A STUDY ON RECRUITMENT AND SELECTION PROCESS

Submitted in partial fulfillment of the requirements

for the award of the degree of

Bachelor of Business Administration (BBA)

To
Guru Gobind Singh Indraprastha University, Delhi

Submitted to: Submitted by:

Ms. Shivani Bhatt Harsimran Kaur
E.N. 06024401720

Institute of Innovation in Technology & Management,

New Delhi – 110058
Batch (2020-2023)

CERTIFICATE
1
I, Ms. Harsimran Kaur, Roll No. 06024401720 certify that the Project Report
(BBA-311) entitled “A STUDY ON RECRUITMENT AND SELECTION
PROCESS.” is done by me and it is an authentic work carried out by me at
AASHMAN FOUNDATION. The matter embodied in this project work has not
been submitted earlier for the award of any degree or diploma to the best of my
knowledge and belief.

Signature of the Student:

Date:

Certified that the Project Report (BBA-311) entitled “A STUDY ON RECRUITMENT PROCESS”
done by MS. HARSIMRAN KAUR, Roll No. 06024401720 is completed under my guidance.
Signature of the Guide:

Name of the Guide:

Designation:

Date:

Countersigned
(Director / Project Coordinator)

CERTIFICATE FROM THE COMPANY

2
 Acknowledgment
The internship opportunity I had with “Aashman Foundation” was a great chance for
learning and professional development. Therefore, I consider myself a very lucky individual
3
as I was provided with an opportunity to be a part of it. I am also grateful for having a
chance to meet so many wonderful people and professionals who led me though this
internship period.

I am using this opportunity to express my deepest gratitude and special thanks to Ms.
Shradha Senior HR Consultant who despite being extraordinarily busy with her duties,
took time out to hear, guide, and keep me on the correct path and allowing me to carry out
my internship at their esteemed organization.

I sincerely want to thank Prof. Shivani Bhatt for being our program coordinator and helping
me at every stage of my internship and studies. I take this opportunity to express my sincere
gratitude to her through constant advice and constructive criticism nourished my interest in
the subject and provided a free and pleasant atmosphere to work against all odd situations.

Sincerely

Harsimran Kaur

TABLE OF CONTENTS

[Link]. PARTICULARS Page No.

1. Introduction to the subject 7

1.2 Background of the study 7 4

1.3 Importance of the study 7
1.4 Origin of the report 7
 1.5 Limitations of the study 8
1.6 Objective, Need, Scope 8
1.7 Research Methodology 8-9

2. Introduction to the topic 10

2.1 Recruitment- its types and method 10-14
2.2 Selection 14-19

3. About the company (Swot analysis) 20-24

4. Review Of Literature 25

5. Analysis and Interpretations 26-34

6. Summary, Conclusion, Limitations & Recommendations 34-37

6.1 Summary 34
6.2 Finding 35
6.3 Limitations 35
6.4 Conclusion 36
6.5 Recommendations 37

7. Bibliography and Websites 38

8. Appendix 39-40

Executive Summary

AASHMAN FOUNDATION is an NGO that helps widows, Underprivileged children, Underprivileged old
ones, and destitute ones. They conduct various campaigns like providing basic necessities like food, milk for
everyone, sanitary pads for the needy one’s etc.

In this project I have worked for the details regarding the HR topic i.e., “Recruitment and Selection process”
at AASHMAN FOUNDATION
As an intern, I was responsible for recruiting people for internships. This process involved hosting vacancies on
various platforms like LinkedIn, Facebook, Instagram, etc. The candidates are then followed by 5 screening
eligible profiles. The shortlisted candidates were then made to fill up the application form for further
processing.
“You can do everything else right as a manager lay brilliant plans, draw clear organization chart, set up modern
assembly lines and use sophisticated accounting controls but still fail as a manager by hiring wrong people or
by not motivating subordinates for instance. On the other hand, many managers, presidents, generals,
governors, supervisors- have been successful even with inadequate plans, organization and controls. They were
successful because they had the knack of hiring the right people for the right jobs and motivating appraising and
developing them”. - Gray Dessler

Without skilled work force none can go longer. Every company need a highly motivate team which will be able
to keep the company ahead in the race. The strong HR department always focuses on employee benefit as well
as employer. Pico Marketing Ltd continues its effort to maintain its work forces quality within a short period of
time it would become a giant in this field. So, the recruitment and selection policy for AASHMAN
FOUNDATION should be analyzed, evaluated and modified. I try my best to focus on the policy or procedures
of Recruitment and Selection of this organization.

I have worked on this project with my full dedication to aware you about AASHMAN FOUNDATION. After
reading this project I hope you will be able to know about their working, their management, their policies, their
environment related innovations etc. followed by AASHMAN FOUNDATION

1. Introduction to Subject
1.1 Introduction:
In Human Resources Management cycle as well as in any organization recruitment and selection plays an
important and vital role in achieving the organizational vision, mission goals and objectives. Recruitment
and selection are the critical resource of the organization which is the staffing function. The primary goal of
staffing is to get the right people for the company to operate effectively and efficiently. Before recruitment
and selection, we have to analyze the external environment and examine its internal situation to develop
human resource plans considering any new requirement and existing vacant positions. Getting 6 the right
people interested in applying for a job at a company is the core of recruitment.
 All recruitment and selection should be based on organization’s approved human resources plan. HRM
department should assist line managers to develop their human resource plans effectively. Based on the
recruitment information from all units, HRM department must analyze human resource plans of different
units and develop a master plan for the organization. To conduct recruitment efficiently, it is better to split
the recruitment in month order, HRM department should process the recruitment after checking with budget
provision and final approval from the top management.

1.2 Background of the study

It is important to have a well-defined recruitment policy in place, which can be executed effectively to get
the best fits for the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn
out to be costly mistakes for the organization.

1.3 Importance of the Study:

A misfit who is not in tune with the organization’s philosophies and goals can damage production,
customer satisfaction, relationship with suppliers and the overall quality or work. He can also adversely
affect the morale and commitment of co-works and negate efforts to foster team work. Training way out of
a wrong hire can be very expensive.

