CURRENT RECRUITMENT & SELECTION
PRACTICES - HYUNDAI
INDIAN INSTITUTE OF PLANNING & MANAGEMENT,
INTERNATIONAL CAMPUS, SATBARI, CHANDAN HAULA,
CHATTARPUR BHATIMINES ROAD, NEW DELHI - 110074
UNDER THE GUIDANCE OF:
MR. ABINAV TIWARI (EXTERNAL GUIDE)
SUBMITTED BY:
SNEHAL SNEHA
THESIS ID: SS/11-13/H -40/DELHI/IIPM-D(MGU)
BATCH: SS 11-13
ACKNOWLEDGEMENT
It is well-established fact that behind every achievement lays an unfathomable sea of gratitude to those who have extended their support and without whom the project would never have come into existence.
I express my gratitude to IIPM, New Delhi for providing me an opportunity to work on this thesis as a part of the curriculum.
CONTENT
1. EXECUTIVE SUMMARY... 2. INTRODUCTION ...
3. COMPANY PROFILE...20
4. RESEARCH OBJECTIVE AND METHODOLOGY...32
5. LITERATURE REVIEW...33
6. PRIMARY FINDING AND ANALYSIS...64
7. RECOMMENDATION...79
8. CONCLUSION & IMPLICATIONS...80
9. BIBLIOGRAPHY...81
10. COPY OF THE QUESTIONNAIRE...82
EXECUTIVE SUMMARY
Recruitment and Selection is a key activity of HR department in an organization. Recruitment is a process to discover the source of manpower to meet the requirement of staffing and to employ effective measures for attracting manpower in adequate number. Recruitment forms the first stage in the process, which continues with selection and ceases with the placement of the candidate. It is the next step in the procurement function, the first being the manpower planning. Recruitment makes it possible to acquire the number and types of people necessary to ensure the continued operation of the organization. Recruiting is the discovering of potential applicants for actual or anticipated organization vacancies. In other words, it is a linking activity bringing together those with jobs and those seeking jobs.
The title of this research is “Current Recruitment Process –Hyundai”. The main objective of this research work is to study the current Recruitment and Selection process and its use in selecting the right candidates at Hyundai. Researcher has used both primary and secondary data to accomplish all the research objectives. The primary data was collected through questionnaire survey. Personal interviews were conducted with the HR executives of the company. The design of this study is descriptive in nature as it is based on questionnaire survey.
INTRODUCTION
Recruitment refers to the process of screening, and selecting qualified people for a job at an organization or firm, or for a vacancy in a volunteer-based some components of the recruitment process, mid- and large-size organizations and companies often retain professional recruiters or outsource some of the process to recruitment agencies. External recruitment is the process of attracting and selecting employees from outside the organization.
Potential recruits should he subjected to stringent back ground investigations performed by trained investigators who might interview neighbors associates and previous employers. Checks of policies records should he performed, as well as credit and hank account checks to assess the extent and sources of income. Entry requirements would include testing for the specific skills and aptitudes. Human resources management staff in customs could undertake these tacks in house or could turn to recruitment professionals. New recruits should be advised that a career in customs involves rotation to enhance multifunctional and to avoid the development of potentially unsavory relationships with the local trading community. New recruits with no prior experience in customs related work should undergo intense training and testing to prepare those lots their new assignments. If successful, they should undergo a prohibition period before being confirmed as conscious staff. Such probationary periods often last a full year, during which the employee can be terminated for unsatisfactory performance or disciplinary problems without the complex recourse to appeals and administrative tribunals.
Recruitment is the process of identifying that the organization needs to employ someone up to the point at which application forms for the post have arrived at the organization. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. The human resources are the most important assets of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the organization in mind. Recruitment is distinct from Employment and Selection.
Once the required number and kind of human resources are determined, the management has to find the places where the required human resources are/will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term “Recruitment” for employment. These two are not one and the same.
Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These are not the same either. Technically speaking, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted (i.e., recruited).Formal definition of recruitment would give clear cut idea about the function of recruitment.
Recruitment is a ‘linking function’-joining together those with jobs to fill and those seeking jobs. It is a ‘joining process’ in that it tries to bring together job seekers and employer with a view to encourage the former to apply for a job with the latter. In order to attract people for the jobs, the organization must communicate the position in such a way that job seekers respond. To be cost effective, the recruitment process should attract qualified applicants and provide enough information for unqualified persons to self-select themselves out. Thus, the recruitment process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. This research is based on study of current recruitment process of Hyundai.
