A STUDY ON RECRUITMENT AND SELECTION

PROCEDURES AT THE HIND RADIO

SUMMER TRAINING REPORT

2020

Submitted in partial fulfillment of the requirement for the award

Of
BACHELOR OF BUSINESS ADMINISTRATION

SUBMITTED BY
RIYA MITTAL
Roll no. - 01724301718
 

UNDER THE GUIDANCE OF

...............................

SIRIFORT INSTITUTE OF MANAGEMENT STUDIES

Rohini, Sector-25
2018-2021
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 CERTIFICATE

This is to certify that project A STUDY ON RECRUITMENT AND

SELECTION PROCEDURES AT THE HIND RADIO submitted by

RIYA MITTAL (Roll No.-01724301718 ) for the partial fulfilment of the

requirements of BBA (Batch 2018-21) embodies the bonafide work done by

him under my supervision.

………………………….

Signature of the Guide

Place: ____________
Date: _________________

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 DECLARATION

I hereby declare that the project report entitled A STUDY ON

RECRUITMENT AND SELECTION PROCEDURES AT THE HIND

RADIO submitted for the Bachelor of Business Administration is my

original work and the Project Report has not formed the basis for the award

of any degree, diploma, associated, or other similar title.

Date: ______________

Place: DELHI
Signature of student
( RIYA MITTAL )

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 ACKNOWLEDGEMENT

Progress in life, business or any projects comes through taking initiatives & continuing to

progress on new concepts & ideas. The original momentum is not enough to keep you

moving forward. Your progress will grit to halt unless you refill your engine for

inspiration with fuel of fresh ideas with enthusiasm & proper guidance. Accomplishment

requires the effort of many people and this work is no different. I would like to thank all

those who helped me directly or indirectly and whose diligent efforts made this project

possible.

My thanks also go to my mentor ............................... for her valuable suggestions and

direction for the project.

I would like to thank most to ……………………………. whose initiative and guidance

enabled me to conceptualize and construct the project A STUDY ON RECRUITMENT

AND SELECTION PROCEDURES AT THE HIND RADIO It has been great to work

under their guidance.

I also take this opportunity to express my profound gratitude to all those respondents who

made this project successful by cooperating with me.

Last but not the least; I would like to thank my parents and colleagues for their kind

support.

RIYA MITTAL

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 EXECUTIVE SUMMARY

Human resource management is concerned with people element in management. Since

every organization is made up of people, acquiring their services, developing their skills/
motivating to high level of performances and ensuring that they continue to maintain
their commitments to the organization which are essential to achieve organizational
objectives.

This project is meant to know the Human Resource Policies in the organization. The HR
Policies are a tool to achieve employee satisfaction and thus highly motivated employees.
The main objective of various HR Policies is to increase efficiency by increasing
motivation and thus fulfill organizational goals and objectives.

The objective is to provide the reader with a framework of the HR Policy Manual and the
various objectives that the different policies aim to achieve. The main focus was on the
managerial levels of employees in THE HIND RADIO.

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 labour 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 labour
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.

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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 organizational contexts.

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 TABLE OF CONTENTS

1. Title Page

2. Certificate

3. Acknowledgement

4. Table of Contents

5. Chapter Plan

Chapter – I Introduction

Objectives of the Study

Review of Literature

Research Methodology

Limitations of the Study

Chapter – II Profile of the Organization

Chapter – III Analysis and Interpretation of Data

Chapter - IV Conclusion and Recommendation

Bibliography

Annexure

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 CHAPTER- 1
INTRODUCTION

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OBJECTIVES OF THE STUDY

 To understand the internal Recruitment process of The Hind Radio.

 To identify areas where there can be scope for improvement.

 To give suitable recommendations to streamline the hiring process.

 To develop practical knowledge with theoretical aspects.

 To know about the importance of recruitment and selection.

 To find out better process of recruitment.

 To know about the role of recruiter.

REVIEW OF LITERATURE

MEANING OF RECRUITMENT AND SELECTION

Most employers recognize the fact that their staff is their greatest asset, and the right
recruitment and induction processes are vital in ensuring that the new employee becomes
effective in the shortest time. The success of an organization depends on having the right
number of staff, with the right skills and abilities. Organizations may have a dedicated
personnel/human resource function overseeing this process or they may devolve these
responsibilities to line managers and supervisors. Many people may be involved, and all
should be aware of the principles of good practice. Even it is essential to involve others in
the task of recruitment and induction.

“The art of choosing men is not nearly as difficult as the art of enabling those one has
chosen to attain their full worth”.

Recruitment is the process by which organizations locate and attract individuals to fill job
vacancies. Most organizations have a continuing need to recruit new employees to

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replace those who leave or are promoted in order to acquire new skills and promote
organizational growth.

Recruitment follows HR planning and goes hand in hand with selection process by which
organizations evaluate the suitability of candidates. With successful recruiting to create a
sizeable pool of candidates, even the most accurate selection system is of little use.

Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it.
The next step is careful examination of the job and enumeration of skills, abilities and
experience needed to perform the job successfully. Other steps follow:

 Creating an applicant pool using internal or external methods

 Evaluate candidates via selection

 Convince the candidates

 And finally make an offer

Scope: To define the process and flow of activities while recruiting, selecting and
appointing personnel on the permanent rolls of an organization.

Authorization:

[Link]. Authorized Signatory

1 Head- Human Resource

2 Managing Director

Amendments and deviations:

Any amendments to and deviations from this policy can only be authorized by the Head-
Human Resources and the Managing Director.

Exclusions: The policy does not cover the detailed formalities involved after the
candidate joins the organization.

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ACTIVITY FLOW

The organization philosophy should be kept in mind while formulating the Recruitment
procedure.

The HR department would set the Recruitment norms for the organization. However, the
onus of effective implementation and compliance with the process rests with the heads of
the respective functions and departments who are involved in the Recruitment and
Selection Process.

The process is aimed at defining the series of activities that needs to be performed by
different persons involved in the process of recruitment, the checks and control measures
to be adopted and information that has to be captured.

Recruitment and Selection is conducted by:

 HR & Branch Manager

 Functional Head

MANPOWER PLANNING

Manpower planning means different things to different organizations. To some

companies manpower planning means management development to others. It means
estimating manpower needs, while some other may define manpower planning as
organization planning. Although the term, “manpower planning” can be defined, ‘as the
process by which an organization ensures that it has the right number of people and the
right kind of people at the right places, at the time doing things for which they are
economically most useful’.

Manpower Planning Involves: -

Manpower planning is a continuous process. In operational terms it involves the analysis

of the current and future manpower resources terms and requirement to ensure that such
needs and resources are always kept in proper balance, both in terms of quantity.

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Need for Manpower Planning:-

All said and done, it cannot be defined that the quality of manpower can be responsible
for significant difference in the short and long run performance among companies. As
Ralph Besse once said, “There is nothing we can do about performance of past
management or the qualification of today’s management but tomorrow’s management
can be as good as today’s managers care to make it.”

Herber H Mayer has emphasized the importance of human assets and their utilization as
under:

“The efficient utilization of human resources may very well be the most important
determiner of success in the business world in the coming decade. I think that the
companies that prosper in the future will be those that do the best job in fully utilizing
their human resources.”

All organizations are basically human organizations. They need people to carry out the
organizational mission, goals and objectives. Every organization needs to recruit
people .The recruitment policy should, therefore, address itself to the key question; what
are the personnel/human resource requirement of the organization in terms of number,
skills, levels etc to meet present and future needs of production and technical and other
changes planned or anticipated in the next years.

MEANING OF MANPOWER PLANNING

Higher education is a human resource intensive enterprise. It is not surprising, then, that
recruitment and selection of staff should be a very high priority in most if not all units
and divisions of student affairs. Recruitment and Slection should include procedures
directed to analyze the need and purpose of a position, the culture of the institution, and
ultimately to select and hire the person that best fits the position. Recruitment and
Selection Policy should, then, be directed toward the following objectives:

 Hire the right person.

 Conduct a wide and extensive search of the potential position candidates.

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 Recruit staff members who are compatible with the college or university

 Environment and culture.

 Hire individuals by using a model that focuses on student learning and education of
every person.

 Place individuals in positions with responsibilities that will enhance their personal
development.

RECRUITMENT PLANNING

Recruitment planning on the basis of budget

A. The manpower planning process for the year would commence with the
company’s budgeting activity. The respective Functional Heads would submit the
manpower requirements of their respective functions/ departments to the Board of
Directors as part of the annual business plan after detailed discussion with the
head of Human Resource Functions along with detailed notes in support of the
projected numbers assumptions regarding the direct and indirect salary costs for
each position.