1.4 Origin of the Report:

Ms. Shivani Bhatt, Faculty Member, IITM Janakpuri, assigned this internship report to me as a part of the
BBA program in AASHMAN FOUNDATION.

1.5 Limitations of the Study:

There are some limitations in my study; I faced some problems during the study, which are given below:

 Lack of time: The time period for this study was very short. I had only 40 days in My hand to complete
this report, which was not enough. so, I could not go in depth analysis, Sometimes the officials were busy
and were not able to give much time.

 Insufficient date: Some desired information could not be collected due to confidentially of business.

 Other Limitations: I was single person who collected all data. But it should be a group study. So, it was
very much difficult for me to gather all the information.

1.6 Objective, Need, Scope and Research Methodology

1.6.1 Objectives of the Study

Primary Objective 7
 To study the recruitment and selection process in Aashman Foundation.
  To study the recruitment procedures for executive trainees.

 To take feedback of the executive trainees on the mode of recruitment.

1.6.2 Need of the Study: Aashman Foundation is doing a lot of retrenchment these days and employees
are suffering from a lot of stress these days and are highly dissatisfied with their job. Research says
that Emotional Intelligence helps to reduce stress by 66%. So, by this study I will be able to find that
whether there is any correlation between Emotional Intelligence and Job Satisfaction and if there exists a
correlation than how company can use it to enhance the performance of employees.

1.6.3 Scope of study: This proposed study is being limited to Aashman Foundation. This proposed study
will help to find the Recruitment and Selection Process of the Organization.

1.7 Research Methodology

Method is a way of doing something and methodology is a set of methods used in a particular area
of activity. The research methodology employed in the research is as given by Philip Kotler.
 Developing the problems and research objective
 Developing the information sources.
 Collecting and analyzing the information
 Presenting the information

1.7.1 Research problem : To find the importance of Recruitment And Selection Process at Aashman
Foundation

1.7.2 Research Design : Research Design is a series of advanced decisions that taken together comprise a
master plan or model for the conduct of an investigation. So research design provides a framework of plan
for study, which guides the collection, measurement, analysis, and interpretation of the data. The research
carried out here is descriptive in nature. Descriptive research provides data about the population or
universe being studied. It can describe 5 W’s and 1H i.e. what, when, why, who, where, and how.

1.7.3 Sample Design and Size

The population of study is office members and the candidates who appeared for the interview at
Aashman Foundation. And the sample size of 30 employees working in office at Aashman
Foundation This study is based on convenience sampling for which areas of are limited to
Aashman Foundation

1.7.4 Method of Data Collection

The fourth step of research methodology is data collection. It can be done through primary or
secondary techniques. In this study both the techniques are used to collect the data.

Primary Data:
For achieving the objective, the survey was conducted among the executive trainees. The
questionnaire was given to executive trainees who came through the interviews and the 8
responses were collected by them. The questionnaire consisted two sections. The first section
consist the personal information of the candidates and the second section consist of 25
questions which were framed on the basis of recruitment process in Aashman Foundation. The
 questionnaire was constructed with the close ended questions and was designed to get the
opinion of the executive trainees.

Secondary Data:
To find out the necessary data, information and facts, search of the relevant material for
Aashman Foundation library data was taken. Some books were referred to collect the
information. Online search engines really help me out in collecting the necessary information.

1.7.5 Scaling Technique

Scaling techniques is used in this survey, for understanding the relation and importance of
recruitment and selection process and the answers of the respondents are elucidated by asking
them to indicate their level of agreement on a given five-point Likert scale with values ranging
from “1” (strongly disagree) to “5” (strongly agree)

CHAPTER 2.
INTRODUCTION TO SUBJECT

Human resource is an important corporate asset and the overall performance of company
depends on the way it is put to use. In order to realize company objectives, it is essential to
recruit people with requisite skills, qualification and experience. While doing so we need to keep
present and future requirements of company in mind.

Successful recruitment methods include a thorough analysis of the job and the labor market
conditions. Recruitment is almost central to any management process and failure in recruitment
can create difficulties for any company including an adverse effect on its profitability and
inappropriate levels of staffing or skills. Inadequate recruitment can lead to labor shortages, or
problems in management decision making.

Recruitment is however not just a simple selection process but also requires management
decision making and extensive planning to employ the most suitable manpower. Competition
among business organizations for recruiting the best potential has increased focus on innovation,
and management decision making and the selectors aim to recruit only the best candidates who
would suit the corporate culture, ethics and climate specific to the organization.

The process of recruitment does not however end with application and selection of the right
people but involves maintaining and retaining the employees chosen. Despite a well-drawn plan
on recruitment and selection and involvement of qualified management team, recruitment
processes followed by companies can face significant obstacles in implementation. Theories of
HRM may provide insights on the best approaches to recruitment although companies will have
to use their in-house management skills to apply generic theories within specific organization.

2.1 RECRUITMENT

Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.” 9
Edwin B. Flippo defined recruitment as “the process of searching for prospective employees and
stimulating them to apply for jobs in the organization.” In simple words recruitment can be
defined as a ‘linking function’-joining together those with jobs to fill and those seeking jobs.

PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes and needs are:
 Determine the present and future requirements of the organization in conjunction with its
personnel-planning and job-analysis activities.
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of the selection process by reducing the number of visibly,
under qualified or overqualified job applicants.
 Help reduce the probability that job applicants, once recruited and selected, will leave
the organization only after a short period of time.
 Begin identifying and preparing potential job applicants who will be appropriate
candidates.
 Induct outsiders with a new perspective to lead the company.
 Infuse fresh blood at all levels of the organization.
 Develop an organizational culture that attracts competent people to the company.
 Search for talent globally and not just within the company.

FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment: -

1) Internal Factors
 Recruiting policy
 Temporary and part-time employees
 Recruitment of local citizens
 Engagement of the company in HRP
 Company’s size
 Cost of recruitment
 Company’s growth and expansion

2) External Factors
 Supply and Demand factors
 Unemployment Rate
 Labour-market conditions
 Political and legal considerations
 Social factors
 Economic factors
 Technological factors

SOURCES OF RECRUITMENT

The sources of recruitment may be broadly divided into two categories: internal sources and
external sources. Both have their own merits and demerits.