Traditional Agency:
Also known as a 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 agency’s books. Recruitment consultants then work to match their pool of candidates to their clients' open positions. Suitable candidates are short-listed and put forward for an interview with potential employers on a temporary ("temp") or permanent ("perm") basis.
Compensation to agencies takes several forms, the most popular:
year base salary - though fees as low as 12.5% can be found online), which usually has some form of guarantee (30–90 days standard), should the candidate fail to perform and is terminated within a set period of time (refundable fully or prorated)
An advance payment that serves as a retainer, also paid by the company, non-refundable paid in full depending on outcome and success (eg. 30% up front, 30% in 90 days and the remainder once a search is completed). This form of compensation is generally reserved for high level executive search/headhunters
Hourly Compensation for temporary workers and projects. A pre-negotiated hourly fee, in which the agency is paid and pays the applicant as a consultant for services as a third party. Many contracts allow a consultant to transition to a full-time status upon completion of a certain number of hours with or without a conversion fee.
Headhunters:
A "headhunter" is industry term for a third-party recruiter who seeks out candidates, often when normal recruitment efforts have failed. Headhunters are generally considered more aggressive than in-house recruiters or may have preexisting industry experience and contacts. 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 candidate’s annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles. Headhunters are also used to recruit very specialized individuals; for example, in some fields, such as emerging scientific research areas, there may only be a handful of top-level professionals who are active in the field. In this case, since there are so few qualified candidates, it makes more sense to directly recruit them one-by-one, rather than advertise internationally for candidates. 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, and maintain large databases, purchase company directories or candidate lists, and cold call prospective recruits.
In-House Recruitment:
Larger employers tend to undertake their own in-house recruitment, using their human resources department, front-line hiring managers and recruitment personnel who handle targeted functions and populations. In addition to coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate internal employee referrals, work with external associations, trade groups and/or focus on campus graduate recruitment. While job postings are common, networking is by far the most significant approach when reaching out to fill positions. Alternatively a large employer may choose to outsource all or some of their recruitment process (recruitment process outsourcing).
Passive Candidate Research Firms / Sourcing Firms:
These firms provide competitive passive candidate intelligence to support company's recruiting efforts. Normally they will generate varying degrees of candidate information from those people currently engaged in the position a company is looking to fill. These firms usually charge a per hour fee or by candidate lead. Many times this uncovers names that cannot be found with other methods and will allow internal recruiters the ability to focus their efforts solely on recruiting.
Process: Job Analysis:
The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended requirement of the job to be performed. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search. Oftentimes a company will have job descriptions that represent a historical collection of tasks performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting recruitment with an accurate job analysis and job description insures the recruitment effort starts off on a proper track for success.
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 done in #1. This initial research for so-called passive prospects, also called name-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened.
Screening and selection:
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through résumés, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeric, and literacy, through psychological tests or employment testing. In some countries, employers are legally mandated to provide equal opportunity in hiring. Business management software is used by many recruitment agencies to automate the testing process. Many recruiters and agencies are using an Applicant tracking system to perform many of the filtering tasks, along with software tools for psychometric testing
On boarding:
"On boarding" is a term which describes the introduction or "induction" process. A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment. On boarding is included in the recruitment process for retention purposes. Many companies have on boarding campaigns in hopes to retain top talent that is new to the company, campaigns may last anywhere from 1 week to 6 months.
Internet Recruitment / Websites:
Such sites have two main features: job boards and a résumé/curriculum vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a résumé to be included in searches by member companies. Fees are charged for job postings and access to search resumes. Since the late 1990s, the recruitment website has evolved to encompass end-to-end recruitment. Websites capture candidate details and then pool them 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.
Job search engines:
The emergence of meta-search engines, allow job-seekers to search across multiple websites. Some of these new search engines index and list the advertisements of traditional job boards. These sites tend to aim for providing a "one-stop shop" for job-seekers. However, there are many other job search engines which index pages solely from employers' websites, choosing to bypass traditional job boards entirely. These vertical search engines allow job-seekers to find new positions that may not be advertised on traditional job boards, and online recruitment websites.
Objectives of Recruitment:
Recruitment is an important part of an organization’s human resource planning and their competitive strength. Competent human resources at the right positions in the organization are a vital resource and can be a core competency or a strategic advantage for it. The objective of the recruitment process is to obtain the number and quality of employees that can be selected in order to help the organization to achieve its goals and objectives. With the same objective, recruitment helps to create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool.
Recruitment acts as a link between the employers and the job seekers and ensures the placement of right candidate at the right place at the right time. Using and following the right recruitment
processes can facilitate the selection of the best candidates for the organization.