B. A copy of the duly approved manpower plan would be forwarded by the HR

department for their further actions during the course of the year. The annual
budget would specify the manpower requirement of the entire organization, at
different levels, in various functions/departments, at different geographical
locations and the timing of the individual requirements. It would also specify the
requirement budget, which is the cost allotted towards the recruitment of the
budgeted staff and the replacement of the existing employees. The manpower plan
would also clearly indicate the exact time at which the incumbent should be on
board in such a way that the Regional HR has adequate notice for the time lapses
involved in sourcing any other activities.

C. The Regional HR’s would undertake the planning activity and necessary
preparations in advance of the anticipated requirements, as monthly and quarterly

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 activities on the basis of the approved budget, estimated separations and
replacements thereof.

D. The vacancies sought to be filled or being filled shall always be within the
approved annual manpower budget and no recruitment process shall be initiated
without the formal concurrence of the Head of the Regional HR under any
circumstances. Head of the Regional HR shall also have the responsibility to
monitor the appointments being considered at any point of time with specific
respect to the duly approved manpower budgets.

Review of Manpower Plans and Additional Manpower

Review of manpower budgets shall take place on a quarterly basis. In the event of any
new position or any deviations to the original plans, details of the positions maybe
forwarded to the VP-HR along with the adequate supporting information. The
recommendations would normally require a formal approval of the Managing Director.
Alternately, VP-HR may record the summary of his discussion with the Managing
Director and the MD’s approval on the recommendations, to signify the final decision
taken regarding the recommendations.

ISSUES IN RECRUITMENT AND SELECTION

 Do not discard applicants who “stopped out” to provide care for a child, or for
maternity leave. 

 Consider the dynamics of the interview- if the candidate being interviewed in an

environment that is representative of the office environment. 

 Understand questions that cannot be asked regarding family, children, pregnancy,

etc. 

 Provide medical insurance that covers the full range of medical needs of women
employees, including reproductive health care. 

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 Provide paid sick-leave policies for employees’ illness and illness of spouse, lifetime
partners, dependent children, and elderly parents. 

 Provide life insurance, disability and pension programs that are Non discriminatory
on the basis of gender. 

 Have clear and vigorously enforced sex, race and sexual orientation discrimination
and sexual harassment policies and include a statement about these policies in the
advertisement of the position. 

Before attempting to diversify a staff and make it more gender equitable, you must tackle
issues such as, “gender stereotyping; discrimination in hiring, pay, and promotions;
family issues; and sexual orientation discrimination. There are five areas critical to this
process:

 Open communication.

 A commitment to creating an inclusive environment.

 Clear preconceived expectations based on gender.

 A neutral supervisor who can observe different styles and facilitate communication
when a conflict arises.

 Training – sexual harassment as well as gender issues training (It is thought that 75-
80% of sexual harassment complaints could be prevented by understanding gender
differences).

RECRUITMENT

Recruiters need to keep abreast of changes in the labour market to ensure that their
recruitment efforts are not wasted or directed at too small a pool of labour. Skill shortages
may occur unexpectedly and recruitment and training processes need to be kept flexible.
It is a good idea for any organization to plan its labour force requirements, matching
available supply against forecast demand. A skills audit of existing staff will increase

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knowledge of the skills the organization has available and those which are lacking, and
thus help pinpoint areas for future development. A human resource plan need not be
highly complicated. A straightforward plan will help organizations to:

 Assess future recruitment needs

 Formulate training programmes

 Develop promotion and career development policies

 Anticipate and, where possible, avoid redundancies

 Develop a flexible workforce to meet changing requirements

 Control staff costs whilst ensuring salaries remain competitive

 Assess future requirements for capital equipment, technology and premises.

Management is responsible for producing the human resource plan, senior management
for supporting it. Implementation is likely to be most effective if it carries the support of
the workforce, normally achieved through consultation with trade union or other
employee representatives.

FACTORS AFFECTING RECRUITMENT

In recruiting new employees management must consider the nature of labor market, what
sort of potential labor are available and how do they look for works.

The factor affecting can be summed up under the following heads:

 Labor Market Boundaries: The knowledge of the boundaries helps management

in estimating the available supply of qualified personnel form, which it might
recruit. A labor market consists of a geographical area in which the forces of
demand and supply interact and thus affect the price of labor.

 Available Skills: Companies must locate the areas where they can find
employees who fit the jobs according to their skills.

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  Economic Condition: Economic conditions also affect recruitment.
Unemployment worker may swamp a new plan located in a depressed labor
market whereas a firm trying to establish it or to expand in an area where a few
qualified workers are out of work has quite a different recruitment problem.

 Attractiveness of the Company: The attractiveness of the company in terms of

higher wages, clean work, better fringe benefits and rapid promotions serves as
influencing factor in recruitment.

Importance of Recruitment

Recruiting people who are wrong for the organization can lead to increased labour
turnover, increased costs for the organization, and lowering of morale in the existing
workforce. Such people are likely to be discontented, unlikely to give of their best, and
end up leaving voluntarily or involuntarily when their unsuitability becomes evident.
They will not offer the flexibility and commitment that many organizations seek.
Managers and supervisors will have to spend extra time on further recruitment exercises,
when what is needed in the first place is a systematic process to assess the role to be
filled, and the type of skills and Most recruitment systems will be simple, with stages that
can be followed as a routine whenever there is a vacancy to be filled, and which can be
monitored and adapted in the light of experience.

This text describes the main features of such systems, and other related issues.

Systems should be:

 Efficient- cost effective in methods and sources

 Effective- producing enough suitable candidates without excess and ensuring the

 Identification of the best fitted for the job and the organization

 Fair- ensuring that right through the process decisions is made on merit.

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PROCESS OF RECRUITMENT

Figure # 1 Recruitment process

Recruitment Process

A vacancy presents an opportunity to consider restructuring, or to reassess the

requirements of the job. This assessment is valid whether it is to fill an existing job or a
new one. Ask questions such as:

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  Has the function changed?

 Have work patterns, new technology or new products altered the job?

 Are there any changes anticipated which will require different, more flexible
skills from the job holder?

Answers to these questions should help to clarify the actual requirements of the job and
how it fits into the rest of the organization or department. Exit interviews, or consultation
with the current job-holder and colleagues may well produce good ideas about useful
changes.

Recruitment begins by specifying the human resource recruitment, initiating activities

and action to identify the possible sources form where they can be met, communicating
the information about the jobs, terms and conditions and prospects they offer, and
enthuse the people who meet the recruitment to respond to the invitation by applying for
jobs. Thereafter the selection process begins. The process is as follows:

Decide on how many people you really need:

If everything is being done to improve performance and still there is a gap between what
the current performance is and the goals set, then the best way is to recruit more people.

Analyzing the job:

Analyzing the job is the process of assembling and studying information relating to all
aspects of a particular post. Analysis is done to find possible details about:

Purpose: Identify the aims and objectives of job and what the employee is expected to
achieve within department and company.

Position: The job title, its position in the hierarchy and for whom it is responsible ought
to be recorded. A sample organization chart may be useful for this purpose.

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Main Duties: A list of key tasks may be written out; standards that need to be reached
and maintained must also be maintained. Methods of recording, assessing and recording
the key tasks must be determined.

The work Environment: Study the physical and social environment in which the work is
out because the work environment influences the quantity and quality of work

Drafting a job description:

After job analysis is done, job description is made. Job description describes the job. The
job description decides upon the exact knowledge, skill and experience needed to do the
job.

Job description must be drafted around these heading:

 Job title

 Responsible to

 Responsible for

 Purpose of job

 Duties

 Responsibility

 Signature and date

Evaluation future needs

For Evaluation future needs manpower is drafting. A manpower plan evolves studying
the make-up of present work force, assessing forthcoming changes and calculating future
workforce, which is required. Manpower planning helps in devising long-term
recruitment plans.

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FINDING SOURCES OF RECRUITMENT:

The human resource requirement can be met from internal or external source:

Internal Sources

These refer to persons already employed in the organization. Promoting persons from
lower levels may fill up vacancies at higher levels. Shortage of manpower in one branch \
factory may be met by transferring surplus staff from another branch \ factory. Promotion
means shifting of an employee to higher post caring greater salary, status and
responsibility. On the other hand transfer refer to the shifting an employee with salary,
status and responsibility. Some time ex-employee of the organization may be re-
employed.