METHODS OF RECRUITMENT

Internal Methods:

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1. Promotions and Transfers
This is a method of filling vacancies from internal resources of the company to achieve
 optimum utilization of a staff member's skills and talents. Transfer is the permanent lateral
movement of an employee from one position to another position in the same or another job
class assigned to usually same salary range. Promotion, on the other hand is the permanent
movement of a staff member from a position in one job class to a position in another job class
of increased responsibility or complexity of duties and in a higher salary range.

2. Job Posting
Job Posting is an arrangement in which a firm internally posts a list of open positions (with
their descriptions and requirements) so that the existing employees who wish to move to
different functional areas may apply. It is also known as Job bidding. It helps the qualified
employees working in the organization to scale new heights, instead of looking for better
perspectives outside. It also helps organization to retain its experienced and promising
employees.

3. Employee Referrals
It is a recruitment method in which the current employees are encouraged and rewarded for
introducing suitable recruits from among the people they know. The logic behind employee
referral is that “it takes one to know one”. Benefits of this method are as follows:
 Quality Candidates
 Cost savings
 Faster recruitment cycles
 Incentives to current employees
On the other hand, it is important for an organization to ensure that nepotism or favoritism
does not happen, and that such aspects do not make inroads into the recruitment process.

External Methods:

External methods of recruitment are again divided into two categories-

Direct External Recruitment Methods

1. Campus Recruitment
In Campus Recruitment, Companies / Corporate visit some of the most important Technical
and Professional Institutes in an attempt to hire young intelligent and smart students at
source. It is common practice for Institutes today to hire a Placement Officer who coordinates
with small, medium and large sized Companies and helps in streamlining the entire Campus
Recruitment procedure.
Benefits of Campus Recruitment
 Companies get the opportunity to choose from and select the best talent in a short
span of time.
 Companies end up saving a lot of time and efforts that go in advertising vacancies,
screening and eventually selecting applicants for employment.
Indirect External Recruitment Methods

1. Advertisements: Advertisements are the most common form of external recruitment. They can be found
in many places (local and national newspapers, notice boards, recruitment fairs) and should include some
important information relating to the job (job title, pay package, location, job description, how to apply-
either by CV or application form, etc). Where a business chooses to advertise will depend on the 11 cost of
advertising and the coverage needed i.e. how far away people will consider applying for the job.
2. Third Party Methods

 Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and

processed whenever vacancies occur. Walk-ins provide an excellent public relations
opportunity because well-treated applicants are likely to inform others. On the other
hand, walk-ins show up randomly, and there may be no match with available
openings. This is particularly true for jobs requiring specialized skills.

 Public and private employment agencies: Public and private employment agencies
are established to match job openings with listings of job applicants. These agencies
also classify and screen applicants. Most agencies administer work-sample tests, such
as typing exams, to applicants.

 E-Recruiting: There are many methods used for e-recruitment, some of the important
methods are as follows:

a. Job boards: These are the places where the employers post jobs and search for
candidates. One of the disadvantages is, it is generic in nature.
b. Employer web sites: These sites can be of the company owned sites, or a site
developed by various employers.
c. Professional websites: These are for specific professions, skills and not general
in nature.

 Gate Hiring and Contractors: The concept of gate hiring is to select people who
approach on their own for employment in the organization. This happens mostly in the
case of unskilled and semi-skilled workers. Gate hiring is quite useful and convenient
method at the initial stage of the organization when large number of such people may be
required by the organization.

METHODS OF RECRUITMENT
Recruitment sources tell us about the places where human resources may be procured. But
recruitment methods or techniques deal with the question of how to tap these sources, i.e., what
are the ways to procure required candidates from the given sources.
For this there are three methods may be used:

1. DIRECT METHOD

2. INDIRECT METHOD

3. THIRD PARTY

DIRECT METHOD:

1. CAMPUS RECRUITMENT

2. INTERNSHIPS

3. WALK-IN-INTERVIEW 12

4. TELERECRUITING
5. HEADHUNTING

INDIRECT METHOD:

It involves dissemination of recruitment through public media i.e., newspapers, and

magazines and T.V. and radio.

RECRUITMENT THROUGH THIRD PARTY:

Here the job of recruitment may be handed over to third parties such as

1. Employment agencies

2. Management consultants or professional search firms known as head hunters.

3. Professional associations.

4. Placement officers of educational and technical institutes.

2.2 SELECTION

Introduction: The size of the labour market, the image of the company, the place of posting, the nature of
job, the compensation package and a host of other factors influence the manner of aspirants are likely to
respond to the recruiting efforts of the company. Through the process of recruitment, the company tries to
locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting,
thus, provides a pool of applicants for selection.

Definition: To select means to choose. 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.

Purpose: The purpose of selection is to pick up the most suitable candidate who would meet the
requirements of the job in an organization best, to find out which job applicant will be successful, if hired.
To meet this goal, the company obtains and assesses information about the applicants in terms of age,
qualifications, skills, experience, etc. the needs of the job are matched with the profile of candidates.

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

STEPS IN SELECTION PROCESS

Reception: A company is known by the people it’s employs. In order to attract people with
talents, skills and experience a company has to create a favourable impression on the 13
applicants’ right from the stage of reception. Whoever meets the applicant initially
should be tactful and able to extend help in a friendly and courteous way. Employment
 possibilities must be presented honestly and clearly. If no jobs are available at that point of
time, the applicant may be asked to call back the personnel department after some time.

[Link] Interview: A preliminary interview is generally planned by large organizations to cut the cost
of selection by allowing only eligible candidates to go through the further stages in selection. A junior
executive from the Personnel Department may elicit responses from the applicants on important items
determining the suitability of an applicant for a job such as age, education, experience, pay expectations,
aptitude, location, choice etc. this ‘courtesy interview’ as it is often called helps the department screen out
obvious misfits. If the department finds the candidate suitable, a prescribed application form is given to the
applicants to fill and submit.

Application Blank: Application blank or form is one of the most common methods used to collect
information on the various aspects of the applicants’ academic, social, demographic, work related
background and references. It is a brief history sheet of employee’s background.

