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THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT NEW DELHI

INTERNSHIP REPORT

ON
RECRUITMENT & SELECTION PRACTICES AT WHIRLPOOL

Submitted by:

TUSHAR DAHIYA
ID No. D0911SSIIPM10516G(DEL-7/DA-1390)

Acknowledgement
I wish to express my heartfelt appreciation to many have contributed to this project, both explicitly and implicitly. This is my privilege to express my deep felt gratitude to Mr. R.K.Tandan G.M. for providing me the opportunity to undertake my summer training project at HR department of WHIRLPOOL PVT LTD. I want to express special thank to Mr. Sachin Sharma (HRD) for their guidance.

I owe a deep intellectual debt to the numerous people who, through their varied contributions, have greatly improved my understanding of various issues related to my projects I am thankful to the members of the WHIRLPOOL PVT LTD. for sharing their insight sand experiences with me.

MANOJ

PREFACE
This project is the result of my training in HR Department of WHIRPOOL P.V.T. Ltd, in Faridabad. Summer training is an integral part of BBA course and aims at providing a first hand exercise of the industry to the students. This practical experience helps the students to view the real business world closely, which in turn widely influences their conceptions and perceptions. I was really fortunate to get an opportunity to my summer training in a reputed, well established, fast growing and professionally managed organization. This project was assigned to collect information about the HR information in the organization. I had personally getting the information. It gave me a great deal of exposure and I found the practical work totally different from theoretical work.

MANOJ

INDEX

Sr. No. 1 2. 3. 4 5 6

Particular COMPANY PROFILE REVIEW OF LITERATURE RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION CONCLUSIONS & RECOMMENDATION ANNEXURE. BIBLIOGRAPHY QUESTIONAIRE

EXECUTIVE SUMMARY

Recruitment is not a magical process of having people sign up, but is one of the most critical aspects of operating your program. Recruitment should be a strategic process that connects candidates who need what you have to offer and who possess the skills and aptitude to accomplish your goal and objectives. The recruitment and selection unit is dedicated to recruiting and selecting qualified candidates for appointment. This process includes administering all testing phases from the written examination up until applicants are appointed. The recruitment and selection process should ensure fairness and consistency throughout the entire process. It should be administered in such a way that only those applicants who meet various job related standards are offered positions of appointment. The recruitment and selection units should actively recruit and participate in event that will foster a diverse applicant pool. Recruiting from a pool of targeted leads can decrease member attrition. The objective of my study was to understand the recruitment and selection practices. In this report, I have tried to include all the issues related to recruitment and selection process which I could gather after reading various articles on Human Resource.

Company Profile
Before the liberalization of the Indian economy, only a few companies like Kelvinator, Godrej, Allwyn, and Voltas were the major players in the consumer durables market, Accounting for no less than 90% of the market. Then, after the liberalization, foreign players like LG, Sony, Samsung, Whirlpool, Daewoo, and Aiwa came into the picture. Today, these players control the major share of the consumer durables market. Consumer durables market is expected to grow at 10-15% in 2007-2008. It is growing very fast because of rise in living standards, easy access to consumer finance, and wide range of choice, as many foreign players are entering in the market.With the increase in income levels, easy availability of finance, increase in consumer awareness, and introduction of new models, the demand for consumer durables has increased significantly. Products like washing machines, air conditioners, microwave ovens, color televisions (CTVs) are no longer considered luxury items. However, there are still very few players in categories like vacuum cleaners, and dishwashers

Consumer durables sector is characterized by the emergence of MNCs, exchange offers, discounts, and intense competition. The market share of MNCs in consumer durables sector is 65%. MNC's major target is the growing middle class of India. MNCs offer superior technology to the Consumers where as the Indian companies compete on the basis of firm grasp of the local market, their well-acknowledged brands, and hold over wide distribution network. However, the penetration level of the consumer durables is still low in India.

Home Appliance Companies in India

There are many Home Appliance companies in India like Videocon, Voltas, Godrej, Bluesta, Kenstar etc. Apart from them there are various international companies also that deal in domestic appliances. Some of these home appliances manufacturers are Samsung, LG, IFB, Whirlpool, and Kenmore etc. With the arrival of

international brands in Indian market, the competition among rival companies have become stiff, which results in further improvement in qualities and depreciation in prices of most of the home Appliances in India. Since, a majority of products are electrically operated; the focus is on such household appliances that are efficient in power consumption.

MAJOR COMPANIES Whirlpool LG Samsung Godrej Hitachi Panasonic

Industry growth

SWOT- Industry Scope 1. In term of purchasing power parity (ppp), India is the 4th largest economy in the world and overtake Japan in the near future become the 3rd largest.

2. Indian consumer durable market is expected to reach $400 billion by on2010 3. India has the youngest population amongst the major countries. There are lots of people in the different income categories nearly the two third Population is below the age of 35 and nearly 50% is below 25.