Advantages of Internal Sources:

1. Filling vacancies for higher job by promoting employees from within the
organization helps to motivate and improved the morale of the employees. This
induces loyalty among them.

2. Internal requirement has to minimize labor turnover and absenteeism. People wait
for promotion and the work force is more satisfied.

3. Candidates working in organization do not require induction training. They are

already familiar with organization and with the people working in it.

Disadvantages of Internal Sources:

1. There may be inbreeding, as fresh talent from outside is not obtained. Internal
candidates may not be given a new outlook and fresh ideas to business.

2. Unsuitable candidates may not be promoted to positions of higher responsibility

because the choice is limited.

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 3. The employees may become lethargic if they are sure of time bound promotion.
There may be infighting among those who aspires for promotion within the
organization.

4. Internal recruitment cannot be complete method in itself. The enterprise has to

resort to external recruitment at some stage because all vacancies cannot be filled
from within organization.

External Sources

It refers to recruitment of employees from outside the organization. External sources

provide wide choice of the required number of the employees having the desired
qualification. It also provides the people with new ideas and specialized skills required to
cope with new challenge and to ensure growth of the organization. Internal competitors
have to compete with the outsiders. However, existing employees resent the policy of
filling higher-level vacancies from outsiders. Moreover it is time consuming and
expensive to recruit peoples from outside. Recruitment from the outside may create
frustration among the existing employees that aspires for promotions. There is no
guarantee that the organizations will attract sufficient number of suitable candidates.

Advantages of External Sources:

1. The entry of fresh talent in to the organization is encouraged. New employees

bring new ideas to the organization.

2. External sources provide wider sources of personnel to choose from.

3. Requisite type of personnel having the required qualifications, training and skill
are available from the external sources.

Disadvantages of External Sources:

1. The enterprise can make the best selection since selection is made from among a
large number of applicants.

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 2. There is a greater decoration in employer- employee relationship, resulting in
industrial strikes, unrest, and lockouts.

3. The personnel’s selected from outside may suffer from the danger of adjustment
to the new work environment.

Monitoring effectiveness of recruitment

As with any work activity it is recommended that the recruitment and induction process
be reviewed for its effectiveness. If any stage of the recruitment process failed to produce
the expected result, eg if the advertising method has produced too many candidates, you
may want to examine what happened and why in order to make it more efficient in the
future. Future recruitment exercises may require modifications to the methods used - a
successful recruitment for one job does not automatically mean the same method will be
as successful again. This is particularly true if the labour market changes, with, for
instance, fewer school leavers but more mature workers being available. Recruitment and
induction may be a continuous process in your organization, necessitating more or less
constant monitoring. Monitoring regularly will also ensure equal opportunity policies are
being actively pursued, and that internal candidates are receiving the same consideration
as external candidates.

Application forms

Application forms can help the recruitment process by providing necessary and relevant
information about the applicant and their skills. The design of the form needs to be
realistic and straightforward, appropriate to the level of the job. Using application forms
has the following advantages:

 Comparing like with like is easier. CVs can be time-consuming and may not provide
the information required.

 They provide the basis for an initial sift (filter) and then for the interview.

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 The standard of completion can be a guide to the candidate's suitability, if writing and
presentation skills are essential to the job; however, is aware of possibility of
disability discrimination.

 They provide a record of qualifications, abilities and experience as stated by the

applicant.

Care also needs to be taken over some less positive aspects of application forms:

 There is a temptation to use application forms to try to extract too much information,
eg motives, values and personality characteristics. The form should concentrate on
the experience, knowledge and competencies needed for the job.

 Some people may dislike filling in forms and so be put off applying for the job. Some
very experienced people may find the form inadequate, whilst those with little in the
way of qualifications or experience may be intimidated by large empty spaces on the
form.

 Application forms add another stage, and therefore more time, to the recruitment
process. Some candidates may be lost if they can obtain work elsewhere more
quickly

 Application forms may inadvertently be discriminatory. For instance, to require a

form to be filled out 'in your own handwriting', where written English is not relevant
to the job, may discriminate against those for whom English is not their first
language, or who may not have well-developed literacy skills.

 Any information such as title (marital status), ethnic origin or date of birth requested
for monitoring purposes (eg for compliance with the legal requirements and codes of
practice on race, sex, disability and age discrimination) should be clearly shown to be
for this purpose only, and should be on a separate sheet or tear-off section. Such
information need only be provided on a voluntary basis. Medical information should
also be obtained separately and kept separate from the application form.

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METHODS OF RECRUITMENT

All methods of recruitment can be put into three categories:

(a) Direct method

(b) Indirect method

(c) Third-party method

a) Direct Method:

These include the campus interview and keeping a live register of job seekers.
Usually under this method, information about jobs and profile of persons available for
jobs is exchanged and preliminary screening is done. The short listed candidates are then
subjected to the remainder of the selection process. Some organization maintains live
registers or record of applicants and refers to them as and when the need arises.

b) Indirect Method:

They cover advertising in newspapers, on the radio, in trade and professional journals,
technical journals and brochures.

When qualified and experienced persons are not available through other sources,
advertising in newspapers and professional and technical journals in made. Whereas all
types of advertisements can be made in newspapers and magazines, only particular types
of posts should be advertised in the professional and technical journals.

A well thought-out and planned advertisement for appointments reduces the possibility of
unqualified people applying. If the advertisement is clear and to the point, candidates can
assess their abilities and suitability for the position and only those who possess the
requisite qualifications will apply

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c) Third Party Method:

Various agencies are used for recruitment under these methods. These include
commercial and private employment agencies, state agencies, and placement offices of
schools, colleges and professional associations, recruiting firms, management consulting
firms, indoctrination seminars for college professors, friends and relatives.

Employment Agencies: They are specializing in specific occupation like general office
help, salesman, technical workers, accountants, computer staff, engineers and executives
and suitable persons available for a job. Because of their specialization, they can interpret
the needs of their clients and seek out particular types of persons.

State or Public Employment Agencies: They also knew as Employment or Labor

Exchanges, are the main agencies for public employment. They also provide a wide range
of services, like counseling, assistance in getting jobs, information about the labor
market, labor and wage rates, etc.

Executive Research Agencies: They maintain a complete information records about

employed executives and recommend persons of high caliber for managerial, marketing
and production engineers’ posts. These agencies are looked upon as ‘head hunters’,
‘raiders’, and ‘pirates’.

Trade Unions: The employers to supply whatever additional employees may be needed
often call on Trade Unions. Unions may be asked for recommendations largely as a
matter of courtesy and an evidence of goodwill and cooperation

Professional Societies: They may provide leads and clues in providing promising
candidates for engineering, technical and management positions. Some of these maintain
mail order placement services.

SELECTION

Whatever form the applications take, there may be a need to sift them before moving on
to the interview stage. Such a sift serves to match the applicants as closely as possible to

26
the job and person specification and to produce a shortlist of people to interview. To
avoid any possibility of bias, such sifting should be undertaken by two or more people,
and it should involve the direct line manager/supervisor as well as personnel. The sifting
stage can also help the organization by providing feedback on the advertising process and
the suitability of the application form. It can also identify people who might be useful
elsewhere in the organization. If references or medicals are to be taken up before the
invitation to interview stage, it should be made clear on the application form/information
pack sent to the applicant.

If your organization believes that pre-employment health screening is necessary, you

must make sure it is carried out in a non-discriminatory way:  for instance, do not single
out disabled people for medical assessment. If a report from any individual's doctor is
sought, then permission must be given by the individual, and they have the right to see
the report (Access to Medical Reports Act 1988). The candidates who best match the
specifications may then be invited for interview. The invitation letter should tell
candidates that they should advise the organization in advance if any particular
arrangements need to be made to accommodate them on arrival or during the interview;
for instance, ramp access or lighting levels. The invitation letter should also clearly state
whether the organization will pay the candidate's reasonable travel expenses for the
interview.

A formal definition of selection is as following:

“It is the process of differentiating between applicants in order to identify (and hire) those
with a greater likelihood of success in a job”

Selection process assumes and rightly so, that there are more number of candidate
actually selected candidates are made available through recruitment process.

BARRIERS TO EFFECTIVE SELECTION

The main objectives of selection are to hire people having competence and commitment.
This objective is often defeated because of certain barriers. The impediments, which
check effectiveness of selection, are perception, fairness, validity, reliability and pressure.