Usefulness of Application Blank or Form

Application blank is highly useful selection tool, in that way it serves three important purposes:
1. It introduces the candidate to the company in a formal way.
2. It helps the company to have a cross-comparison of the applicants; the company can
screen and reject candidates if they fail to meet the eligibility criteria at this stage itself.
3. It can serve as a basis to initiate a dialogue in the interview.

[Link] Testing

Selection tests or the employment tests are conducted to assess intelligence, abilities, and
personality trait. A test is a standardized, objective measure of a person’s behavior, performance
or attitude. It is standardized because the way the tests is carried out, the environment in which
the test is administered and the way the individual scores are calculated- are uniformly applied. It
is objective in that it tries to measure individual differences in a scientific way giving very little
room for individual bias and interpretation. Some of them are

1. Intelligence Tests: These are mental ability tests. They measure the incumbent’s learning
ability and the ability to understand instructions and make judgements. The basic objective of
such test is to pick up employees who are alert and quick at learning things so that they can
be offered adequate training to improve their skills for the benefit of the organization.

2. Aptitude Test: Aptitude test measure an individual’s potential to learn certain skills- clerical,
mechanical, mathematical, etc. These tests indicate whether or not an individual has the
capabilities to learn a given job quickly and efficiently. In order to recruit efficient office
staff, aptitude tests are necessary
3. Personality Test: The definition of personality, methods of measuring personality factors
and the relationship between personality factors and actual job criteria has been the subject of
much discussion. Researchers have also questioned whether applicants answer all the items
truthfully or whether they try to respond in a socially desirable manner. Regardless of these
objections, many people still consider personality as an important component of job success.

4. Simulation Tests: Simulation exercise is a test which duplicate many of the activities and
problems an employee faces while at work.

5. Graphology Test: Graphology involves using a trained evaluator to examine the lines, loops,
14
hooks, stokes, curves and flourishes in a person’s handwriting to assess the person’s
personality and emotional make-up.
 6. Polygraph (Lie-Detector) tests: the polygraph records physical changes in the body as the tests
subject answers a series of questions. It records fluctuations in respiration, blood pressure and
perspiration on a moving roll of graph paper. The polygraph operator forms a judgement as to whether
the subject’s response was truthful or deceptive by examining the biological movement recorded on
the paper.

TEST AS SELECTION TOOL:

Tests are useful selection devices in that they uncover qualifications and talents that can’t
be detected otherwise. They can be used to predict how well one would perform if one is hired,
why one behaves the way one does, what situational factors influence employee productivity, etc.
Tests also provide unbiased information that can be put to scientific and statistical analysis.
However, tests suffer from sizeable errors of estimate. Most psychological tests also have
one common weakness, that is, we can’t use scales which have a known zero point and equal
intervals. An intelligence test, for example starts at an arbitrary point, where a person may not be
able to answer question properly. This does not mean that the person is totally lacking in
intelligence. Likewise, a person who is able to answer all the 10 questions correctly cannot be
called twice as intelligent as the one who was able to answer only 5.

SELECTION 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 matches the information obtained about the
candidates through various means to the job requirements and to the information obtained
through his own observations during the interview. Interview gives the recruiter an opportunity
 To size up the candidate personally;
 To ask question that are not covered in the tests;
 To make judgments on candidates’ enthusiasm and intelligence;
 To assess subjective aspects of the candidate – facial expressions, appearance, nervousness and
so forth;
 To give facts to the candidates regarding the company, its policies, etc. and promote
goodwill towards the company.

Types of interviews:

Several types of interviews are commonly used depending on the nature and importance of the position to be
filled within an organization
In a non-directive interview the recruiter asks questions as they come to mind. There is no
specific format to be followed.

In a patterned interview, the employer follows a pre-determined sequence of questions. Here

the interviewee is given a special form containing questions regarding his technical competence,
personality traits, attitudes, motivation, etc.
In a structured or situational interview, there are fixed job-related questions that are presented
to each applicant.

In a panel interview several interviewers question and seek answers from one applicant. The
panel members can ask new and incisive questions based on their expertise and experience and
elicit deeper and more meaningful expertise from candidates.
Interviews can also be designed to create a difficult environment where the applicant’s
confidence level and the ability to stand erect in difficult situations are put to test. These are
15
referred to as the stress interview. This is basically an interview in which the applicant is made
uncomfortable by a series of, often, rude, annoying or embarrassing questions.
 Steps in interview process: Interview is an art. It demands a positive frame of mind on part of
the interviewers. Interviewers must be treated properly so as to leave a good impression about
the company in their minds. HR experts have identified certain steps to be followed while
conducting interviews:

PREPARATION:

 Establishing the objective of the interview

 Receiving the candidate’s application and resume

 Keeping tests score ready, along with interview assessment forms

 Selecting the interview method to be followed

 Choosing the panel of experts who would interview the candidates

 Identifying proper room for environment

1. RECEPTION:

The candidate should be properly received and led into the interview room. Start the interview on
time.

2. INFORMATION EXCHANGE:
 State the purpose of the interview, how the qualifications are going to be matched with
skills needed to handle the job.
 Begin with open-ended questions where the candidate gets enough freedom to express
himself.
Focus on the applicant’s education, training, work experience, etc. Find unexplained gaps in applicants past
work or college record and elicit facts that are not mentioned in the resume

1. EVALUATION:

Evaluation is done on basis of answers and justification given by the applicant in the
interview.

2. PHYSICAL AND MEDICAL EXAMINATION:

After the selection decision and before the job offer is made, the candidate is required to
undergo a physical fitness test. A job offer is often contingent upon the candidate being
declared fit after the physical examination.

[Link] CHECKS:
16
Once the interview and medical examination of the candidate is over, the personnel department
will engage in checking references. Candidates are required to give the names of 2 or 3
references in their application forms. These references may be from the individuals who are
familiar with the candidate’s academic achievements or from the applicant’s previous employer,
who is well versed with the applicant’s job performance and sometimes from the co-workers.