In this is competitive global world and increasing flexibility in the labour market, recruitment is becoming more and more important in every business. Therefore, recruitment serves as the first step in fulfilling the needs of organizations for a competitive, motivated and flexible human resource that can help achieve its objectives. Here at Naukrihub, they attempt to provide a detailed insight into the concept of recruitments, recruitment process and its sources, recent
trends in recruitment, recruitment strategies and the scenario in the industry along with the
career options for recruiters.
Source of Recruitment:
Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of the recruitment.
Sources of Recruitment
Some Internal Sources of Recruitments are given below:
Transfers: The employees are transferred from one department to another according to
their efficiency and experience.
Promotions: The employees are promoted from one department to another with more
benefits and greater responsibility based on efficiency and experience.
Others are Upgrading and Demotion of present employees according to their performance.
Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures.
The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others.
External sources of recruitment:
Press Advertisements: Advertisements of the vacancy in newspapers and journals are a
widely used source of recruitment. The main advantage of this method is that it has a wide reach.
Educational Institutes: Various management institutes, engineering colleges, medical
Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment.
Placement Agencies: Several private consultancy firms perform recruitment functions on
behalf of client companies by charging a fee. These agencies are particularly suitable for
recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing.
Employment Exchanges: Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates.
Labour Contractors: Manual workers can be recruited through contractors who
maintain close contacts with the sources of such workers. This source is used to recruit labor for construction jobs.
Unsolicited Applicants: Many job seekers visit the office of well-known companies on
their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organization.
Employee Referrals / Recommendations: Many organizations have structured system
where the current employees of the organization can refer their friends and relatives for some position in their organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Recruitment Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union.
Recruitment at Factory Gate: Unskilled workers may be recruited at the factory gate
these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.
Recruiters for schools across the country are making use of both historically successful and newer sources to fill current vacancies for SLPs and to identify potential employees for the future. These sources include:
University programs
Recruitment agencies
National, state, and local speech-language-hearing associations Job fairs
Online links among all rural, urban, and suburban schools in given districts and via special
COMPANY PROFILE
Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor Company (HMC), South Korea and is the largest passenger car exporter and the second largest car manufacturer in India. HMIL presently markets 6 models of passenger cars across segments. The A2 segment includes the Santro, i10 and the i20, the A3 segment includes the Accent and the Verna, the A5 segment includes the Sonata Transform.
HMIL’s fully integrated state-of-the-art manufacturing plant near Chennai boasts of the most advanced production, quality and testing capabilities in the country. To cater to rising demand, HMIL commissioned its second plant in February 2008, which produces an additional 300,000 units per annum, raising HMIL’s total production capacity to 600,000 units per annum.
In continuation with its commitment to providing Indian customers with cutting-edge global technology, HMIL has set up a modern Hyundaiti-million dollar research and development facility in the cyber city of Hyderabad. It aims to become a centre of excellence for automobile engineering and ensure quick turnaround time to changing consumer needs.
As HMC’s global export hub for compact cars, HMIL is the first automotive company in India to achieve the export of 10 lakh cars in just over a decade. HMIL currently exports cars to more than 110 countries across EU, Africa, Middle East, Latin America, Asia and Australia. It has been the number one exporter of passenger car of the country for the sixth year in a row.
To support its growth and expansion plans, HMIL currently has a 325 strong dealer network and 634 strong service points across India, which will see further expansion in 2011.
COMPANY’S HISTORY
The beginning of Hyundai Motor Company dates to April 1946 when founder, Ju-Yung Chung established Hyundai Auto Service in Seoul, South Korea at The age of 31 years. The name Hyundai was chosen for its meaning which in English translates to “modern.” The Hyundai logo is symbolic of The Company's desire to expand. The oval shape represents The
Company's global expansion and The stylized "H" is symbolic of two people (The Company and customer) shaking hands.
Hyundai Motor India Limited was formed in 6 May 1996 by The Hyundai Motor Company of Korea. The first production plant was established in Irrungattukotai near Chennai, India.
HMIL's first car, The Hyundai Santro was launched in 23 September 1998 and was a runaway success. Within a few months of its inception HMIL became The second largest automobile manufacturer and The largest automobile exporter in India.
Hyundai sells several models in India, The most popular being The Santro Xing, i10 and The i20.OTheR models Include Getz Prime, Accent, Verna TRANSFORM, Tucson, and The Sonata Transform.