4. There are 56 million people in middle class, who are earning us$4,400-US$ 21,800 a year. and there are 6 million rich household in India. 5. The upper-middle and high-income household in urban areas are expected to grew to 38.2 million in 2007 as against 14.6 million in 2000 Opportunity 1. In India the penetration level of white goods is lower as compared to other developing countries. 2. Unexploited rural market. 3. Rapid urbanization. 4. Increase in income level, i.e. increase in purchasing power of consumers. 5. Easy availability of finance. Weaknesses & Threats

1. Higher import duties on row materials. 2. Cheap imports from Singapore, China and from other Asian countries.

LITERATURE REVIEW
In today's very competitive marketplace WHIRLPOOL has a strategy that insures a consistent approach to offering your product or service in a way that will outsell the competition is critical. However, in concert with defining the marketing strategy one must also have a well defined methodology for the day-to-day process of implementing it. It is of little value to have a strategy if you lack either the resources or the expertise to implement it. There are two major components of marketing strategy: How the enterprise will address the competitive marketplace How will it implement and support day-to-day operations. In the process of creating a marketing strategy whirlpool considers all the relevant factors. Each strategy must address some unique considerations; it is not reasonable to identify every important factor at a generic level. However, many are common to all marketing strategies.

REVIEW OF LITERATURE
RECRUITMENT AND SELECTION

Recruitment is the process by which hiring departments develop a viable applicant pool from which hiring and promotion decisions are made. But prior to recruitment, position description is necessary while selection includes all the activities, from the initial screening interview to physical examination if required, that exist for the purpose of making effective selection decisions. POSITION DESCRIPTION A complete, accurate and current position description is the foundation for planning and conducting the recruitment effort. It should be Non discriminatory- One should never express a preference for certain age, race or national origin. In very rare case sex can constitute a bonafide occupational qualification. Valid- This means they are inherently job related and predict successful performance of the job. Defensible- This means they are recognized as legitimate in the field attached to the position. Objective and Measurable- It should be as objective and measurable as possible. The more subjective qualification the greater the need to predetermine how it will be qualitatively assessed.

RECRUITMENT
Recruitment refers to the process of sourcing, screening, and selecting people for a job or vacancy within an organization. Though individuals can undertake individual components of the recruitment process, mid and large size organizations generally retain professional recruiters. The recruitment process in India is designed in such a way that each candidate gets the desired profile according to its own choice. Place the candidate from the right profile, the best job recruitment agencies, the solution is the end of most Indian job recruitment agencies. The job recruitment agencies in India involves identifying those posts, preparing the job description and person specification, advertising, management of the response, the prequalification process, organizing meetings, conducting interviews, making decisions, the appointment and action. This means that a lot of time and resources must be invested before the right candidate is selected. Most recruitment agencies in India follow three stages in the recruitment process, which are essentially short list of application, preliminary assessment and final interview and selection. The recruiting India process may include a written test to judge the particular skills of a candidate. In this case, the test must be carefully prepared, not to deviate from the subject. Much can be found on the candidate's resume. A good presentation of his resume is in an organized way and refined talk a lot on the individual. His mentality and attitude can be judged according to his resume. Then the interview, which is an important and crucial part of the recruitment process. The person who takes the interview of the candidate must be well prepared in advance. Concerns such as the location of the interview, the timing, structure of the question of strategy, the style of taking the interview must be decided in advance, so that nothing is excluded, and all subjects properly treated. In addition, there are a number of things that must be taken into consideration in the recruitment process. Until the final decision about a certain candidate is taken, it is important to keep in regular contact with the candidate. The decision-making process should not take too long to prevent candidates from taking any other occasion. An applicant must be informed once the decision is made. He or she must say the entire process of his appointment clearly

with the details of all documents to be submitted. A record should be kept of the candidate file for future reference. The recruitment process must be strong and justified and shall withstand external scrutiny. Only a good job recruitment agency with a good understanding of the area and the process can execute the same success. In India, most of the recruitment agencies to understand the needs of clients and candidates and they work in a planned way to recruit people. GUIDING PRINCIPLES OF RECRUITMENT Appropriate and effective recruitment strategies vary with each position. The length and scope of the recruitment should be relevant to the position. In setting the timeline for your recruitment, consider the wording carefully--there are consequences to your choice. If you specify a recruitment deadline, you may not consider any applications received after that date. If you indicate the position will remain open until filled, you must consider any applications received until an offer has been extended and accepted. If you indicate "applications received by a certain date will be assured full consideration," you can decide whether or not to review applications received after the specified date. When using this wording, it is critical to establish a meaningful date. Recruitment activities should include good faith efforts to solicit a diverse applicant pool and affirm that race, sex, age, disability or veteran status will not be used to discriminate. If the position is in a job group that is underutilized, by women or ethnic minorities, additional targeted recruitment efforts should be undertaken. All advertisements and position announcements should be consistent with each other, reflect the qualifications identified in the position description. Prior to recruiting for a position, ensure that you know what institutional policies and procedures apply. Contact your HR Generalist before beginning recruitment. If you wish to waive recruitment for faculty and unclassified positions, consult with the appropriate HR Director or designee.