HIRING DECISION:

The line manager has to make the final decision now – whether to select or reject a candidate
after soliciting the required information through different techniques discussed earlier. The line
manager has to take adequate care in taking the final decision because of economic, behavioral
and social implications of the selection decisions. A careless decision of rejecting a candidate
would impair the morale of the people and they suspect the selection procedure and the very
basis of selection in a particular organization.
A true understanding between line managers and personnel managers should be established so as
to facilitate good selection decisions. After taking the final decision, the organization has to
intimate this decision to the successful as well as unsuccessful candidates. The organization
sends the appointment order to the successful candidates either immediately or after sometime
depending upon its time schedule.

17
 CHAPTER 3

ABOUT THE COMPANY

India is estimated to have had around 3.2 million NGOs in 2021, just over one NGO per 1000 Indians, and
many times the number of primary schools and primary health centres in India. NGOs in India have
developed and strengthened by their perseverance in the last few decades; however, only a few of them have
successfully impacted our society significantly, and many are still working hard and uplifting society.
Amidst the ongoing COVID-19 crisis in India, many volunteers across the country are stepping out and
doing the needful for the people who are worst affected such as BPL citizens and downtrodden workers.
AASMAAN Foundation was started in the year 2009, as a group of people who wanted to give something
back to the society in some or the other way. Later in the year 2012 it got registered as a Non-Governmental
Organization.
AASMAAN Foundation is working for the upliftment and betterment of the less-privileged kids. It
works in the field of child's education, health and his rights. Started as a group of 10 friends, today
AASMAAN Foundation has more than 100 volunteers who work hard round the year for the betterment
of the society. Over the years, AASMAAN Foundation has conducted plethora of projects which not only
includes grass-root level projects which are directly related to the kids but also includes fund-raising
events. India is estimated to have had around 3.2 million NGOs in 2021, just over one NGO per 1000
Indians, and many times the number of primary schools and primary health centres in India. NGOs in
India have developed and strengthened by their perseverance in the last few decades; however, only a few
of them have successfully impacted our society significantly, and many are still working hard and
uplifting society. Amidst the ongoing COVID-19 CRISIS In India, many volunteers across the country
are stepping out and doing the needful for the people who are worst affected such as BPL citizens and
downtrodden workers.
About the founder
Mr. Munish Pundir, the founder of Aashman Foundation, had a dream to work unconditionally on
Women's Empowerment, Single Income families, and underprivileged children by constant efforts and
innovative ideas put by to contribute towards healthcare, education, and environmental based livelihood
programs for them. The foundation was started in the year 2009 with a small group of people who just
wanted to help the people in need. Later in 2012, it was registered as a Non-Government Organization
Vision
AASMAAN Foundation works with a vision to create a society where children can prosper to their
complete potential and enjoy equality in its true essence. AASMAAN promotes the culture of kindness
and wants to instil the sense of giving back to the society amongst modern youth.
Mission
The dream of AASHMAN Foundation is to work unconditionally on Women Empowerment, Single
Income families and underprivileged children through relevant healthcare. innovative, education and
environmental based livelihood programs.
Project undertaken by Aashman Foundation 18

Project: Ability Development

 Skills transform lives and drive economies. Without adequate investment in skills,
people languish on the margins of society, technological progress does not translate into economic growth,
and a society is unable to compete in an increasingly knowledge-based global arena. People with poor skills
face a much greater risk of experiencing economic disadvantage, and a higher likelihood of unemployment
and dependency on social benefits. Skills affect people's lives and the well-being of nations also in ways that
go far beyond what can be measured by labour-market earnings and economic growth.
Project: Women Empowerment Centre
To promote or undertake activities for the promotion of, or to provide credit as an instrument of socio-
economic change and development through the provision of financial and social development services for
the upliftment of women. To support women to become independent in spirit, in thought, in action and have
full control over their lives rather than be the victim of the actions of others. This particular project by the
organisation aims to achieve socio-economic empowerment of women through their operational units.
Project: Widow Support
The NGO supports widows by providing them with monthly grocery, medical treatment, and also education
to their children. Apart from this they support them through their project called Socio-Economic
Empowerment of Women. They provide them with rural based skill training to make them self- sufficient
and further aid them to manage credits so that they can safeguard their hard-earned money and multiply their
savings. Upliftment of widows socially and financially is one of their
Primary objectives.
SWOT Analysis for Aashman Foundation
Only NGOs that perform well are likely to survive and grow in the long term. Organisation's that fail to
manage themselves appropriately, struggle to achieve their mission and find it difficult to create real change
are likely to ultimately found themselves cast by the wayside in favour of more efficient ones. Therefore, the
ability to be able to strategically evaluate your organisation's performance is crucial to its long-term
sustainability. The SWOT analysis is a highly effective tool for understanding and decision making for all
businesses including NGOs. SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats.
The tool can be used for business planning, strategic planning, competitor evaluation, marketing, product
development and more. The SWOT analysis template is normally presented as a grid, comprising four
sections, one for each of the SWOT headings: Strengths, Weaknesses, Opportunities, and Threats. An
example SWOT chart including some example information from an NGO is displayed below:

Strenght’s Weaknesses

 High Demand for Services  Lack of community awareness

 One major donor  Under developed board of
Trustees

19
 Opportunities Threats

 Public service contracts soon to  Other more established NGOs

be put out to tender. complete similar work
 Developing links with the business  Limited financial reserves
community