COMPANY’S VISION
The company’s motto is "Innovation for Customers". The company’s vision is five core strategies: global orientation, respect for human values, customer satisfaction, technology innovation, and cultural creation. They have a desire to create an automobile culture of putting customer first via developing human–centered and environment–friendly technological innovation.
The company’s strive’s to create a more affluent lifestyle for humanity, and contribute to the harmony and co-prosperity with shareholders, customers, employees and other stakeholders in The automobile industry.
The spirit of creative challenge of the company has been a driving force in leading HMIL to where it is today. It is the permanent key factor for HMIL to actively respond to change in the company’s the management system and seek creative and self–innovative system. The spirit of creative challenge, creates profits, The primary objective of a private enterprise. Furthermore, the company’s takes responsibility for the environment and society and provide benefits to all stakeholders including shareholders, customers, executives, employees, suppliers, and communities.
Corporate Philosophy
With the spirit of creative challenge, we will strive to create a more affluent lifestyle for humanity, and contribute to the harmony and co-prosperity with shareholders, customers, employees and other stakeholders in the automobile industry.
The spirit of creative challenge has been a driving force in leading HMC to where it is today. It is the permanent key factor for HMC to actively respond to change in the management system and seek creative and self–innovative system. With the spirit of creative challenge, we create profits, the primary objective of a private enterprise. Furthermore, we take responsibility for the environment and society we belong to, and offer sustainable mobility in order to implement our corporate philosophy and provide benefits to all stakeholders including shareholders, customers, executives, employees, suppliers, and communities. Vision We announced "Innovation for Customers" as our mid–to long–term vision with five core strategies: global orientation, respect for human values, customer satisfaction, technology innovation, and cultural creation. We desire to create an automobile culture of putting customer first via developing human–centered and environment–friendly technological innovation.
Management Policy
Based on a respect for human dignity, we make efforts to meet the expectations of all stakeholders including customers and business partners by building a constructive relationship amongst management, labor, executives and employees. Also, we focus on communicating our corporate values both internally and externally, and gaining confidence from all stakeholders.
Mid-and Long-term Strategies
We developed five mid–and long–term strategies: global management, higher brand values, business innovation, environmental management, and strengthening product competitiveness. Especially, we selected environmental management as one of our strategies to meet the needs of our stakeholders and the society we belong to. We also intend to promote sustainability development and preservation of the environment.
HYUNDAI IN INDIA
The Hyundai Motor India limited (HMIL) was established in 1996 at Irrugattakottam near Chennai, constructed at a total cost of US $ 614 million. The plant has an installed capacity of 2,50,000 cars per annum production and 1,30,000 engine transmission units per annum.
1999 → Accent is launched
→ santro wins business standard motoring “car of the year”
2000 → santro zip drive was launched → santro crosses 1 lakh car sales
2001 → Hyundai launched its 2,00,000th lakh car in 32nd month
→ santro ranked no 1 in JD power Asia pacific “initial quality study”
→ both santro and accent ranked 1st in JD
power Asia Pacific “Best Appeal” 2002 → HMIL launched its 3,00,000th car.
→ HMIL launches Accent crdi
→ HMIL also launched its 3,50,000th car in
the same year
2003 → 4,00,000th car is rolled out
→ HMIL launches its premium SUV, Terracan
→ HMIL launches Santro xing “The Global car”
2004 → launch of getz
→ santro crossed the 1,00,000th mark in
vehicle exports and emerged as the largest exporter
2005 → launch of sonata emberaa
→ sania mirza was selected as the brand ambassador of Getz.
2006 → HMIL rolled out the fastest 10,00,000th
car
→ Santro crosses the million mark
→ plant was enhanced to 6,00,000 production per annum
2007 → Verna was awarded the car of the year-overdrive
→ export of 4,00,000th car
2008 → i10 awarded the car of the year by NDTV Profit, CNBC and overdrive magazine
GLOBAL
EXISTENCE-Hyundai’s milestones –
1947: The Hyundai Group is founded by Chung Ju-yung as a construction company. The company, Hyundai Civil Works Co. is formally established on May 25, 1947.
1967 : Hyundai motor company founded in seoul (south korea) 1968 : licensing agreement signed with ford
1968 : cortina, first car launched
1975 : PONY first Korean car was launched 1986 : sales in U.S.A commences
996 : cu Hyundaiative exports surpass 4 million units, cu Hyundaiative production surpass 10 million units
1998 : Hyundai motors India limited was launched at Chennai with its plant in Irrungattukatoi.