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Fairness: Fairness is selection requires that no individual should be discriminated
against on the basis of religion, region, race or gender. But the low numbers of women
and other less-privileged sections of the society in middle and senior management
positions and open discrimination on the basis of age in job advertisements and in the
selection process would suggest that all the efforts to minimize inequity have not been
very effective.

Reliability: A reliable method is one that will produce consistent results when repeated
in similar situations. Like a validated test, a reliable test may fail to predict job
performance with precision.

Pressure: Pressure is brought on the selectors by politicians, bureaucrats, relatives,

friends and peers to select particular candidates. Candidates selected because of
compulsions are obviously not the rights ones. Appointments to public sector
undertakings generally take place under such pressures.

SELECTION PROCESS

The selection procedure is concerned with securing relevant information about an

applicant. This information is secured in a number of steps and stages. The objective of
selection process is to determine whether an applicant needs the qualification for a
specific job and to choose the applicant who is most likely to perform in that job.

The hiring procedures not a single acts but it is essentially a series of methods or steps or
stages by which additional information is secured about the applicant. At each stage, facts
may come to light, which lead to the rejection of the applicant. A procedure may be
considered to a series of successive hurdles or barriers, which an applicant must cross.
These are indented as screens and they are designed to eliminate an unqualified applicant
at any point in this process. That technique is known as the successive hurdle technique.
Not all selection process includes all these hurdles. The complexity of process usually
increases with the level and responsibility of the position to be fulfilled.

A well-organized selection procedure should be designed to select sustainable candidates

for various jobs. Each step in the selection process should help in getting more and more

28
information about the candidate. There is no idle selection procedure appropriate for all
case.

Steps in the selection process:

 Preliminary Screening

 Application Blank

 Employment Tests

 Selection Interview

 Medical or Physical Examination

 Checking Reference

 Final Approval

Preliminary Screening:

This is essentially to check whether the candidate fulfills the minimum qualifications.
The preliminary interview is generally quite brief. Its aim is to eliminate the unsuitable
candidates. The job seekers are received at the reception counter of the company. The
receptionists or other official interviews the candidates to determine whether he is
worthwhile or the candidate to fill up the application blank. Candidates processing the
minimum qualification and having some chances of being selected are given the
prescribed application form known as application blank.

This assessment will be with respect to:

a. The general profile of the candidate.

b. Personality fit of the candidate into the profile.

c. Aptitude/attitude of the candidate.

29
 d. Motives of the person to join the company and whether focus is in the short term
or is a long term player.

e. Basic skill level on our set of requirements, say numerically ability, networking
ability, etc.

f. Establish the annual guaranteed cash compensation of the individual and check
whether the person would fit into the system.

g. Explain the role of Sales manager to the applicant and check the acceptance of the
candidate for the same.

Application Blank:

The candidates are required to give full information about their age, qualification,
experience, family background, aptitude and interests act in the application blank. The
application blank provides a written record about the candidate. The application form
should be designed to obtain all relevant information about the candidates. All
applications received from the candidates are carefully scrutinized. After the scrutiny
more suitable candidates among the applicants are short-listed for written tests and others
are rejected.

Employment Tests:

Candidates are asked to appear for written or other tests. Tests have become popular
screening devices. These tests are based on the assumption that human traits and work
behaviors can be predicted by sampling, however tests are not fully reliable and they also
involve time and money. Test is more useful in identifying and eliminating unsuitable
candidates therefore should be used only as supplements rather than an independent
technique of selection. The main types of tests are:

 Intelligence tests

 Aptitude Test

30
 Interest Test

 Personality Test

Selection Interview:

It involves a face-to-face conversation between the employer and the candidate; the
selector asks a job related and general questions. The way in which a candidate responds
to the question is evaluated. The objectives of the interview are as following:

 To find out the candidate’s overall suitability for the job.

 To cross-check the information obtained through application blank and tests, and

 To give an accurate picture of the job and the company.

General Norms regarding interview Process:

A. Interviews should consider the entire data provided by the candidate either
through the formal CV or otherwise before coming to a conclusion about the
candidate. They may insist on seeing the proof of the claims made by the
candidate regarding qualifications, experience and other achievements. They may,
at their discretion, decide to meet the candidate on more than one occasion or to
refer the candidate to another panel.

B. Ratings on various attributes of the candidates shall be recorded in the interview

evaluation sheet, soon after the interview is over. Along with these numerical
ratings, qualitative observations about the candidate and overall decision
regarding selection or otherwise (including a decision to defer the induction,
referral to another panel, considering for another position) shall be forwarded to
the associated Recruitment Manager/ Head of Regional HR. Individual panel
members have the option of appending their additional remarks/observations. No
selection will be treated as final unless the IES form is filled comprehensively.
Suitably appropriate IES formats may be created for specific positions.

31
 C. Any discrepancies noticed by the panel members regarding the authenticity of the
data provided by the candidate should be specifically and formally recorded on
the IES form and suitably high lightened.

D.  Specific points to be probed during the reference check process, if any, must also
be clearly recorded and high lightened on the IES forms.

Administrative Actions Regarding Interviews

A. Scheduling and the venue of the interviews would be handled by the recruitment
team in consultation with the short listed candidate and the selection panel
members, after taking mutual convenience into account. For field positions,
respective branch/regional heads would undertake this co-ordination.

B. After the final round, if the candidate is selected, the complete set of papers
Personal Data Form, CV, job requisition no., Interview evaluation sheet ,reference
check details, educational details, along with the interviewer’s recommendations
and Reference check form should be forwarded by the recruitment managers to
recruitment head. Fitment of the candidate into a grade and compensation fitment
shall be on the assumption of authenticity of the information provided in the
CV/application form.

An appropriate formal communication shall be sent to the candidate whose

candidature is not being taken forward, or details of the verbal/telephonic
communications provided to the candidate shall be recorded on the candidates
papers, by the recruitment team/associated line managers. In the case of
interviews taking place at the branch/regional levels, similar noting should be
recorded on the individual candidate’s papers. Interview is the most widely used
step in employee selection.

However, interview suffers from several drawbacks:

Firstly, it is a time consuming and expensive device. Secondly, it can test only the
personality of the candidate and not his skill for the job. Thirdly, the interviewer may not

32
be an expert and may fill to extract all relevant information from the candidate. Fourthly,
the personal judgment or bias of the interviewer may make the result of the interviews
inaccurate.

Interview should be properly conducted in a proper physical environment. The interview

room should be free from noise and interruptions. The environment should be confident
and quite. People generally talk freely and frankly when there is privacy and comfort.
Therefore, candidates should be put at ease. The interviewer should pay full attention to
what the candidates have to say.

Medical or Physical Examination:

Candidates who are found suitable after interview are called for physical examination. A
Panel of doctors to insure that they are healthy and physically fit for the job does a
medical check-up of such candidates. A proper medical examination will also ensure that
the candidates selected do not suffer from any serious desirous which may create
problems in future.

Checking Reference:

Generally, every candidate is required to state in the application form, the name and
address of at least two responsible persons who know him. The reference may not give
their frank opinion unless promises made that in all information will be kept strictly
confidential. Moreover the information given by them may be biased in the form of
candidate.

A. Normal, reference checks should be undertaken with at least one reference. A

second reference check will be done if considered necessary. Responsible
officials from the former employers, academic institutes and/or any other eminent
personalities can be considered as appropriate references. Close relatives and
friends cannot be considered as references. Wherever feasible and considered
appropriate, a reference should be made with a senior official of the candidate’s
current employer. In case the candidate is currently un-employed, reference

33
 should be made with the latest employer. The format of reference check is to be
used as a framework for conducting the process.

B. Where the minimum two reference checks are not possible (particularly with the
current employer) or where there is a mixed response from different sources, the
matter may be to the VP-HR for a final decision. Depending on the seniority and
any other considerations about the positions, VP-HR would normally consult the
functional head concerned, before coming to conclusions. Any candidate whose
credentials are doubtful shall not be recruited.

C. In case of recruitment of Management trainees, fresher and life advisors as sales

Managers no reference checks will be required.

Final Approval:

A. When a recruitment Manager is fully satisfied about the selection of the right
candidate and about completion of all the formalities connected with the
appointment of candidate including requisite documentation, satisfactory
reference check reports and medical fitness, he/she would forward the relevant
papers listed below to the head of recruitment.

 Personal Data form

 Employee requisition form duly filled by the regional Head/Branch  Manager

 Interview evaluation sheet filled by the regional head/Branch

manager/interviewer with his/her comments.