Strengths
This portion of the chart provides the opportunity to list everything that is good about your NGO. As well as
the two example strengths listed above, other common strengths in NGOs are volunteer manpower which
supplies organisations with substantial amount of free labour and huge savings on staff costs. NGOs in many
countries are eligible for tax discounts which could be listed as another strength of your organisation. You
should include any assets that your organisation benefits from in your strength’s quadrant of your SWOT
analysis.
Weaknesses
The weakness section enables you to list all of the deficiencies of your organisation. Everything that causes
you a problem in the management of your NGO should be included here. The most common problem for
most NGOs, especially ones in their first years, is the lack of financial stability in terms of income,
expenditure and reserve levels. Weaknesses normally focus on internal issues that you can work to resolve
but can also include outside weaknesses beyond your control such as a lack of institutional funders working
in your region or country.
Opportunities
These factors tend to focus on outside opportunities such as new grant availability and the development of
local business relations but can just as well be used to evaluate internal opportunities including staff that are
quickly developing and the contacts of a board of trustee’s member. You should try to look towards
emerging developments around your NGO that may provide new options in the near future as well as
opportunities that are immediately available to your organisation. Many people include potential
opportunities that may not be available currently or may never actually come to fruition but it is important to
list them so that your NGO is suitably prepared if they do.
Threats
NGOs and other similar non-profit organisations are particularly vulnerable to financial threats and shocks.
This is because non-profit organisation's often have less secure income streams combined with often just a
few months of financial reserves result in NGOs that can be perilously prone to major economic shifts.
Changes in priorities from a major grant provider or local authority could mean an NGO is suddenly without
its major revenue stream with no backup plan. These are the type of threats that you should use in your
threat’s quadrant, essentially anything that could happen that could jeopardise the success of your NGO.

RECRUITMENT AND SELECTION PROCESS IN AASHMAN FOUNDATION:

Job Analysis Form

Job Specification Form 20

 Interview Schedule

Application Form for

Employment

Interview Assessment Form

SELECTION
[Link]/SHORTLISING
Resumes received from consultants and/or from the advertisements released in
Newspaper/Magazine are screened by HRD Department in consultation with the concerned
department.
2. INTERVIEW CALL
The shortlisted candidates are contacted for interview through an interview call letter/telephone
call/e-mail or through the consultants.
3. INTERVIEW SCHEDULE
Interview schedule is prepared and sent to the concerned Department's HOD, Interview panel
and a copy is kept for HRD Department records.
4. PERSONAL DATA FORM
Any candidate appearing for an interview in the company is required to fill in his/her particulars
in the prescribed "Personal Data Form"
5. CONDUCTING INTERVIEWS
Interviews are conducted by a panel, which includes a staff member from the concerned
department and may include a representative.

6. INTERVIEW ASSESSMENT
Interview assessment Format is filled up by the interview panel immediately after the interview
and all the relevant papers are forwarded to the HRD Department at the earliest.

7. SALARY FIXATION
"Staff comparison statement" and " salary proposal" formats are used for this purpose.

8. OFFER AND APPOINTMENT LETTER

A candidate selected for appointment is issued an offer letter mentioning the expected date of
joining.
 Extension of time to join duties is granted to the candidate purely at Management
discretion.
 A Detailed Appointment letter is issued after the individuals joins and fills the joining report.
 The offer and appointment letters are signed to all new joiners.
21
 CHAPTER 4.

REVIEW OF LITERATURE
Competencies of Directors in Global Firms: Requirements for Recruitment and
Evaluation

Corporate Governance: An International Review, Vol. 8, No. 3, July 2000

Using the competency profiling methodology (Boyatzis, 1982; Spencer & Spencer, 1993) in a
resource-based theoretical framework (Wernerfelt, 1984; Barney, 1991), we provide a model for
the recruitment and selection of board members to lead in global firms. Competency
requirements for board members are described in terms of generic as well as specific
competencies for their roles and responsibilities in a global firm. In addition, the selection
process using assessment center exercises are provided. Finally, we propose structures and
processes for the evaluation of board members to ensure that they continually enhance their 22
competencies in order to manage in a changing, global economy. Such activities include
performance measurements of board effectiveness in terms of competency attainment as well as
 pay-for-competency structures to ensure that boards continually have the necessary competencies
to lead in complex global firms.

Role of Recruiting Source Informativeness and Organizational Perceptions in Decisions to

Apply

International Journal of Selection and Assessment, Vol. 13, No. 4, pp. 235-249, December
2005

Although recruitment researchers often discuss influences on decisions to apply for jobs, few
studies assess actual application behavior. This study of individuals who expressed an interest in
a firefighter job revealed that applying was related to recruiting source informativeness and
organizational familiarity. Source informativeness was not related to self-selection out of the
process after application or performance on the selection process, but was related to perceptions
of familiarity and to applicant demographics. Implications for recruitment are discussed.

CHAPTER-5

ANALYSIS AND INTERPRETATIONS

5.1 Aashman Foundation Recruitment and Selection policies are transparent

5.1.1 Table

Strongly Agree Agree Indifferent Disagree Strongly

Disagree
15 9 0 5 1

23
 Column1

strongly agree agree indifferent disagree strongly disagree

Figure 5.1.1

Interpretation: This shows that most of the employees at Aashman Foundationsays that they
strongly agree with the statement that aashman’s Recruitment and Selection process is
transparent to its employees as 15 strongly agrees and 9 agrees with the statement. Only 5
disagree and 1 strongly disagree with the statement.

5.2 Whenever there is a vacancy the same is intimated through all media’s

5.2.1 Table

Strongly Agree Agree Indifferent Disagree Strongly Disagree

10 9 1 7 3

Column1

Strongly Agree Agree Indifferent Disagree Strongly Disagree

Figure 5.2.1

Interpretation: This shows that most of the employees at Aashman Foundation says that they somewhat
agree with the statement that Aashman uses all the sources of media to intimate to its employees as 10
strongly agrees and 9 agrees with the statement. Only 7 disagree and 3 strongly disagree with the statement

5.3 Aashman’s Recruitment process is fair and unbiased

24

5.3.1 Table
 Strongly Agree Agree Indifferent Disagree Strongly
Disagree
12 7 3 2 6

Column1

Strongly agree Agree Indifferent Disagree Strongly Disagree

Figure 5.3.1

Interpretation: This shows that most of the employees at Aashman Foundation says that they strongly
agree with the statement that Aashman’s Recruitment and Selection process is fair and unbiased as 12
strongly agrees and 7 agrees with the statement. Only 3 disagree and 2 strongly disagree with the statement.
And 3 of the employees says indifferent.

5.4 The recruitment process fulfills all the standards of the company

5.4.1 Table

Strongly Agree Agree Indifferent Disagree Strongly

Disagree

20 5 2 3 0

Column1

Strongly agree Agree Indifferent Disagree Strongly Disagree

Figure 5.4.1 25
 Interpretation: This shows that most of the employees at Aashman Foundation says that they
strongly agree with the statement that Aashman’s Recruitment and Selection process has
fulfilled the standards of the company as 20 strongly agrees and 5 agrees with the statement. Only
3 disagree and 2 says indifferent.