1999 : selected as the official sponsor of 2002 FIFA world cup 2004 : Hyundai ranked as the 2 best compact car in the world 2007: I10 was launched, the much awaited car.
2009: I20 was launched. 2010:i30 was launched 2011:fluid Verna launched
As per consumer report survey- U.S.A Hyundai sonata is considered “the most reliable vehicle in 2004”. With only 2 problems per 100 units.
SWOT ANALYSIS OF HYUNDAI MOTORS Strengths of HMIL
Hyundai India has such a brand equity that it is almost assumed to be an Indian brand, with lot of good accolades for being India’s second most selling brand next to HYUNDAI in market share
Hyundai Motor India limited is the largest car exporter from Asian Market which showed a 10% growth compared to last FY
The domestic sales is increasing at an average rate of 19.1%
HMIL is known for its quality products which has better performance and it has constantly been ahead in the race with Hyundai Motors Limited in many parameters The product length includes around 8 cars, starting from new Eon in small car segment to
SUV segment Santa Fe
Among the automobile players only HMIL is known for its CSR activities
Hyundai products never fail to win laurels in each segment from various automobile ratings ever since its operations in India
Hyundai , has the largest network of showrooms and service station next to Hyundai Motors in India
Weaknesses of HMIL
HMIL took a long time to gain the market share as its not the first mover in India
In terms of most reliable and trusted brand; Hyundai Motors is more strong in Indian subcontinent
Spare parts of Hyundai vehicles are comparatively priced higher and spare parts do not have PAN India presence
In SUV segment both Tucson and its next model Santa Fe didnt make a major impact Increase in commodity prices such as steel, aluminium and ancillary parts has affected
margins
Since HMIL concentrates on both domestic and International sales there are higher risks of exchange rate fluctuations
As Hyundai majorly concentrates on quality, most of its product are in premium category in each segment. Hyundai is still struggling to make a better impact in small car segment in terms of cost efficiency like other manufactures
Hyundai doesn’t have any product match to compete in Corporate orders like Tata Indica V2, Tata Sumo, Tata Indigo, Chevy Tavera, Ford Fiesta etc. These vehicles are most preferred in both cab segment and government booking for bulk orders
Opportunities of HMIL
SIAM – Society of Indian automobile Manufacturers, have stated that there is steady increase in Car sales both Domestic and Indian contributing a valuable share in India’s Gdp
The export markets growth rate is 22.30% compared to last fiscal year
The saving consumption pattern of India is an added advantage for any segment doing business in India. This was one of the major reason for Indian market to survive amidst global recession
There is more scope of HMIL to enter into small car segment as its has dedicated R&D plant in Hyderabad, India. Hyundai is one of the very few companies that has widest R&D network across the world located in Korea, Europe, India, US, Japan
Hyundai has very good opportunity in entering into commercial vehicles and Recreational vehicles as they are already doing well outside India. Currently HMIL has its focus only on Passenger car segment
Threats of HMIL
Though Hyundai claims itself to have no direct competitors other than HYUNDAI, there are Indian players like Tata, Mahindra imposing a strong threat for Hyundai Motors India to expand its product category
Foreign Direct Investments flowing in Indian automobile space are not good signs for already existing Giants like HYUNDAI and Hyundai.
Almost all major automobile players have started invading India to open up their market and their manufacturing plant in India.”Chennai” is referred to as the Detroit of Asia! Hyundai faced a slight decline in market share due to tough competition from Ford’s Figo
and Volkswagen- Polo
Many manufacturers have started to concentrate on small car segment as an alternative to Nano. These will slowdown the expected sales of Eon.
RESEARCH OBJECTIVES AND METHODOLOGY
Objectives
- To have an understanding of recruitment process in HYUNDAI.
- To understand how the appointments are made and how to attract sufficient applications from potential candidates for appointment with the skills, qualities, abilities, experience and competencies deemed as being necessary to the job.
- To find out the appropriate method of selecting the candidates.
- To learn and understand the behaviour of individual client and candidate during the period of recruitment.
- To understand the procedures this will assist in ensuring the appointment of the most suitable candidate
Methodology Primary Data
Primary Data will be collected through Questionnaire Survey
Sample Size: 60
Target Respondents: HR Executives of HYUNDAI
Secondary Data: The relevant data would be collected through:
Websites through internet
Published articles in the newspapers, magazines, journals, and Books.
LITERATURE REVIEW
Better recruitment and selection strategies result in improved organizational outcomes. The more effectively organizations recruit and select candidates, the more likely they are to hire and retain satisfied employees.