RECRUITMENT STRATEGIES AND RESOURCES HR Persons will assist search committees and hiring departments in developing recruitment strategies for each vacancy. General guidelines for specific types of positions are listed below. Tenure-track Faculty Scope of Search: National or regional Recruitment Resources: Discipline-specific journals, list-serves, professional associations Personal contacts with colleagues, alma maters, and alumni associations Position announcement mailings to doctoral-degree granting universities Chronicle of Higher Education Recommended Recruitment Period: At least 3 weeks after appearance of first advertisement; at least 1 full week after publication of last advertisement Unclassified staff, Director level and above Unclassified (below Director Level) and Classified Staff Scope of Search: Regional (for technical or paraprofessional positions) or local Recruitment Resources: Position announcement mailings to state employment offices, local vocational and community colleges. Recommended Recruitment Period Unclassified: At least 2 weeks after appearance of first advertisement; at least 1 full week after publication of last advertisement Classified: Contact your HR Generalist for state requirements POSITION ANNOUNCEMENTS Purpose of the Position Announcements:

Provides applicants, hiring departments and search committees with a general idea of the nature of the position, the terms and conditions of appointment, salary range, reportage, and required application materials and application deadline. Serves as a convenient mailer or flyer to advertise the position by direct mail. General Guidelines for Developing Position Announcements: Use the recommended format, which is either printed on companys own letterhead. Limit the announcement to one page, using the reverse side of the page, if necessary. Provide enough information to give applicants adequate understanding about the nature of the position. Identify required and preferred qualifications so that you solicit qualified applicants and stimulate interest in the position. Provide notification of the company's EO/AA policy, and identify contacts for requesting reasonable accommodation. Provide a contact name, address and phone number. Explain application requirements.

THE RECRUITMENT INDUSTRY The recruitment industry has four main types of agencies. Their recruiters aim to channel candidates into the hiring organizations application process. As a general rule, the agencies are paid by the companies, not the candidates. The industries practice of information asymmetry and recruiters' varying capabilities in assessing candidate quality produces the negative economic impacts. Traditional recruitment agency Also known as an employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agencys books. Recruitment Consultants then endeavor to match their pool of candidates to their clients' open positions. Suitable candidates are with potential employers. Remuneration for the agency's services usually takes one of two forms:

A contingency fee paid by the company when a recommended candidate accepts a job with the client company (typically 20%-30% of the candidates starting salary), which usually has some form of guarantee, should the candidate fail to perform and is terminated within a set period of time. An advance payment that serves as a retainer, also paid by the company. In some states it may still be legal for an employment agency to charge the candidate instead of the company, but in most states that practice is now illegal, due to past unfair and deceptive practices. Online recruitment websites Such sites have two main features: job boards and a rsum/Curriculum Vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a rsum to be included in searches by member companies. Fees are charged for job postings and access to search resumes. In recent times the recruitment website has evolved to encompass end to end recruitment. Websites capture candidate details and then pool then in client accessed candidate management interfaces (also online).Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry sectors, who want to e-enable entirely or partly their recruitment process in order to improve business performance. The online software provided by those who specialize in online recruitment helps organizations attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online, but they will not attract the "passive" candidates who might respond favorably to an opportunity that is presented to them through other means. Also, some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards, for fear that their current companies, co-workers, customers or others might see their resumes. Headhunters Headhunters are third-party recruiters often retained when normal recruitment efforts have failed. Headhunters are generally more aggressive than in-house recruiters. They may use advanced sales techniques, such as initially posing as clients to gather employee contacts, as

well as visiting candidate offices. They may also purchase expensive lists of names and job titles, but more often will generate their own lists. They may prepare a candidate for the interview, help negotiate the salary, and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidates annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles, or to find very specialized individuals. While in-house recruiters tend to attract candidates for specific jobs, headhunters will both attract candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists, and cold call. In-house recruitment Larger employers tend to undertake their own in-house recruitment, using their Human Resources department. In addition to coordinating with the agencies mentioned above, inhouse recruiters may advertise job vacancies on their own websites, coordinate employee referral schemes, and/or focus on campus graduate recruitment. Alternatively a large employer may choose to outsource all or some of their recruitment process (Recruitment process outsourcing).

THE RECRUITMENT PROCESS


These are the main recruiting stages. Sourcing Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and 2) recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods. This initial research for so-called passive prospects, also called same-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened.

Screening & selection


Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through resumes, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or employment testing. In some countries, employers are legally mandated to provide equal opportunity in hiring. Onboarding A well-planned introduction helps new employees become fully operational quickly and is often integrated with the recruitment process. PITFALLS OF RECRUITMENT Candidates can sometimes be subject to undue pressure to accept a job or position by an overly zealous recruiter or personnel person.

SELECTION
This is the process of choosing individuals who have relevant qualifications to fill vacant positions. The process begins when a hiring department identifies the need to fill a position, and ends when a person is hired to meet that need. What happens in the middle of the process includes job analysis, position description development, recruitment, testing, and screening, corresponding with applicants, Credentials verification, background investigations,

interviewing, reference checking, physical examinations, and the offer. Discriminatory hiring practices could result in significant costs for the Company. Individuals acting on behalf of the organization who fail to follow nondiscrimination policies may face personal liability. Poorly designed or executed selection processes will generally fail to identify the right person for the job, result in missed opportunities or delays in accomplishing the mission of the organization, and lead to discrimination claims. Impolite or incompetent interviewers, unnecessarily long waits, and lack of follow-up may cause unfavorable impressions of the Company. THE COST OF SELECTION The cost of selecting performers who are inadequate performers or who leave the organization before contributing to profits is a major cost of doing business. The cost incurred in hiring and training any new employee is expensive sometimes in the thousands of dollars. In 1983, the average cost per hire for exempt employees was more than $4600; nearly $4700 if there was relocation. These cost incurred by the organization suggest that hiring is very expensive activity and that any efforts the organization can make toward minimizing turnover and hiring costs can pay dividends. Thus proper selection of personnel is obviously an area where effectiveness (choosing competent workers who perform well in their position) can result in large savings. GUIDING PRINCIPLES OF SELECTION The selection process exposes the organization or company to liability. Seeking training from HR for anyone who participates in the process before beginning. Provide reasonable accommodation in the application process to persons with disabilities. Use a nondiscriminatory, valid, and consistently applied selection criteria/process. Use of a rating guide is recommended. This is a form used to rate applications for a position based on