 Latest and updated resume of the candidate

 Photocopy of the appointment letter of the last employer or latest salary slip.

 Employment details.

 Two Professional references.

34
  Language Proficiency. 

B. Document check list for every grade is as follows:

 Authorization Release Form.

 Background checks Form.

 Highest Education certificate.

 Highest Education mark sheet.

 1 Month Salary Slip of Current Employer.

 1 Month Salary Slip of Last Employer.

 Relieving Letter of last Employment.

 Proof of Residence.

 2 Passport Size Photograph.

C. Regional HR manager will take the signature of Head-HR on the employee

requisition form and forward the papers to the employee service team for issuance
of the offer letter.

D. Employee services team will issue offer letter, to be signed by the National
Recruitment Manager or Chief Manager-HR, and send the same to the concerned
Branch Manager/ HR Manager.

E. It would be the responsibility of the Branch Manager/HR Manager to ensure that

the accepted copy of the offer letter is forwarded to the employee service team
within a week of receipt of the offer letter. Till this letter is issued, the ‘offer’ has
not taken place in formal sense. A copy of the offer letter shall be duly signed and
returned to the candidate. Candidate would be expected to fulfill various joining
formalities, which are also formally communicated to him/her in the form of a

35
 checklist that is attached to the letter of offer. The Regional HR head shall have
the overall responsibility and accountability to maintain the templates of the offer
letters and also for drafting of suitable non-standard terms to any specific
candidate.

F. The employee service team will follow up Branch Manager/Regional HR

Manager for the joining of the candidate and will collect all relevant documents
from the candidate including the joining report, before issuing the appointment
letter. The employee service team may enlist the help of the Branch Manager to
ensure that all necessary documents within ten days o the person joining. After all
the necessary documents, the employee service team will send the appointment
letter to the new joinee.

G. Once the documentation is complete for the new joinee (including the accepted
appointment letter), people who may have joined before 20th  of the month but
have not been included in the payroll for the month because of delay in receipt of
papers will be given ad-hoc salary advance (up to maximum of 65% of the
prorated salary). This advance will be adjusted once the person gets included in
the subsequent month’s payroll.

H. If the person does not submit the relieving letter from the previous organization,
where required to be submitted as per the table given above, within three months
of joining, the employee service manager can put their salary on hold till such
time as the said documents are received.

No selection procedure is foolproof and the best way judge a person is by observing him
working on the job. Candidate who gives satisfactory during the probationary period are
made permanent.

36
SUCCESSIVE HURDLES IN THE SELECTION PROCESS

P
R S
I E M
A E L
L P E C
I M E D
P H
M P C I
L E F
I L T C
I C I
N O I A
C K N N
A Y O L
A I A E
R M N
T N L G
Y E E
I G O
N I X
O T A T
S N A R
N P I
C T M E
T P A
R E I F
B E R T
E R N E
L S O I
E V A R
A T V O
N I T E
N S A N
I E I N
K L
N W O C
G N E
REJECTIONS

Figure # 2 Selection process

Key tasks of Regional HR Head

Regional HR Head will have the authority and responsibility to administer/implement the
recruitment and selection process as outlined. An illustrative list of the key deliverables
of these incumbents is listed below:

 Ensuring inductions as per quality, numbers, time and cost consideration of the
company in accordance with the approved manpower budget.

37
 Creation of appropriate sourcing mechanism along with tracking the performance
of these mechanisms.

 Creation of quarterly and monthly recruitment plans

 Effective coordination with external parties such as candidates, placement

agencies, consultants, academic/professional institutes and any other including the
custody of the formal agreements , tracking timely payments and adjusted thereto

 Creation of comprehensive and appropriate tools, linkages, documents, templates

and any other mechanisms to ensure smooth execution of the process requirement,
along with timely improvements thereto

 Assistance to user department and line managers including in

interviewing/selection support, scheduling etc.

 Effective internal communication with user departments and line managers

including making the standard recruitment formats and other templates easily
available to such users and notifying the modifications to such formats and
templates.

 Creation and maintenance of qualitative information base regarding candidates,

placement agencies, campuses, institutes, and any other employment-market
information.

 Creation and maintenance of appropriate and high-quality MIS for current and
future needs of the organization, including publication/circulation of appropriate
reports there from to the relevant users within the company.

 Monitoring recruitment costs

 Complete documentation for the entire recruitment and selection process for easy
and quick retrieval in a readily auditable format

38
  Timely and effective communication with all internal and external parties
including the candidates

 Tracking the progress of the selected candidates including resignation, extensions

of probation periods/training period, etc for the purpose of improvement to
recruitment and selection process.

 Effective coordination with the post recruitment arm of the Human Resource
function

 Documentation and creating MIS regarding waiver, deviation, etc and identifying
the key areas for improvement in the formal recruitment and selection process
document.

RESEARCH METHDOOGY

RESEARCH DESIGN:

A research design is the arrangement of conditions for collection and analysis of data in
a manner that aims to combine relevance to the research purpose with economy in
procedure.

EXPLORATORY RESEARCH:

Exploratory research focuses on collecting data using an unstructured format or informal

procedures to capture data and to interpret them. It is often used to classify the problems
or opportunities and it is not intended to provide conclusive information from which a
particular course of action can be determined.

SAMPLING DESIGN:

A sample design is a definite plan for obtaining a sample from a given population.

POPULATION:

39
The employees of The Hind Radio will constitute the entire population. Here the entire
population is considered for my study because the population is limited.

DATA COLLECTION:

Data is recorded measure of phenomena. While deciding about the method of data
collection, the researcher should keep in the mind about two types of data. They are,
Primary Data and Secondary Data.

Primary data

Primary data represent the first hand raw data that have been specifically collected for
the current research problem. Primary data are raw, unprocessed and yet to receive any
type of meaningful interpretation. Sources of primary data tend to be the output of
conducting some type of exploratory, descriptive or casual research.

Secondary data

The secondary data is the historical data previously collected and assembled for some
other research problem. The secondary data can be usually gathered at faster and
economical manner than the primary data. However the data may not fit in the
researchers information need. The secondary data can be obtained from libraries,
websites, published as well as unpublished documents.

DATA COLLECTED:

As all the related data was collected from secondary sources such as newspapers,
journals, company’s official website, magazines etc.

But in order to analyze the effectiveness of the Recruitment and Selection Process, a
questionnaire was made and the questions were asked from the employees.

Primary data:

The primary information has been collected through a questionnaire and telephonic
interviews.

40
Secondary data:

The secondary information has been collected through Company’s Documents,

Newspapers,

journals, etc.

Sample size:

The sample size for the given study is 50.

Period of study

The study period taken for this project is 1.5 months.

Tools Used

The collected data is analyzed on Microsoft Excel by using algebraic tools like
summation and percentage. The pie-charts and graphs will be drawn on the basis of
the responses collected.

Limitation of the Study

 Since the topic is vast, it was not possible to study the entire topic in detail.

 The study of all the functions in limited period was not feasible, yet an effort
has been made to throw light on all the functions.

 The study of The Hind Radio is done; hence the data cannot be generalized for
all the other companies.

 It may be possible that responses of people may not be true. It contains bias
information.

 Respondents were reluctant to talk at times.

41
 CHAPTER- 2
PROFILE OF THE
ORGANISATION

42
The Hind Radio was a propaganda radio service that was started under the leadership of
Netaji Subhas Chandra Bose in Germany in 1942 to encourage Indians to fight for
freedom. Though initially based in Germany, its headquarters were shifted to Singapore,
and later to Rangoon, following the course of the war in Southeast Asia. After Netaji's
departure to Southeast Asia, the German operations were continued by A.C.N. Nambiar,
the head of the Indian Legion in Germany and later ambassador of the Arzi Hukumate
Azad Hind in Germany.

The station broadcast weekly news bulletins in  English,  Hindi,  Tamil,  Bengali, 
Marathi,  Punjabi, Pashto and Urdu, the languages spoken by most potential volunteers
for the Indian Legion in Germany and the Indian National Army in southeast Asia.

Azad Hind Radio aimed to counter the broadcasts of Allied radio stations. On Azad Hind
Radio, Netaji referred to the British Broadcasting Corporation as the Bluff and Bluster
Corporation and the All India Radio as the Anti-Indian Radio

Radio is the technology of signaling and communicating using radio waves. Radio waves

are electromagnetic waves of frequency between 30 hertz (Hz) and 300 gigahertz (GHz).
They are generated by an electronic device called a transmitter connected to
an antenna which radiates the waves, and received by a radio receiver connected to
another antenna. Radio is very widely used in modern technology, in radio
communication, radar, radio navigation, remote control, remote sensing and other
applications.