Recruitment is the process of identifying and attracting potential candidates from within and outside an organization to begin evaluating them for future employment. Once candidates are identified, an organization can begin the selection process. This includes collecting, measuring, and evaluating information about candidates’ qualifications for specified positions. Organizations use these processes to increase the likelihood of hiring individuals who possess the right skills and abilities to be successful at their jobs.
Objectives of Recruitment:
Recruitment is an important part of an organization’s human resource planning and their competitive strength. Competent human resources at the right positions in the organization are a vital resource and can be a core competency or a strategic advantage for it. The objective of the recruitment process is to obtain the number and quality of employees that can be selected in order to help the organization to achieve its goals and objectives. With the same objective,
recruitment helps to create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool.
Recruitment acts as a link between the employers and the job seekers and ensures the placement of right candidate at the right place at the right time. Using and following the right recruitment
processes can facilitate the selection of the best candidates for the organization.
In this is competitive global world and increasing flexibility in the labour market, recruitment is becoming more and more important in every business. Therefore, recruitment serves as the first step in fulfilling the needs of organizations for a competitive, motivated and flexible human resource that can help achieve its objectives. Here at Naukrihub, they attempt to provide a detailed insight into the concept of recruitments, recruitment process and its sources, recent
trends in recruitment, recruitment strategies and the scenario in the industry along with the
career options for recruiters.
Source of Recruitment:
Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of the recruitment.
Some Internal Sources of Recruitments are given below:
Transfers: The employees are transferred from one department to another according to
their efficiency and experience.
Promotions: The employees are promoted from one department to another with more
benefits and greater responsibility based on efficiency and experience.
Others are Upgrading and Demotion of present employees according to their performance.
Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save time and
costs of the organizations as the people are already aware of the organizational culture and the policies and procedures.
The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others.
The advantages of internal recruitment are that:
1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will need shorter periods of training and time for 'fitting in'. 2. The organization is unlikely to be greatly 'disrupted' by someone who is used to working with others in the organization.
3. Internal promotion acts as an incentive to all staff to work harder within the organization. 4. From the firm's point of view, the strengths and weaknesses of an insider will have been assessed. There is always a risk attached to employing an outsider who may only be a success 'on paper'.
External sources of recruitment:
Press Advertisements: Advertisements of the vacancy in newspapers and journals are a
widely used source of recruitment. The main advantage of this method is that it has a wide reach.
Educational Institutes: Various management institutes, engineering colleges, medical
Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment.
Placement Agencies: Several private consultancy firms perform recruitment functions on
behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing.
Employment Exchanges: Government establishes public employment exchanges
throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates.
Labour Contractors: Manual workers can be recruited through contractors who
maintain close contacts with the sources of such workers. This source is used to recruit labour for construction jobs.
Unsolicited Applicants: Many job seekers visit the office of well-known companies on
their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organization.
Employee Referrals / Recommendations: Many organizations have structured system
where the current employees of the organization can refer their friends and relatives for some position in their organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Recruitment Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union.
Recruitment at Factory Gate: Unskilled workers may be recruited at the factory gate
these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.
Job analysis is used in order to
1. Choose employees either from the ranks of your existing staff or from the recruitment of new staff.
2. Set out the training requirements of a particular job.
3. Provide information which will help in decision making about the type of equipment and materials to be employed with the job.
4. Identify and profile the experiences of employees in their work tasks (information which can be used as evidence for staff development and promotion).
6. Help in setting rates of pay for job tasks.
Job analysis can be carried out by direct observation of employees at work, by finding out information from interviewing job holders, or by referring to documents such as training manuals. Information can be gleaned directly from the person carrying out a task and/or from their supervisory staff. Some large organizations specifically employ 'job analysts'. In most companies, however, job analysis is expected to be part of the general skills of a training or personnel officer.
Job Description
A job description will set out how a particular employee will fit into the organization. It will therefore need to set out: the title of the job to which the employee is responsible for whom the employee is responsible a simple description of the role and duties of the employee within the organization. A job description could be used as a job indicator for applicants for a job. Alternatively, it could be used as a guideline for an employee and/or his or her line manager as to his or her role and responsibility within the organization.
Sub Systems of Recruitment
The recruitment process consists of the following four
sub-functions:-· Finding out and developing the sources where the required number and kind of employees will be available.
· Developing suitable techniques to attract the desirable candidates. · Employing the techniques to attract candidates.
· Stimulating as many candidates as possible and asking them to apply for jobs irrespective of the number of candidates required.
