location __________
Region __________

Date of closing the position __________

The manpower request rises through My Single by the hiring managers. Regional HR managers notify
HO-HR and Head-HR while seeking HOD approval.
Once the vacancy is filled, My Single MRF approval in hard copy along with the signatures of Head-HR
documented in the personnel file for selected candidates. Head-HR signs the manpower request form
once the vacancy is filled.
All requests for a new position must be sent to HR in a Manpower Requisition Form after approval from
the HOD, Human Resource manages the process of recruitment and selection with inputs from the line
function.
D. Sources of recruitment
Generally the sources of recruitment are categorized into two parts:

Internal Recruitment

External Recruitment
Internal Recruitment:

The company believes in offering opportunities for growth and carrier progression to its employees; thus each
time a requirement arises, internal recruitment is a preferred mode. For every vacancy arises below level, an
option of filling the post initially is considered. HR places an advertisement on the intranet. The advertisement
contains the following details:
a. Job Profile
b. Education qualifications, Skills, Experience
c. Last date of receiving Applications
d. Contact person in HR
All applications are screened for the eligibility against pre-determined criteria for the vacancy. HR prepares a
list of eligible applicants and seeks approval from the respective Reporting Manager and Departmental Head. If
approval is given, HR sends notification to the eligible candidates via email. Applicants who are not found
eligible are also be notified as via email.
Eligible candidates undergo a panel interview
If no suitable applicants apply within one week from the date of posting the advertisement, external recruitment
is initiated.

 External Recruitment:
The vacancies can be filled through the following channels:

Candidates walking in/ sending their CVs directly

Job Portals

Honda Siel Cars Site (thru hrindia@Honda Siel Cars.com)

Consultants

Campus Recruitment

Hiring team work on each position as per the following:

S.No. Position Lead time for closure
1. Up to Asst. Manager 30 calendar days
2. Managers 45 calendar days
3. Sr. Manager & DGM 45 calendar days
4. GM & Above 60 calendar days

The team spend at least 1 week in searching for the right candidate through sourcesother than
consultants.

Lead time calculated as follows: Date of receiving come regarding the vacancy- Date of candidate
signing the LOI & committing a joining date after serving the notice period.

The lead time is communicated to the HODs/Regional Managers by Head-HR at the time of
communication of the opening to HR.
Direct CVs/Job Portals/ Honda Siel Cars Site/Consultants:

The CVs received through consultants, directly received CVs, job portals & Honda Siel Cars site is stored
in the CV database.
Campus Recruitments:
Campus recruitment is used for fresh graduates/postgraduates who are taken as Executive Trainees and
Management Trainees or for individuals joining at entry-level positions in the company.

If candidate possess less than one year of work experience, he/she is treated as a fresh hire (entry level
recruitment).
Trainee Schemes
Management Trainees
Depending upon the requirements projected in the manpower plan, the company recruits Management
Trainees from Management Institutes in the country.
Sourcing of Trainees
Management trainees are sourced from Management Institutes across the country.
The selection criteria for institutes are described below:
Campus rating through publications: HR refers to the Campus ratings published in the Business
Magazines, available in the country and arrive at average campus ratings. For the current year the
company will target institutes that are ranked between 15 th and 20th ranks according to the ranking
developed. It is further recommended that by the year 2006-2007.
Recruitment days given: The company gives preference to the Institutes who are willing to give either
day 0, 1 or 2
Campus Specialization: Relevance of courses offered to the companys business.
Campus Relationship: The Company develops close relationships with targeted campus by hiring
large numbers, conducting events, taking summer trainees, sending senior managers for lectures
etc.
Positioning of Trainees
Selected trainees are positioned at the following grades:
Fresh Graduates: Student with a Masters in Business Administration is placed at the Management Trainee
grades and gets confirmed in level after successful completion of the training period.
Experience: Student with relevant work experience of 1-3 years is given weight age but taken as a
Management Trainee.
E. Recruitment Process
The recruitment process for the Management trainees is as follows:

 HR initiates the campus recruitment process by sending the companys literature to the campus, one
month before the proposed date of recruitment. This contains brochures of the company literature
containing information about the company, the job profile and the remuneration package.
SIEL representatives to the campus include:
HO HR/Regional HR
Regional Manager/Regional Functional Manager
Pre Placement Talks:
HR coordinates with the Placement Cell of short listed Institutes and schedule Pre Placement Talks (PPT)
The HR head and Regional Manager inform the Pre Placement Team. The following information is carried to
the Pre Placement Talks:
A Pre Placement Talk (PPT) for 30 minutes, covering Honda Siel Cars Corporate Video, Position
Profile and growth chart, Increments, and Company policies,
Application Blanks,
Number of job openings
Selection Process
A. Eligibility Criteria:
The following eligibility criterion is used to short list applicants from various Institutes:
A CGPA of at least 6 out of 10 or its equivalent in the MBA/PGDBM program
Projects undertaken at the summer trainee/internship level.
B. Screening of Application Blanks:
The placement Coordinator/Administrative Offices short list candidates on the basis of predetermined eligibility
criteria and send the list of short listed students to the company at least one week before the date of campus
interviews. HR will then screen the application blanks that are received and short list them a second time
according to the eligibility criteria.
C. Selection Criteria:
The candidates qualifying the %/CGPA criteria are considered for the selection rounds.

F. Letter Of Intent:
Selected candidates are issued a letter of intent on the spot. Appointment letters are issued upon joining.
a) Trainee Scheme
Once selected, all the trainees are provided with an HR brochure that lists the details of the trainee scheme are
outlined below:
Travel:
Management Trainees are provided with AC class Train Fare from home to the company. Conveyance
expenses such as travel (taxi) from the Railway station to the place of posting etc. are provided.
Accommodation:
Trainees are provided with shared accommodation. Guest House is provided for one month for outstation
candidates.
Training Program:
The training period is for six months. The details are given below:
A three day induction period held for all trainees by the top Management on the vision, mission and
company policies.
All trainees spend one week in each function for a period of .. Weeks.
Trainees undertake 2 projects in 2 other functions than their specialization.
A combined test for all the departments and functions it is prepared by persons nominated in HO by
HODs. It is conducted and evaluated by RHR and sent to HO-HR.
Detailed feedback session is conducted by HR and sent to HO-HR and handover to respective
departments/branches.
G. Performance Evaluation and Placement:
Upon completion of the training period, all trainees undergo performance evaluation.
Process:
Trainees are required to present a report of the projects they have undertaken to the Department Head
at the end of the training period.

 HR schedules a performance interview for every management trainee. The panel for interview consists
of one cross- functional head, Departmental head and HR Manager.
The trainee is assessed on the projects completed and a number of parameters listed in the Trainee
Evaluation Form.
The Performance Evaluation Panel recommends a confirmation separation as per the trainees
performance. Upon receiving the evaluation and recommendation, HR issues a confirmation letter to
the trainee confirming him/her at level.