In radio communication, used in radio and television broadcasting, cell phones, two-

way radios, wireless networking and satellite communication among numerous other
uses, radio waves are used to carry information across space from a transmitter to a
receiver, by modulating the radio signal (impressing an information signal on the radio
wave by varying some aspect of the wave) in the transmitter. In radar, used to locate and
track objects like aircraft, ships, spacecraft and missiles, a beam of radio waves emitted
by a radar transmitter reflects off the target object, and the reflected waves reveal the
object's location. In radio navigation systems such as GPS and VOR, a mobile receiver

43
receives radio signals from navigational radio beacons whose position is known, and by
precisely measuring the arrival time of the radio waves the receiver can calculate its
position on Earth. In wireless radio remote control devices like drones, garage door
openers, and keyless entry systems, radio signals transmitted from a controller device
control the actions of a remote device.

Applications of radio waves which do not involve transmitting the waves significant
distances, such as RF heating used in industrial processes and microwave ovens, and
medical uses such as diathermy and MRI machines, are not usually called radio. The
noun radio is also used to mean a broadcast radio receiver.

Radio waves were first identified and studied by German physicist Heinrich Hertz in
1886. The first practical radio transmitters and receivers were developed around 1895–
1896 by Italian Guglielmo Marconi, and radio began to be used commercially around
1900. To prevent interference between users, the emission of radio waves is regulated by
law, coordinated by an international body called the International Telecommunications
Union (ITU), which allocates frequency bands in the radio spectrum for different uses.

Radio technology

Radio waves are radiated by electric charges undergoing acceleration.[4][5] They are

generated artificially by time varying electric currents, consisting of electrons flowing
back and forth in a metal conductor called an antenna, [6][7] thus accelerating. In
transmission, a transmitter generates an alternating current of radio frequency which is
applied to an antenna. The antenna radiates the power in the current as radio waves.
When the waves strike the antenna of a radio receiver, they push the electrons in the
metal back and forth, inducing a tiny alternating current. The radio receiver connected to
the receiving antenna detects this oscillating current and amplifies it.

As they travel farther from the transmitting antenna, radio waves spread out so
their signal strength (intensity in watts per square meter) decreases, so radio
transmissions can only be received within a limited range of the transmitter, the distance
depending on the transmitter power, antenna radiation pattern, receiver sensitivity, noise

44
level, and presence of obstructions between transmitter and receiver. An omnidirectional
antenna transmits or receives radio waves in all directions, while a directional
antenna or high gain antenna transmits radio waves in a beam in a particular direction, or
receives waves from only one direction.

Radio waves travel through a vacuum at the speed of light, and in air at very close to the
speed of light, so the wavelength of a radio wave, the distance in meters between adjacent
crests of the wave, is inversely proportional to its frequency.

The other types of electromagnetic waves besides radio waves; infrared, visible

light, ultraviolet, X-rays and gamma rays, are also able to carry information and be used
for communication. The wide use of radio waves for telecommunication is mainly due to
their desirable propagation properties stemming from their large wavelength. [7] Radio
waves have the ability to pass through the atmosphere, foliage, and most building
materials, and by diffraction can bend around obstructions, and unlike other
electromagnetic waves they tend to be scattered rather than absorbed by objects larger
than their wavelength.

Radio communication

Radio communication. Information such as sound is converted by a transducer such as

a microphone to an electrical signal, which modulates a radio wave produced by
the transmitter. A receiver intercepts the radio wave and extracts the information-bearing
modulation signal, which is converted back to a human usable form with another
transducer such as a loudspeaker.

45
Comparison of AM and FM modulated radio waves

In radio communication systems, information is carried across space using radio waves.
At the sending end, the information to be sent is converted by some type of transducer to
a time-varying electrical signal called the modulation signal.[7][8] The modulation signal
may be an audio signal representing sound from a microphone, a video
signal representing moving images from a video camera, or a digital signal consisting of
a sequence of bits representing binary data from a computer. The modulation signal is
applied to a radio transmitter. In the transmitter, an electronic oscillator generates
an alternating current oscillating at a radio frequency, called the carrier wave because it
serves to "carry" the information through the air. The information signal is used
to modulate the carrier, varying some aspect of the carrier wave, impressing the
information on the carrier. Different radio systems use different modulation methods:

 AM (amplitude modulation) – in an AM transmitter, the amplitude (strength) of

the radio carrier wave is varied by the modulation signal.

 FM (frequency modulation) – in an FM transmitter, the frequency of the radio

carrier wave is varied by the modulation signal.

 FSK (frequency shift keying) – used in wireless digital devices to transmit digital

signals, the frequency of the carrier wave is shifted periodically between two
frequencies that represent the two binary digits, 0 and 1, to transmit a sequence of
bits.

46
 OFDM (orthogonal frequency division multiplexing) – a family of
complicated digital modulation methods very widely used in high bandwidth
systems such as WiFi networks, cellphones, digital television broadcasting,
and digital audio broadcasting (DAB) to transmit digital data using a minimum
of radio spectrum bandwidth. It has higher spectral efficiency and more resistance
to fading than AM or FM. In OFDM, multiple radio carrier waves closely spaced
in frequency are transmitted within the radio channel, with each carrier modulated
with bits from the incoming bitstream so multiple bits are being sent
simultaneously, in parallel. At the receiver, the carriers are demodulated and the
bits are combined in the proper order into one bitstream.

Many other types of modulation are also used. In some types, a carrier wave is not
transmitted but just one or both modulation sidebands. The modulated carrier
is amplified in the transmitter and applied to a transmitting antenna which radiates the
energy as radio waves. The radio waves carry the information to the receiver location.

At the receiver, the radio wave induces a tiny oscillating voltage in the receiving antenna
which is a weaker replica of the current in the transmitting antenna.[7][8] This voltage is
applied to the radio receiver, which amplifies the weak radio signal so it is stronger,
then demodulates it, extracting the original modulation signal from the modulated carrier
wave. The modulation signal is converted by a transducer back to a human-usable form:
an audio signal is converted to sound waves by a loudspeaker or earphones, a video
signal is converted to images by a display, while a digital signal is applied to a computer
or microprocessor, which interacts with human users.

The radio waves from many transmitters pass through the air simultaneously without
interfering with each other because each transmitter's radio waves oscillate at a different
rate, in other words, each transmitter has a different frequency, measured
in kilohertz (kHz), megahertz (MHz) or gigahertz (GHz). The receiving antenna typically
picks up the radio signals of many transmitters. The receiver uses tuned circuits to select
the radio signal desired out of all the signals picked up by the antenna and reject the
others. A tuned circuit (also called resonant circuit or tank circuit) acts like a resonator,

47
similarly to a tuning fork.[8] It has a natural resonant frequency at which it oscillates. The
resonant frequency of the receiver's tuned circuit is adjusted by the user to the frequency
of the desired radio station; this is called "tuning". The oscillating radio signal from the
desired station causes the tuned circuit to resonate, oscillate in sympathy, and it passes
the signal on to the rest of the receiver. Radio signals at other frequencies are blocked by
the tuned circuit and not passed on.

Bandwidth

Frequency spectrum of a typical modulated AM or FM radio signal. It consists of a

component C at the carrier wave frequency  with the information (modulation) contained
in two narrow bands of frequencies called sidebands (SB) just above and below the
carrier frequency.

A modulated radio wave, carrying an information signal, occupies a range of frequencies.

See diagram. The information (modulation) in a radio signal is usually concentrated in
narrow frequency bands called sidebands (SB) just above and below
the carrier frequency. The width in hertz of the frequency range that the radio signal
occupies, the highest frequency minus the lowest frequency, is called its bandwidth (BW).
For any given signal-to-noise ratio, an amount of bandwidth can carry the same amount
of information (data rate in bits per second) regardless of where in the radio frequency
spectrum it is located, so bandwidth is a measure of information-carrying capacity. The
bandwidth required by a radio transmission depends on the data rate of the information
(modulation signal) being sent, and the spectral efficiency of the modulation method
used; how much data it can transmit in each kilohertz of bandwidth. Different types of

48
information signals carried by radio have different data rates. For example, a television
(video) signal has a greater data rate than an audio signal.