5.5 The experience during recruitment process had a positive impact on your acceptance

5.5.1 Table

Strongly Agree Agree Indifferent Disagree Strongly Disagree

10 14 1 4 1

Column1

Strongly agree Agree Indiffernt Disagree Strongly Disagree

Fi
gure 5.5.1

Interpretation: This shows that most of the employees at Aashman Foundation says that they
strongly agree with the statement that had a positive impact on their acceptance in
regard to the Aashman’s Recruitment and Selection process as 10 strongly agrees and 14 agrees with the
statement. Only 4 disagree and 1 strongly disagree with the statement. And 1 says indifferent.

5.1 The Queries asked during the interview were relevant

5.1.1 Table

Strongly Agree Agree Indifferent Disagree Strongly

Disagree

12 9 2 5 2

26
 Sales

Strongly agree Agree Indifferent Disagree Strongly Disagree

Figure 5.6.1

Interpretation: This shows that most of the employees at Aashman Foundation says that they strongly
agree with the statement that during the interviews at Aashman’s relevant questions are asked to its
employees as 12 strongly agrees and 9 agrees with the statement. Only 5 disagree and 2 strongly
disagree with the statement. And 2 says indifferent.

5.1 Aashman’s strength is its Recruitment and Selection Policy

5.1.1 Table

Strongly Agree Agree Indifferent Disagree Strongly Disagree

18 7 0 3 2

Column1

Strongly Agree Agree Indifferent Disagree Strongly Disagree

Figure 5.7.1

Interpretation: This shows that most of the employees at Aashman Foundation says that they strongly
agree with the statement that Aashman’s Recruitment and Selection process is its strength as 18 strongly
agrees and 7 agrees with the statement. Only 3 disagree and 2 strongly disagree with the statement

5.1 Aashman is really strict in regard to its Recruitment and Selection Policy 27

5.1.1 Table
 Strongly Agree Agree Indifferent Disagree Strongly Disagree

19 8 2 1 0

Column1

Strongly Agree Agree Indifferent Disagree Strongly Disagree

Fig
ure 5.8.1

Interpretation: This shows that most of the employees at Aashman Foundation says that they
strongly agree with the statement that Aashman is really strict toward its Recruitment and Selection
policy as 19 strongly agrees and 8 agrees with the statement. Only 1 disagree and 0 strongly
disagree with the statement. And 2 says indifferent.
5.1 At the time of Induction, the new joiner is told about his duties

4.9.1 Table

Strongly Agree Agree Indifferent Disagree Strongly Disagree

3 20 1 4 2

Column1

Strongly agree Agree Indiffernt Disagree Strongly Disagree

Figure 5.9.1

Interpretation: This shows that most of the employees at Aashaman Foundation says that they
strongly agree with the statement that according to Aashman’s Recruitment and Selection policy
the new joiner is properly told about his/her duties as 3 strongly agrees and 20 agrees with the
statement. Only 4 disagree and 2 strongly disagree with the statement. And 1 says indifferent. 28

5.6 Internal source of recruitments are preferred in Aashman Foundation

 5.6.1 Table

Strongly Agree Agree Indifferent Disagree Strongly

Disagree
6 10 8 5 1

Column1

Strongly Agree Agree Indiffernt Disagree Strongly Disagree

Figure 5.10.1
Interpretation: This shows that most of the employees at Aashman Foundation says that they
strongly agree with the statement that Aashman prefers internal sources of recruitment as 6 strongly
agrees and 10 agrees with the statement. Only 5 disagree and 1 strongly disagree with the
statement. And 8 says indifferent.

5.7 External source of recruitments are preferred in Aashman Foundation

5.7.1 Table

Strongly Agree Agree Indifferent Disagree Strongly

Disagree
5 10 1 7 7

Column1

Strongly agree Agree Indifferent Disagree Strongly Disagree

Figure 5.11.1
Interpretation: This shows that almost same number of the employees at Aashman Foundation
Ltd says that they Aashman prefers external source of recruitment as 5 strongly agrees and 10
29
agrees with the statement. Only 7 disagree and 7 strongly disagree with the statement. And 1 says
its indifferent.
5.12 Changes should be made in the Recruitment and Selection Process

5.12.1 Table

Strongly Agree Agree Indifferent Disagree Strongly Disagree

6 12 3 7 2

Column1

Strongly agree Agree Indiffrent Disagree Strongly Disagree

Figure 5.12.1
Interpretation: This shows that most of the employees at Aashman Foundation says that they
strongly agree with the statement that in Aashman’s Recruitment and Selection process should be
altered as 6 strongly agrees and 12 agrees with the statement. Only 7 disagree and 2 strongly
disagree with the statement. And 3 says indifferent.

5.8 Transparency in company’s policies

5.8.1 Table

Strongly Agree Agree Indifferent Disagree Strongly

Disagree
15 12 2 1 0

Column1

Strongly Agree Agree Indiffernt Disagree Strongly Disagree

Figure 5.13.
Interpretation: This shows that most of the employees at Aashman Foundation says that they strongly
agree with the statement that the company’s policies are transparent to the employees as 15 strongly agrees
and 12 agrees with the statement. Only 1 disagree and 0 strongly disagree with the statement. And 2 says
30
indifferent.
5.9 Communication with your supervisor
 5.9.1 Table

Strongly Agree Agree Indifferent Disagree Strongly

Disagree
10 12 2 3 3

Column1

Strongly Agree Agree Indiffernt Disagree Strongly disagree

Figure 5.14.1

Interpretation: This shows that most of the employees at Aashman Foundation says that they
have a good communication with their supervisors as 10 strongly agrees and 12 agrees with the
statement. Only 3 disagree and 3 strongly disagree with the statement. And 2 says indifferent.