Management has to attract more candidates in order to increase the selection ratio so that the most suitable candidate can be selected out of the total candidates available. Recruitment is positive as it aims at increasing the number of applicants and selection is somewhat negative as it selects the suitable candidates in which process; the unsuitable candidates are automatically
eliminated. Though, the function of recruitment seems to be easy, a number of factors make performance of recruitment a complex one.
Inducements
Organizational inducements are all the positive features and benefits offered by an organization that serves to attract job applicants to the organization. Three inducements need specific mention here, they
are:-· Compensation: Starting salaries, frequency of pay increases, incentives and fringe benefits can all serve as inducements to potential employees.
· Career Opportunities: These help the present employees to grow personally and professionally and also attract good people to the organization. The feeling that the company takes care of employee career aspirations serves as a powerful inducements to potential employees.
· Image or Reputation: Factors that affect an organization’s reputation include its general treatment of employees, the nature and quality of its products and services and its participation in worthwhile social endeavors.
Corporate Mission, Objectives, Strategies and Tactics (Most)
Corporations have started linking their Mission, Objectives, Strategies and Tactics (MOST) to the functions of recruitment and selection. The economic liberalizations and consequent competition through quality and services necessitated the companies to search for and attract competent human resources. Corporations focusing on new business development will have to seek entrepreneurial abilities, companies planning to withdraw from diversifications must look for pragmatists and companies chasing growth alliances should employ people comfortable in different cultural backgrounds. Above all, companies must hire for the future, anticipating jobs that may not be in existence yet. Recruitment managers must focus for attitudes and approaches that fit the corporate goals and culture.
Recruitment Policy
itself should take into consideration the government’s reservation policy, policy regarding sons of soil, etc., personnel policies of other organizations regarding merit, internal sources, social responsibility in absorbing minority sections, women, etc. Recruitment policy should commit itself to the organization’s personnel policy like enriching the organization’s human resources or servicing the community by absorbing the retrenched or laid-off employees or casual/temporary employees or dependents of present/former employees, etc. The following factors should be taken into consideration in formulating recruitment policy. They
are:-· Government policies
· Personnel policies of other competing organizations · Organization’s personnel policies
· Recruitment sources · Recruitment needs · Recruitment cost
· Selection criteria and preference
RECRUITMENT- Matching the of the organization & applicants Impact of Personnel Policies on Recruitment Policies
Recruitment policies are mostly drawn from personnel policies of the organization. According to Dale Yodar and Paul D. Standohar, general personnel policies provide a wide variety of
guidelines to be spelt out in recruitment policy. After formulation of the recruitment policies, the management has to decide whether to centralize or decentralize the recruitment function.
Centralized V/S Decentralized Recruitment
Recruitment practices vary from one organization to another. Some organizations like commercial banks resort to centralized recruitment while some organizations like the Indian Railway resort to decentralized recruitment practices. Personnel department at the central office performs all the functions of recruitment in case of centralized recruitment and personnel departments at unit level/zonal level perform all the functions of recruitment concerning to the jobs of the respective unit or zone.
Merits of Centralized Recruitment
· Average cost of recruitment per candidate/unit should be relatively less due to economies of scale.
· It would have more expertise available to it.
· It can ensure broad uniformity among human resources of various units/zones in respect of education, skill, knowledge, talent, etc.
· It would generally be above malpractices, abuse of powers, favoritism, bias, etc. · It would facilitate interchangeability of staff among various units/zones.
· It enables the line managers of various units and zones to concentrate on their operational activities by relieving them from the recruiting functions.
· It enables the organization to have centralized selection procedure, promotional and transfer procedure, etc.
· It ensures the most effective and suitable placement to candidates.
· It enables centralized training programs which further brings uniformity and minimizes average cost of staff.
Merits of Decentralized Recruitment
· The unit gets most suitable candidates as it is well aware of the requirements of the job regarding culture, traditional, family background aspects, local factors, social factors, etc.
· Units can recruit candidates as and when they are required without any delay.
· The units would enjoy freedom in finding out, developing the sources, in selecting and employing the techniques to stimulate the candidates.
· The unit would relatively enjoy advantage about the availability of information, control and feedback and various functions/processes of recruitment.
· The unit would enjoy better familiarity and control over the employees it recruits rather than on employees selected by the central recruitment agency.
Both the systems of recruitment would suffer from their own demerits. Hence, the management has to weigh both the merits and demerits of each system before making a final decision about centralizing or decentralizing the recruitment. Alternatively management may decentralize the recruitment of certain categories of employees preferably middle and top level managerial personnel and centralize the recruitment of other categories of employee’s preferably lower level positions in view of the nature of the jobs and suitability of those systems for those categories of positions. The management has to find out and develop the sources of recruitment after deciding upon centralizing or decentralizing the recruitment function.