The radio spectrum, the total range of radio frequencies that can be used for
communication in a given area, is a limited resource. Each radio transmission occupies a
portion of the total bandwidth available. Radio bandwidth is regarded as an economic
good which has a monetary cost and is in increasing demand. In some parts of the radio
spectrum the right to use a frequency band or even a single radio channel is bought and
sold for millions of dollars. So there is an incentive to employ technology to minimize the
bandwidth used by radio services.

In recent years there has been a transition from analog to digital radio transmission

technologies. Part of the reason for this is that digital modulation can often transmit more
information (a greater data rate) in a given bandwidth than analog modulation, by
using data compression algorithms, which reduce redundancy in the data to be sent, and
more efficient modulation. Other reasons for the transition is that digital modulation has
greater noise immunity than analog, digital signal processing chips have more power and
flexibility than analog circuits, and a wide variety of types of information can be
transmitted using the same digital modulation.

Because it is a fixed resource which is in demand by an increasing number of users,

the radio spectrum has become increasingly congested in recent decades, and the need to
use it more effectively is driving many additional radio innovations such as trunked radio
systems, spread spectrum (ultra-wideband) transmission, frequency reuse, dynamic
spectrum management, frequency pooling, and cognitive radio.

ITU frequency bands

The ITU arbitrarily divides the radio spectrum into 12 bands, each beginning at a

wavelength which is a power of ten (10n) metres, with corresponding frequency of 3
times a power of ten, and each covering a decade of frequency or wavelength. Each of
these bands has a traditional name:

49
Band Abbreviati Band Abbreviati Frequen
Frequency Wavelength Wavelength
name on name on cy

Extremely
100,000– High 3 –
low ELF 3 – 30 Hz HF 100–10 m
10,000 km frequency 30 MHz
frequency

30 –
Super low 10,000–1,000  Very high
SLF 30 – 300 Hz VHF 300 MH 10–1 m
frequency km frequency
z

300 –
Ultra low 300 – Ultra high
ULF 1,000–100 km UHF 3000 M 100–10 cm
frequency 3000 Hz frequency
Hz

Super
Very low 3 –
VLF 3 – 30 kHz 100–10 km high SHF 10–1 cm
frequency 30 GHz
frequency

Extremely
Low 30 – 30 –
LF 10–1 km high EHF 10–1 mm
frequency 300 kHz 300 GHz
frequency

Tremendo 300 –
Medium 300 –
MF 1000–100 m usly high THF 3000 GH 1–0.1 mm
frequency 3000 kHz
frequency z

It can be seen that the bandwidth, the range of frequencies, contained in each band is not
equal but increases exponentially as the frequency increases; each band contains ten

50
times the bandwidth of the preceding band. The greater bandwidth available has
motivated a continuing trend to exploit higher frequencies throughout radio's history.

Regulation

The airwaves are a resource shared by many users. Two radio transmitters in the same
area that attempt to transmit on the same frequency will interfere with each other, causing
garbled reception, so neither transmission may be received clearly.[9] Interference with
radio transmissions can not only have a large economic cost, it can be life-threatening
(for example, in the case of interference with emergency communications or air traffic
control).

To prevent interference between different users, the emission of radio waves is strictly
regulated by national laws, coordinated by an international body, the International
Telecommunications Union (ITU), which allocates bands in the radio spectrum for
different uses.[9][3] Radio transmitters must be licensed by governments, under a variety of
license classes depending on use, and are restricted to certain frequencies and power
levels. In some classes, such as radio and television broadcasting stations, the transmitter
is given a unique identifier consisting of a string of letters and numbers called a call sign,
which must be used in all transmissions. The radio operator must hold a government
license, such as the general radiotelephone operator license in the US, obtained by taking
a test demonstrating adequate technical and legal knowledge of safe radio operation.

Exceptions to the above rules allow the unlicensed operation by the public of low power
short range transmitters in consumer products such as cell phones, cordless
phones, wireless devices, walkie-talkies, citizens band radios, wireless
microphones, garage door openers, and baby monitors. In the US, these fall under Part
15 of the Federal Communications Commission (FCC) regulations. Many of these
devices use the ISM bands, a series of frequency bands throughout the radio spectrum
reserved for unlicensed use. Although they can be operated without a license, like all
radio equipment these devices generally must be type-approved before sale.

Broadcasting antennas

51
Broadcasting is the one-way transmission of information from a transmitter to receivers
belonging to a public audience. Since the radio waves become weaker with distance,
a broadcasting station can only be received within a limited distance of its transmitter.
Systems which broadcast from satellites can generally be received over an entire country
or continent. Older terrestrial radio and television is paid for by commercial
advertising or governments. In subscription systems like satellite television and satellite
radio the customer pays a monthly fee. In these systems the radio signal is encrypted and
can only be decrypted by the receiver, which is controlled by the company and can be
deactivated if the customer doesn't pay his bill.

Broadcasting uses several parts of the radio spectrum, depending on the type of signals
transmitted and the desired target audience. Longwave and medium wave signals can
give reliable coverage of areas several hundred kilometres across, but have more limited
information carrying capacity and so work best with audio signals (speech and music),
and the sound quality can be degraded by radio noise from natural and artificial sources.
The shortwave bands have greater potential range, but are more subject to interference by
distant stations and varying atmospheric conditions that affect reception.

In the very high frequency band, greater than 30 megahertz, the Earth's atmosphere has
less of an effect on the range of signals, and line-of-sight propagation becomes the
principle mode. These higher frequencies permit the great bandwidth required for
television broadcasting. Since natural and artificial noise sources are less present at these
frequencies, high-quality audio transmission is possible, using frequency modulation.

Radio broadcasting

Radio broadcasting means transmission of audio (sound) to radio receivers belonging to a

public audience. Analog audio is the earliest form of radio broadcast. AM
broadcasting began around 1920. FM broadcasting was introduced in the late 1930s with
improved fidelity. A broadcast radio receiver is called a radio. Most radios can receive
both AM and FM and are called AM/FM receivers.

52
 AM (amplitude modulation) – in AM, the amplitude (strength) of the radio carrier
wave is varied by the audio signal. AM broadcasting, the oldest broadcasting
technology, is allowed in the AM broadcast bands, between 148 and 283 kHz in
the low frequency (LF) band, and between 526 and 1706 kHz in the medium
frequency (MF) band. Because waves in these bands travel as ground
waves following the terrain, AM radio stations can be received beyond the horizon at
hundreds of miles distance, but AM has lower fidelity than FM. Radiated power
(ERP) of AM stations in the US is usually limited to a maximum of 10 kW, although
a few (clear-channel stations) are allowed to transmit at 50 kW. AM stations
broadcast in monaural audio; AM stereo broadcast standards exist in most countries,
but the radio industry has failed to upgrade to them due to lack of demand.

o Shortwave broadcasting – AM broadcasting is also allowed in

the shortwave bands by legacy radio stations. Since radio waves in these bands
can travel intercontinental distances by reflecting off
the ionosphere using skywave or "skip" propagation, shortwave is used by
international stations, broadcasting to other countries.

53
 CHAPTER- 3
ANALYSIS AND
INTERPRETATION OF DATA

54
1. Do you have a clearly stated Recruitment & Selection Policy?

OPTIONS NO. OF RESPONDENTS % OF RESPONDENTS

YES 40 80
NO 3 6
TO SOME EXTENT 7 14

RECRUITMENT POLICY

INTERPRETATION:

Employees were asked about their opinion on the Recruitment and Selection Policy in the
company. Out of 50, 40 responded positively about the clarity of the policy, 3 were
dissatisfied and the rest 7 were satisfied up to some extent. The above chart depicts that
majority of the employees have the opinion that the company is having clear Recruitment
and Selection Policy.

55
2. What is the quality of The Hihd Radio recruitment System?

OPTIONS NO. OF RESPONDENTS % OF RESPONDENTS

QUICK RESPONSE 2 4
QUALITY PEOPLE 25 50
COORDINATION 15 30
UPDATING 8 16
DATABASE

QUALITY OF EXISTING RECRUITMENT SYSTEM

INTERPRETATION:

Employees were asked about the quality of the existing Recruitment System. Out of 50, 2
responded that the company believes in quick response for requirement, 25 responded
that it believes in hiring quality people no matter how long it takes, 15 responded that the
Recruitment System is all about the proper co-ordination among the different teams and 8
responded that it happens as the company maintains and updates the database efficiently.
The above chart depicts that majority of the employees think that the company believes in
hiring quality people.