the required and preferred qualification as defined in the position description. Rating guides simplify the paper screening process, ensure that applications are being evaluated against the same criteria, and provide documentation which will be used to defend any challenged outcome. Once it is determined that an individual does not meet the established minimum qualifications, she must be eliminated from further consideration. If you are unclear whether or not an applicant possesses the minimum qualifications, it is appropriate to conduct a verification phone interview. You may also ask applicants to include a cover letter detailing how they meet the established qualifications as part of the application process. Be able to justify every selection/nonselection decision with appropriate documentation (e.g., the position description, applications/resumes, rating guides, selection criteria, interview questions, and reference checks). This documentation should be forwarded to HR Generalist after the search is completed. Avoid prohibited pre-employment inquiries and interview contaminants. Conduct reference checks as part of the selection process. Remember that every applicant is a potential complainant. PROHIBITED PRE-EMPLOYMENT INQUIRIES Laws governing interviewing and selection are not intended to restrict an employer's ability to choose the most qualified person. They are intended to ensure that employers use criteria that are job-related and nondiscriminatory. Hiring departments and search committees should use the appropriate guidelines to identify appropriate pre-employment inquiries. Any questions regarding the appropriateness of specific inquiries should be directed to the EO/Compliance Specialist. TIPS FOR INTERVIEW PROCESS Minimize Stereotypes Provide interviewers with a job description and specifics on job requirements. In the absence of specific information individuals may be more likely to make stereotypical judgments about a candidate Job Related Construct interview questions that are job related. Not having job related interview questions will lower the validity of the interview process.

Train Interviewers Improve the interpersonal skills of the interviewer and the interviewers ability to make decisions without influence from non-job related information. Interviewers should be trained to: Avoid asking questions unrelated to the job Avoid making quick decisions about an applicant Avoid stereotyping applicants Avoid giving too much weight to a few characteristics Try to put the applicant at ease during the interview Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS FEELINGS -- frequently carry more clout than fact. If you like a candidate, you may attach attributes to her that don't actually exist. MISSING DATA -- especially if the candidate isn't encouraged to fill in the gaps. NEGATIVE BENT -- the tendency to focus on information which will automatically disqualify a candidate, causing you to overlook his/hers strengths in the process SNAP JUDGMENTS can devastate the interview process -- remember that you gather information during the interview and evaluate it afterwards. IMPROPER QUESTIONS -- loaded, confusing, irrelevant or antagonistic INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you carefully document the interview, valuable material will slip through the cracks; avoid recording inappropriate information (i.e., anything not related to the job) or statements based on your own inferences. STEREOTYPING -- a major problem. Focusing on the job rather than personal traits can offset a tendency to categorize candidates. THE HALO EFFECT -- a tendency to generalize one outstanding feature of a candidate as representative of success in any endeavor, no matter how unrelated MIND SET -- your background, attitudes, motives, values, aspirations and biases

CHEMISTRY or rapport between two people can contaminate the interview -- the basis of your personal reaction to a candidate must always be evaluated in terms of the position requirements REFERENCE CHECKS Nearly 80% of what is needed o be known about candidates can be learned through good investigative techniques. Although privacy legislation has had an impact on the reliability of reference checks, they remain a viable means of verifying applicant information. Appropriate checks are also necessary to defend against charges of negligent hiring. Keep the following guidelines in mind: Obtain permission from candidates. Inform candidates that reference checks and validation of credentials will be part of the selection process. A candidate may have valid reasons for setting some limits, and these limitations should be respected. The bottom line is that the candidate must allow some access to people familiar with their work, or withdraw their candidacy. If access is significantly candidate-controlled, she/he must understand that less restricted checks will be made before any offer is extended. Intentionally choose whom to contact. Consider the following guidelines: Call the references identified by the candidate. Seek permission to call persons who should know the candidate (e.g., current department chair, departmental head, supervisor, vice president, colleagues, etc.). Complete enough calls for a full picture of the candidate to emerge. Apply the following guidelines for determining what inquiries to make: All information considered in the selection process must be related to job performance. Request the same information regarding all applicants. Avoid asking references prohibited pre-employment inquiries.

Focus on gaining information about the knowledge, abilities, skills and work behaviors identified as being important to the position.

Address significant gaps or missing elements in the candidate's application materials. Avoid being put off by scattered "negative" comments from references. Look for patterns of strength and limitations, and for indications of fit between the person and the position.

Not every comment should be given equal weight. Attempt to evaluate the reference's perspective, how credible they may be, and how recently or how well they know the candidate.