6. Summary, Conclusion, Limitations & Recommendations

6.1 Summary

In this study there were 30 employees of Pico Marketing Ltd who responded to the questionnaire.
The answers provided by them were a positive response on the mode of recruitment. They were
satisfied with the whole step by step process. There was very little negative response and
were very few no opinions given by the respondents over the whole process. So as a fresher they
were satisfied with the process and appreciate the transparency followed by Pico Marketing Ltd
in the recruitment process. It is clear from the above that Pico Marketing Ltd is adopting
transparency and well communicated recruitment process.

6.1 Findings

Aashman Foundation have a lot of strengths in recruiting and selection procedure. Findings
derived from question-answer of sample personnel as primary source and company’s book and
records as secondary source. Answer to some important questions on the subject matters has been
presented below:

 The lack of human resource Department but they have human resources planning.
Although after a certain time activities are not monitor properly.
 They have gone through the policy of recruitment and selection but no HR budget on HR
31
or HR planning.
 Their Job analysis process is not fair. Increment and incentive is depending on their
 mental satisfaction. Their HR planning but any kind of dispute all staffs are responsible
for that. The luck of proper work distribution is the main reason behind that.
 Requisition for employment is not measure accurately. So many qualified people are
recruited but they have a habit of negligence of responsibilities.
 They have informal selection process which is satisfied, but all existing staffs need to
co-ordinate properly by the right hand.
 The exiting procedures are very much time consuming
 Their recruitment and selection transparent.
 They do not keep of finally rejected a resume which is very much important.
 They do not allow any women as Board Member.
 No medical test, no orientation before final placement.

There has been no such weakness in recruiting and selection procedures which mean that they are
selecting right people for their organization. Always remember, educated and experienced
person can give extra ordinary performance all the time. But their evaluation, time to time
correlation and co-operation for betterment are necessary. By a proper process we can get better
but after selection it’s also mandatory to fulfill every expectation of the employees.

6.2 Limitations

As the research is based on a sample, therefore findings may not reveal the factual information
about the research problem, though an utmost care was taken to select the truly representative
sample. Carrying this survey was a great learning experience for me but I faced some problems,
which are listed below:

1. There is small sample size of the study due to organizational constraints.

2. Many of the respondents have not given proper response that makes the data collection vague
to certain extent.
3. The information that is provided by the individual may be biased.
4. Time constraint is the major constraint of the study.
5. Generally, the respondents were busy in their work and were not interested in responding
rightly.
6. Respondents were reluctant to disclose complete and correct information about
themselves and the organization
7. Due to lack of awareness, it is difficult to get proper data from the employees.
8. The most important point that survey was carried through Questionnaire and the
Questions were based on perception.
9. Mainly the employees working were not that much educated to respond to my
questions.

6.3 Conclusion

Materials, People, systems, tools, knowledge, management, equipment, processes, skill and
attitudes all are input for any king of production cycle in an organization. To increase
productivity of any organization they need to develop staffing process properly and consider the
following important ISSUES:

32
Transformation of the demographic makes up of the workforce, including internationalization,
Quality of employee recruitment decision must be ensured, Recruitment and selection processes
are complex and involve human making so that, there should careful monitoring to minimize
subjectivity and ensure fairness, Human is the most dynamic resources for an organization,
getting the best person is a critical task, Recruitment and selection are an integral component of
human resources activities, which include employees training, development, compensation and
employee relation.
To increase productivity, growth and progress, effective and dynamic recruitment and selection
procedures are essential. A qualified person is the beginning of better performance. All
organization needs a strong team to accomplish their goals and objectives. Without proper
recruitment and selection process, it’s too tough to build up dynamic working group and
successive atmosphere for all tasks.

6.1 Recommendations

To improve the present ‘Recruitment and Selection Policy” of Aashman Foundation the
following recommendations have been suggested:

 An ideal and independent HR Department should be functioned

 Lengthy and time consuming should be Revised into their policy
 Every recruitment and selection process should be according to job analysis
 As an interviewer at least one woman is to be added in the interview panel 33
 Manpower planning is to be established
 Recruitment policy should be checked from time to time by experts so that
necessary change can be made in the policy
  Recruitment is to be done exclusively under HRD or a single department.
 Preparation and maintenance of service rule is needed.
 Always quality should be kept up and to be set up with the objective of
recruitment and selection procedures to the company objectives.
 They should avoid relative biasness in terms of recruitment.

BIBLIOGRAPHY

WEBSITES

 [Link]
 [Link]
and-factors-influencing-recruitment/25950
 [Link]
 [Link]
 [Link]
cms_000582.aspx
 [Link]

BOOKS:
 Recruitment and Selection: Theory and Practices by Professor Dipak Kumar Bhattacharyya,
34
Cengage learning.
 Recruitment and Selection: Employee Selection by Gareth Roberts, 2005, CIPD (Chartered
 Institute of Personnel Development) publication - Second Edition.

ARTICLES
 [Link] (Phillip H. Phan)
 [Link] (Francesco Pastore)

7. Appendix

7.1 EMPLOYEE QUESTIONNAIRE

Please show the extent of the information you hold to which you agree with the following
statement, by putting a tick in the respective boxes.

R & S: Recruitment and Selection

Strongly agree (SA), Agree (A), Indifferent (I), Disagree (D), Strongly disagree (SD)

SA A I D SD
Aashman’s Recruitment and Selection policies are
transparent
Whenever there is a vacancy the same is intimated
through all media’s
Aashman’s Recruitment process is fair & unbaised
The Recruitment and Selection fulfill all the standard of the
company
The experience during Recruitment process had a positive
impact on your
acceptance
The queries asked during the interview were relevant
Aashman’s strength is its recruitment & selection policy
35
Aashman’s really strict in regard to its Recruitment and
Selection policy
At the time of induction, the new joiner is told about his
duties
Internal sources of recruitment are preferred in Aashman
Foundation
External sources of recruitment are preferred in Aashman
Changes should be made in Recruitment and Selection
process
Transparency in company’s policies
Communication with your supervisor
Your overall satisfaction with your company

What would the company do to enhance your satisfaction as a company employee?

……………………………………………………………………………………………
……………………………………………………………………………………………
……

Name………………….. Age………………. ..……

Gender………………… Experience ………………

36