56
3. What Recruitment sources are used?

OPTIONS NO. OF RESPONDENTS % OF

RESPONDENTS
ADVERTISEMENTS 10 20
REFERRALS 10 20
CONSUTANTS 15 30
PORTALS 5 10
ALL OF THESE 10 20

RECRUITMENT SOURCES

INTERPRETATION:

Employees were asked as to what are the Recruitment Sources from where The Hihd
Radio try to woo people to join them. Out of 50, 10 responded that they take help of
advertisements, 10 responded in favour of referrals, 15 said they take help of consultants,
5 said portals are of great help and 10 responded that The Hihd Radio make use of all of
these. The above chart depicts that, it takes the help of every source be it small or big, but
majorly they approach consultants for headhunting.

57
4. Does The Hihd Radio adopt Internal Recruitment Source i.e. Transfers and
Promotions?

OPTIONS NO. OF RESPONDENTS % OF RESPONDENTS

YES 50 100
NO 0 0

ADOPTION OF INTERNAL RECRUITMENT SOURCE

INTERPRETATION:

Employees were asked if the company adopts internal Recruitment Source, i.e. transfers
and promotions. All the 50 respondents responded in favour of the statement and said,
yes, the company believes in transfers and promotions as a big source to fill up their
vacant positions, provided the person should be worthy of it. Hence, the chart depicts that
all the respondents feel that company believes in availing the talent that is present
internally.

58
5. Which source of Recruitment is better for companies?

OPTIONS NO. OF RESPONDENTS % OF RESPONDENTS

INTERNAL 15 30
EXTERNAL 2 4
DEPENDS 33 66

BETTER SOURCE OF RECRUITMENT

INTERPRETATION:

Employees were asked individually about their opinion as to which source of

Recruitment is better. 15 out of 50 responded that according to them Internal Source of
Recruitment is better, 2 said External, while 33 responded that it depends on the Post
which is to be filled. The above chart depicts that majority of the respondents opine that
the source of Recruitment should be decided according to the job in question.

59
6. Rank the qualities in order of your preference on the basis of which you select
candidates

OPTIONS NO. OF % OF RESPONDENTS

RESPONDENTS
QUALIFICATION 5 10
EXPERIENCE 20 40
SKILLS 10 20
PERSONALITY 5 10
DEPENDS ON JOB 10 20

PREFERENTIAL QUALITIES TO GET RECRUITED

INTERPRETATION:

Employees were asked about their preferences, which they would have considered if they
had given the opportunity to select the candidates. Out of 50, 5 said qualification, 20 said
experience, 10 said skills, and 5 said personality and the rest 10 responded that it would
depend on the job. Hence, the above chart depicts that different people have different
preferences but the majority goes with the experience which one has gained over a period
of time, being in job.

60
7. Does The Hihd Radio ask the candidates to enter into BONDS with them?

OPTIONS NO. OF RESPONDENTS % OF RESPONDENTS

YES 0 0
NO 50 100

TO ENTER INTO BONDS

INTERPRETATION:

Employees were asked whether The Hihd Radio pressurize them to enter into bonds with
the company or not. All the 50 responded that company does not indulge in these kinds of
protocol which can make the employees uncomfortable about their career. The above
chart depicts the same, that all of them agree on the point that the company do not believe
in bonds.

61
8. Is the estimation of Recruitment Process cost is done?

OPTIONS NO. OF RESPONDENTS % OF RESPONDENTS

YES 40 80
NO 0 0
NEUTRAL 10 20
ESTIMATION OF RECRUITMENTS PROCESS COST

INTERPRETATION:

Employees were asked if the company estimates the Recruitment Process Cost. Out of
50, 40 responded that the company does estimate the process cost, 10 were neutral on this
question but none said ‘NO’. The above chart depicts that majority of them agrees with
the point that the company estimate the Recruitment Process Cost.

62
9. Which internal or external source of recruitment is followed by the

company?

[Link] OPTIONS IN NUMBER IN PERCENTAGE

1 Employment exchange 0 -
2 Campus interview 6 30%
3 Advertisement 10 50%
4 Promotion 2 10%
5 Training 2 10%

INTERPRETATION

 30% of the employees said that recruitment is made through campus interview
 50% of the employees said that recruitment is made through advertisement.
 10% of the employees said that recruitment is made through promotion.
 10% of the employees said that recruitment is made through training.

63
10. Recruitment is made according to ……………………….

[Link] OPTIONS IN NUMBER IN PERCENTAGE

1 Immediate need 11 55%
2 Yearly wise 2 10%
3 Both 5 25%
4 Any other 2 10%

INTERPRETATION

 55% of the employees said that recruitment is made according to immediate need.
 10% of the employees said that recruitment is made according to Yearly wise
need.
 25% of the employees said that recruitment is made according to both the needs.
 10% of the employees said that recruitment is made according to any other need.

64
 CHAPTER- 4
CONCLUSION AND
RECOMMENDATION

65
 CONCLUSION

 The study has confirmed that the company is having a clearly stated Recruitment
system.

 The study states that the company believes in hiring quality people.

 The company relies majorly on the consultants for headhunting.

 The study shows that all the employees are fully satisfied as it believes in Internal
Source of Recruitment, i.e. transfers and promotions.

 The study shows that, according to the employees, the better source of
Recruitment is dependent on the post which is to be filled.

 The employees give more importance to the experience to get selected.

 The study shows that the company does not ask anyone to enter into Bonds with
them.

 The study shows that the company estimates the Recruitment Process Cost.

66
 RECOMMENDATIONS

1. Manpower power planning for each unit is prepared in consulting with their
respective head officers and finally the corporate officer.

2. Manpower planning is done for 2 years and 2 years preparation of manpower

planning results in ;

a. Accurate data

b. Inflated and deflated requirements are met.

c. Revision of data can be done time and again to maintain accuracy.

3. Manpower planning being done very systematically and manpower budgeting is

raised as per the requirements.

4. Managers are still asking upon manpower budgeting which is a clear indictor that all
actions are checked, revised and all is kept under control.

5. Surplus executives are identified in many disciplines like quality control, human
resource, finance etc.

6. Job specification and job description are well defined to all employees and they know
what is expected of them. Everything is properly documented and gives in black
and white.

7. There is a relaxation for departmental candidates. They need not get first class or 60%
marks or aggregate. They need not to pay application. Fees but they just have to
clear the final interview. This is a good method for employees which motivate
them.

67
 BIBLIOGRAPHY

A. Books:

1. Kothari C.R, Research methodology: Methods & Techniques, 3rd edition, 2017,
New Age International Pvt. Ltd, New Delhi.

2. Rao V.S.P, Human Resource Management Text & Cases, 2nd Edition, 2016, Excel
Books, New Delhi

3. Greer [Link], Strategic Human Resource Development, 2 nd Edition, 2016,

Prentice Hall, New Delhi.

MAGAZINES AND BROACHERS

· Annexure from The Hind Radio

· Manuals, reports from the Hind Radio

B. Websites:

1[Link]
option=com_content&view=article&id=2&Itemid=7

2. [Link]

3. [Link]
industry-emerging- as-a-global-market-leader/774

4. [Link]

5. [Link]

6. [Link]

68
7. [Link]

ANNEXURE

[Link] you have a clearly stated Recruitment & Selection Policy?

        Yes

        No

        To some extent

2)  What is the quality of The Hind Radio Recruitment System?

        Quick Response time for requirement

        Bringing in Quality People

        Proper coordination with other team or department

        Efficient Maintenance & Updating of Database

3) What Recruitment Sources are used?

        Advertisement

        Employee Referral

        Consultant

        Portals

        All of these

4) Does The Hind Radio adopt Internal Recruitment Source i.e. Transfer

&Promotion?

69
         Yes

        No

If Yes then for which type of post……….

5) Which Source of Recruitment is better for company?

         Internal Source

        External Source

        Depends on the Situation and Post

6) Rank the Qualities in the order of your preference on the basis of which you select the
candidates?

        Qualification

        Experience

        Skills

        Personality

        Depends on the Job Variety

7) Does The Hind Radio ask candidates to enter into Bonds with them?

        Yes

        No

8) Is the estimation of Recruitment Process Cost is done?

        Yes

        No

70
9. Do you think your salary is according to your qualifications & experience & Seniority?

 Yes
 No
 Can’t say

10. Do you think that JOB ROTATION & JOB SHIFTING makes you happy?

 Yes
 No
 Can’t say

71