CORRESPONDING WITH APPLICANTS All contact with applicants is important. A professionally conducted search process predisposes qualified candidates to consider a company as a potential employer. The nature and timeliness of correspondence contributes to the applicant's perception that a particular company is a quality organization. Typically, a recruitment and selection process will present the following opportunities to correspond with applicants: Acknowledgement of application materials. An acknowledgement letter confirms that the hiring department has received all or part of the required application materials, identifies any missing materials which must be provided to ensure consideration, and indicates the expected timeline for the selection process. Notification that application materials were received too late for consideration. Informing persons that they will not be considered for the position is not only a courtesy. It also serves as evidence that the applicant was not part of the applicant pool from which selection decisions were made should the ultimate hiring decision be challenged. Notification of a change in the timeline for selection. In order to keep good candidates interested in the position, it is advisable to keep applicants informed should a change in the selection timeline be necessary. Notification that an applicant is no longer being considered. As a courtesy to applicants, particularly those for high level or particularly competitive positions, hiring departments

are advised to notify applicants when the screening process has eliminated them from consideration. This may occur after any round of screening or interviewing. Confirmation of campus interview arrangements. This correspondence should be preceded by telephone conversations with the candidate, and should include information about the Company, the community, individuals with whom the candidate will meet, itinerary, travel and lodging arrangements, and other information which helps the candidate prepare for the campus visit. Appreciation for interview and rejection. Individuals who have been invited to campus for an interview but are not offered the position should receive such a letter as a professional courtesy. Letter of offer. Once a hiring decision has been made and discussed either in person or by telephone with the finalist, it should be confirmed in writing. The individual should confirm his or her acceptance in writing. Hiring departments should contact their HR Generalist for assistance in writing these letters. Guidelines Depending on the type of position, a hiring department may decide to use a search committee to manage the recruitment and selection process. The committee's role will vary with the department, school, or administrative unit and type of position. The following guidelines should be considered when using a search committee: The decision to establish a search committee rests with the individual who has authority to make a final offer for a position. The search committee should be comprised of individuals who have some knowledge of the position to be filled, are committed to equal employment opportunity, and have the capacity for balanced judgment and discretion. Whenever possible, committees should represent diverse backgrounds and perspectives. Generally, the ideal size of a committee is relative to the position. For some positions, a committee of 3 is adequate. For positions at or above the manager level, committees of 5-7

are more appropriate. Committees for positions at the Executive level may be significantly larger. A search committee chair should be appointed. Chairs should be selected for their ability to provide leadership to the committee, a demonstrated understanding of the recruitment and selection process, and their commitment to ensure a legally defensible process. The committee should receive a formal charge, which establishes the scope of its responsibilities. At a minimum, the charge should indicate whether or not the committee is responsible for conducting interviews, and whether its recommendations to the hiring official shall be in ranked or unranked order. Typically, a Companys search committee responsibilities include all or some of the following: Helping develop the position announcement, including the identification of minimum and preferred qualifications, timeline and recruitment plan Completing recruitment and selection activities for classified and unclassified staff positions Placing advertisements or conducting personal outreach Developing the selection procedure, including rating guides receiving applications, corresponding with applicants, sending applicant information forms, and maintaining the applicant record Screening applications, conducting reference checks, determining a long or short list of finalists Maintaining required search documentation Coordinating campus visits for interviews and/or conducting interviews Making recommendations to the hiring official Appointing one of the members, or using departmental staff, to act as search committee secretary

PRACTICAL CONSIDERATIONS Disagreements about the outcome of a selection procedure often arise because the process for reviewing applicant materials was not agreed upon prior to the beginning of the process. Committee members, including the committee secretary, should discuss and agree upon the following practical considerations: When will review begin? Unless an inordinate number of applications are expected, it is recommended that the review process begin after the date, which was advertised. Will initial review of applications for minimum qualifications be done by the committee chair, secretary, or all committee members? Will committee members review every application, or will applications be divided into groups that are initially reviewed by only part of the committee? Will the committee use a rating form? A rating guide is highly recommended, because it can be used to defend against EEO challenges to the selection decision. In designing the rating guide, the committee must decide whether they will use numerical scoring (and whether it will be weighted or unweighted), qualitative scoring (for example, poor, average, strong), or a combination of the two. Has the committee developed a plan for corresponding with applicants, including the language for standard letters? Sample letters are available from your HR Generalist. Has an effective system been planned for filing and retrieving application materials? Where will committee members review the files? Will they need to come to the search committee secretary or chair office? If so, is there adequate space and privacy for the review? Will members be allowed to take copies of the application materials for review elsewhere? If so, has there been adequate precaution taken to ensure confidentiality and security of the materials? Who will need access to online applications/resumes for classified and unclassified positions? Has the committee established reasonable timelines for completing its review? Search committees who have questions about these, or other practical considerations, can contact their HR Generalist and advice.

OBJECTIVES OF RECRUITMENT AND SELECTION


1. Hire the right person 2. Conduct a wide and extensive search of the potential positive candidates 3. Recruit staff members who are compatible with the organizations environment or culture 4. Hire individuals by using a model that focuses on learning and education of the whole person 5. Place individuals in positions with responsibilities that will enhance their personal development

RECRUITMENT AND SELECTION POLICY STATEMENT


Every position vacancy will be filled based upon a thorough position analysis regardless of the level of the position or the extent of the search. The diversity goals of the institution, division of affairs, and the unit will be addressed in all recruitment and selection processes. Units may use different processes for recruitment depending upon the circumstances surrounding the need to fill the position, but must take steps to ensure that the values of the profession are applied in all procedures that are used. IT Recruitment and selection committee members should be properly trained to assume the important responsibilities of recruitment and selection. Supervisors should adhere to any institution-wide recruitment and selection programs. This cannot, however, substitute for an understanding of procedures and processes from a student affairs perspective. Recruitment and selection should be planned, implemented, and evaluated to ensure that each potential employee is provided equal opportunities to compete for the position.

RECRUITMENT AND SELECTION GUIDELINES OF WHIRLPOOL


These guidelines are also called WHIRLPOOLRECRUITMENT RULES. OBJECTIVE The main objective of detailing guidelines is that the right type of personnels are recruited, who fulfills the requisite job specifications for Recruitment including the desirable level of qualification, skills/ experiences and competence which is essential for the sustained vitality and growth of the organization APPLICABLITY AND SCOPE The guidelines shall apply to the Managerial/ Executive/ Supervisors category of employees in the pay scale/level, as announced separately in the classification of employees order. Detailed job specifications, required to recruit the person at various Levels/ Grades. RECRUITMENT Recruitment shall be resorted for induction of talent from outside, when suitable Candidates are not available from within the organization or upon a specific demand of the post is such that it has to be filled up from the open market. SOURCES OF RECRUITMENT From within organization through Transfers; Through Employment Exchanges Through Placement agencies/ Consultants Through open Market Advertisements From Engineering /Management / Educational Institutes. Through E-mail sources viz Naukri.com etc. Through Contractors /Suppliers etc. Through referred cases, relatives / friends etc

General All recruitment shall be done exclusively on merit basis only Except experienced personnel maximum age for recruitment shall be 28 years of age & Minimum 18 years. JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL Each person is expected to fulfill the requisite job specifications / as required for the position before his candidature is considered for the post. Age requirement at entry point with 10+2 qualification shall be around 20 years and for Graduate / Post graduate / Professional Qualification shall be between 21 years to 25 years for a fresher. The upper age limit for recruitment of experienced personnel shall normally be not more than 45 years. AGE OF SUPERANNUATION Normally the age of superannuation shall be 60 years for all classes of employees. In order to streamline the recruitment age and to ensure that no person is retiring on his birthday, all employee shall be retiring only on first day of the next month in which he attains the age of superannuation. EXTENSIONS IN SERVICE In case any employee requests for extension of services on attaining the age of superannuation, i.e., 60 years, or management wishes to retain his service in the interest of the organization, subject to medically fitness, the management at its sole discretion, may grant such extension of service for one year at a time, However, a management may also consider reappointment of a retired employee on a contract basis. However such a person shall be entitled to a consolidated amount and contracted facilities/ perquisites only. He shall not be entitled to any other facility/perquisite as applicable to other regular Executives/ Employees of the company of his cadre REQUISITION FOR RECRUITMENT OF PERSONNEL All HODs / Sectional Heads shall raise a requisition in the prescribed format, as per sanctioned manpower and duly approved by competent authority. STANDARD APPLICATION FORM Candidates application screened / short listed are required to fill in the prescribed application form in their own handwriting and submit the same to HR Department along with a passport

size photograph, photocopies of certificate and testimonials etc, in support of their Age, Qualification, Experience conduct etc LETTER OF APPOINTMENT: Every candidate selected and appointed in Executive Cadre shall be issued a letter of appointment as per the Standard Format placed. SERVICE AGREEMENT Experienced personnel recruited in Executive cadre may be required to execute a service agreement to serve the organization at least for a period of two years, after joining the service of the company. ANTECEDENT VERIFICATION Each Candidate should state names along with contact address Telephone number etc of at least 2 persons (not in relation), who can be referred by the employer to verify candidate antecedents etc, in the application form itself, out of which one should be preferably of immediate past employer. SCRUITINY OF APPLIACTION All application received from the candidates, shall initially be screened by HR Department Recruitment section to ensure that candidate fulfills the job specifications and there after send the screened applications to respective HOD / Requisition authority for detailed screening and ensuring that the candidate meet their requirement and return such screened applications back to H R Department for further action to request and fill the vacancy. APPLICATION BLANK FOR EMPLOYMENT All applicants, who have been short listed for an appointment in the Company, shall be required to complete an Application Blank for Employment in his own handwriting.

FLOW CHART FOR RECRUITMENT AND SELECTION IN WHIRLPOOL

Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment (Job Rotation)

Recruitment (CVs screened by HR Department along with Business Head)

Selection Procedures (Initial interview by HR Department/Finalization by Business Head/Executive Committee/CMD)

Joining and Induction

Orientation

Placement

Appraisal

RESEARCH METHODOLOGY

This section includes the research methods, their rationale, validity, reliability, sample size, alternatives and limitations faced during primary research. To know about the various needs of staff and what they want from their job. To discuss what steps do managers to take the motivate their staff and fulfill their needs. To gauge the impact of staff motivation on employee productivity.

Primary Research I have chosen different tools to collect primary data including questionnaire, interviews etc. The main objectives were to collect

OBJECTIVE OF THE STUDY

To explain the constructive under which recruitment process taken place at the Whirlpool. Describe the factor to be considered while evaluating recruiting efforts at Whirlpool. To know the various source and method of recruitment at Whirlpool. To define selection and explain the selection process at the Whirlpool. Explain the value of different type of employment test and interview at Whirlpool.

ANALYSIS AND INTERPRETATION

1.

Does your company follow formal recruitment process?

Yes

No

Can't Say 88%

10%

2%

From the above diagram it is quite clear that employees of Whirlpool(88%) are satisfied by the recruitment and selection procedure followed by the company. However there can be some changes introduced in the procedure which are suggested by the employees to improve the recruitment and selection policy of the company.

2.

When does your company hires new employees?

Immediate Need 22%

Yearly Basis 4%

Both 74%

From the above diagram we can see that there were mix responses from the employees regarding the above mentioned question. 74% said that company is hiring employees annually as well as according to the company needs but 22% of my sample size believes company hires according to the need of the organization and 4% says that Whirlpoolemploys on yearly basis.

3.

Which sources of recruitment your company should follow?

3% 20% 31% Promotion / Transfer Consultancy Campus Placements References Any Other 31% 15%

There are various ways of recruiting candidates in the Whirlpool. Some of the sources used by them are promotion, internal referrals and consultancy firms. From the chart it is clear that employees of Whirlpoolare in favour of Campus placements and promotion and transfers. 20% of employees are in favour of internal references and 15% have suggested using consultancy services. Some have suggested advertising the vacancy in newspapers also.

4.

What criteria do you think should be used for selection process?

2%

0% Written test 38% Personal Interview Written test and Interview

60%

Any Other

Whirlpoolpractices panel interview for selecting a candidate but from the chart it is clear that 60% of employees want written test along with the interview to select a candidate. No employee is in favour of written test only and some have suggested that even physical examination should be included while selecting the candidates along with written test and interview.

5. According to you, 3 rounds of interview in Whirlpoolare essential for an effective recruitment process.

0%

13%

25%

62% 0%

Strongly Agree

Agree

Can't Say

Disagree

Strongly Disagree

Interpretation: 62% (10 in number) of the departments disagree with the statement that 3 rounds are essential. It depends upon the position for which the interview is being conducted.

6.

Were you given same job description as discussed in the Interview?

2%

Yes No

98%

Almost all the employees got the specified jobs offered to them. This implies that the Whirlpoolhave the organized manpower planning and well organized recruitment policy. From the chart it is crystal clear that the candidates get exactly the same job as described. So from Whirlpoolperspective it is a good sign for the overall growth and development. There were some employees around 2% of my sample study who were against the above mentioned point.

7. According to you on what basis candidates should be evaluated for selection?

Family Background 10%

All Three 22%

Academic Qualification 32% Experience 36%

The above diagram clearly depicts that the employees prefer Experience as a criteria to select the candidate. Next they consider academic qualification should be given importance while selecting a candidate. Only 10% are in favor of family background to be used as a selection criteria by the company. 22% of sample size is in favour of all the three factors that are experience, academic qualification and family background.

8.

Do you think physical examination should be included in selection process?

Can't Say 6%

No 24%

Yes 70%

The physical examination discloses the physical characteristics of the individual that are significant from the standpoint of his efficient performance of the job that he may be assigned. Accordingly 70% of employees are in favor of physical examination to be included in the selection procedure because they believe it will ensure higher standard of health and physical fitness of the employees and will reduce the rates of accident, labour turnover and absenteeism. 24% are not in favour of physical examination as they think it is a wasteful expenditure of the company.

9.

Are you satisfied with the overall recruitment & selection process of your company?

40% Satisfied 50% Neutral Dissatisfied

10%

From the above figure, it is quite clear that out of my sample size , 50% are those who are not satisfied with the recruitment and selection policy followed by Whirlpool and have suggested some measures to improve them. 40% were those who were satisfied by the policy and 10% were those who were not able to comment on it.

10.

Which of the following factors mentioned below you think have a beneficial effect upon the ability of Whirlpool to attract and retain good employees?

Salary Package Brand Name Career Growth Good Working Environment 31% . 15%

24%

30%

From the above chart it can be understood that most of the employees are inspired by the career growth and salary package of the Whirlpool. Its clear from the chart that Brand name is also important factor which is a motivating force for the employees of Whirlpool. Only 15% of the employees consider working environment in Whirlpoolto be a motivating factor.

11. According to you, the recruitment department in your organization is efficient enough.

0% 25%

Strongly Agree Agree 50% Can't Say Disagree Strongly Disagree 25%

Interpretation: Half of the departments agree that the recruitment department is efficient enough in hiring the best talent from the pool of large people. It means they are satisfied from the persons recruited in the organization.

12. The salary offered at the time of interview to the candidates is at par with the market rate.

0% 19% 25% Strongly Agree Agree 13% Can't Say Disagree Strongly Disagree

43%

Interpretation: The above graph tells us that around half of the departments are unaware of the salary being offered to the people at the time of joining.

13. You are satisfied with the recruitment process in your organization.

Strongly Disagree 0% Strongly Agree 0%

Disagree 35% Agree 48%

Can't Say 17%

Interpretation: There is a mixed reaction of this question. Around half of the departments dont know anything in this regard. So, no clear picture can be drawn on the basis of this answer.

CONCLUSION

According to my analysis Pantaloon Retail should use Campus placements as a source of recruitment. Company mainly focuses on internal sources which has its own limitations. By focusing

on Campus Placements Company can attract qualified personnel for vacant jobs in the organization. It can facilitate the infusion of fresh blood with new ideas in to the enterprise. This will improve the overall working of the enterprise. For the selection of the candidate for a vacancy company should first conduct written test and on the basis of the result of the test score interview should be scheduled for the selected candidate. According to the analysis company should evaluate the candidates on all the factors (experience, qualification and family background) however greater importance should be given to the experience and then qualification should be considered. Company should include physical examination in the selection process. After the result of this question THE COMPANY HAS DECIDED TO INCLUDE PHYSICAL examination in the selection process and are now getting in touch with various hospitals to enter into a contract with them. Certain changes should be made in Recruitment and Selection process of Whirlpoolsuch as new sources of recruitment should be entertained, written examinations should be included in selection process and physical examination should be considered as a part of Selection Process.

RECOMMENDATIONS
My study of the recruitment and selection processes at Whirlpoolgenerated the following findings:

The recruitment process at Whirlpoolis in line with the recruitment policy of the company. The entire process works exactly as it should according to the policy.

The recruitment process i.e. the activity of generating the pool of perspective employees, is similar for all entry level positions. However the selection process is unique for every position. The recruitment process at Whirlpoolis shown in above flowchart.

The human resources department maintains the blanket count of personal in each department and is responsible for filling up vacant positions in all departments throughout the organization.

The recruitment and selection activity is centralized and is conducted by the human resources department at Whirlpoolhead office.

Different sources of recruitment for every position has been tried and tested over the years at Whirlpooland at present every position has one unique source of recruitment, which is always resorted to.

Walk-ins are always used as a source of recruitment for junior level. Whirlpoolhas earned a good name for itself in the entire country and hence huge pool of candidates is created through this source. However the hiring/applicants ratio is very low. This is because a lot of unsuitable candidates also show up for interview. This leads to wastage of time and effort.

Whirlpoolcan improve its recruitment and selection process with the advices mention below and can increase the sources of recruitment for selecting the right pool of candidates.

Employment Cycle

Possible vacancy identified

Analysis carried out to see if the job has changed or it still needed

Recruitment Phase

Job description drawn up

Person specification drawn up

Advertisement designed and issued

Short listing

Interviews

Selection Phase

Appointment offered

Induction

Employment Phase
Training, development & appraisal

Resignation or retirement

Exit Phase

Not only recruitment and selection phase but also other phases (employment phase and exit phase) of employment cycle can be improved if all phases are properly interlinked with each other, as shown in above figure. At the time of recruitment, when a possible vacancy occurs, it is a good idea to look at the post that is being vacated to see: Are the functions that were being carried out still going to be needed? Is the position changing such that new skills will be needed in the near future? Can the job be combined with another job that may also be undergoing a change? Only after checking all these points, go ahead with other parts of recruitment phase. In case of job description, check the following points: Formal job description Does it fit the pattern?

In case of advertisement designed and issued: Where would you advertise your job in order to attract suitable candidates? How would you word the advertisement?

At the time of selection, first comes short listing and after this interview. In case of interview, check the following points: Structure of interview (one-to-one interview, two-to-one interview, panel interview) Feasibility of interview pattern And after this, last part of selection phase that is appointment offered comes.

APPENDIX

Bibliography
A&M 2012, February, "LG's Fine Push & Pull Strategy". Business Today, April 2012, "Will LG be Lucky Enough to Strike Gold", George Skaria. Johnson & Schools, "Exploring Corporate Strategy", Text and Cases. Prentice Hall of India, 11 th Edition, 2011 Kotler Philip, "Marketing Management", Prentice Hall of India, 2012. Strategic Marketing by Watson and Sons 2012 edition

www.whirlpool.com www.wikipedia.org www.google.com www.lgindia.com www.samsung.com www.godrej.com Business today Whirlpool, LG etc brochures

QUESTIONNAIRE
DEPARTMENT DESIGNATION

1. Does your company follow formal recruitment process ? a) Yes b) No

2. When does your company hires new employees ? a) Immediate need c) Both 3. Which sources of recruitment your company should follow ? a) Promotion / Transfer c) Campus Placements e) Any Other.. 4. What criteria do you think should be used for selection process ? a) Written test c) Written test and Interview 5. According to you, 3 rounds of interview in Whirlpool are essential for an effective recruitment process. a) Strongly agree b) Agree c)Cant say

d) Disagree

e) Strongly disagree

6. Were you given same job description as discussed in the Interview? a) Yes b) No

7. According to you on what basis candidates should be evaluated for selection ? a) Academic Qualification c) Family Background

8. Do you think physical examination should be included in selection process ? a) Yes b) No

9. Are you satisfied with the overall recruitment & selection process of your company ? a) Satisfied b) Neutral c) Dissatisfied 10. Which of the following factors mentioned below you think have beneficial effect upon the ability of Whirlpoolto attract & retain good employees? a) Salary Package c) Career Growth e) Any Other.. 11. According to you, the recruitment department in your organization is efficient enough. a) Strongly agree b) Agree c)Cant say

d) Disagree

e) Strongly disagree

12. The salary offered at the time of interview to the candidates is at par with the market rate. a) Strongly agree b) Agree c) Cant say

d) Disagree

e) Strongly disagree

13. You are satisfied with the recruitment process in your organization. a) Strongly agree b) Agree c) Cant say

d) Disagree

e) Strongly disagree

14. Suggestions (if any, to improve the Recruitment Process) ______________________________________________________ ______________________________________________________ ______________________________________________________ ______________________________________________________

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