Methods of Recruitment
The following are the most commonly used methods of recruiting people
Promotions and Transfers
A transfer is a lateral movement within the same grade, from one job to another. It may lead to changes in duties and responsibilities, working conditions, etc., but not necessarily salary. Promotion, on the other hand, involves movement of employee from a lower level position to a higher level position accompanied by (usually) changes in duties, responsibilities, status and value. Organizations generally prepare badli lists or a central pool of persons from which vacancies can be filled for manual jobs. Such persons are usually passed on to various departments, depending on internal requirements. If a person remains on such rolls for 240 days or more, he gets the status of a permanent employee as per the Industrial Disputes Act and is
therefore entitled to all relevant benefits, including provident fund, gratuity, retrenchment compensation.
Job Posting
Job posting is another way of hiring people from within. In this method, the organization publicizes job opening on bulletin boards, electronic method and similar outlets. One of the important advantages of this method is that it offers a chance to highly qualified applicants working within the company to look for growth opportunities within the company to look for growth opportunities within the company without looking for greener pastures outside.
Employee Referrals
Employee referral means using personal contacts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant. The logic behind employee referral is that “it takes one to know one”. Employees working in the organization, in this case, are encouraged to recommend the names of their friends, working in other organizations for a possible vacancy in the near future. In fact, this has become a popular way of recruiting people in the highly competitive Information Technology industry nowadays. Companies offer rich rewards also to employees whose recommendations are accepted – after the routine screening and examining process is over – and job offers extended to the suggested candidates. As a goodwill gestures, companies also consider the names recommended by unions from time to time.
Campus Recruitment
It is a method of recruiting by visiting and participating in college campuses and their placement centres. Here the recruiters visit reputed educational institutions such as IITs, IIMs, colleges and universities with a view to pick up job aspirants having requisite technical or professional skills. Job seekers are provided information about the jobs and the recruiters, in turn, get a snapshot of job seekers through constant interchange of information with respective institutions. A preliminary screening is done within the campus and the short listed students are then subjected to the remainder of the selection process. In view of the growing demand for young managers, most reputed organizations (such as Hindustan Lever Ltd., Proctor & Cable, Citibank, State Bank of India, Tata and Birla group companies) visit IIMs and IITs regularly and even sponsor certain popular campus activities with a view to earn goodwill in the job market. Advantages of this
organizations; applicants can be prescreened; applicants will not have to be lured away from a current job and lower salary expectations. On the negative front, campus recruiting means hiring people with little or no work experience.
The organizations will have to offer some kind of training to the applicants, almost immediately after hiring. It demands careful advance planning, looking into the placement weeks of various institutions in different parts of the country. Further, campus recruiting can be costly for organizations situated in another city (airfare, boarding and lodging expenses of recruiters, site visit of applicants if allowed, etc.).
If campus recruitment is used, steps should be taken by human resource department to ensure that recruiters are knowledgeable concerning the jobs that are to be filled and the organizations and understand and employ effective interviewing skills. Guidelines for campus recruiting: companies using college campuses as recruitment source should consider the following guidelines:
· Identify the potential candidates early: The earlier that candidate with top potential can be identified, the more likely the organization will be in a position to attract them.
· Employ various means to attract candidates: These may include providing research grants; consulting opportunities to faculty members, funding university infrastructural requirements, internships to students, etc. in the long run these will enhance the prestige of the company in the eyes of potential job seekers.
· Use effective recruitment material: Attractive brochures, films, computer diskettes, followed
by enthusiastic and effective presentations by company officials, correspondence with placement offices in respective campus in a friendly way – will help in booting the company image in the eyes of the applicants. The company must provide detailed information about the characteristics of entry – level positions, especially those that have had a major positive impact on prior applicants’ decisions to join the company.
· Offer training to campus interviews: Its better to devote more time and resources to train on
campus interviewers to answer specific job –related questions of applicants.
· Come out with a competitive offer: Keep the key job attributes that influence the decisions of applicants such as promotional avenues, challenging assignments, long term income potential, etc., while talking to candidates.
Advertisements:-These include advertisements in newspapers; trade, professional and technical journals; radio and television; etc. in recent times, this medium has become just as colorful, lively and imaginative as consumer advertising. The ads generally give a brief outline of the job responsibilities, compensation package, prospects in organizations, etc. this method is appropriate when (a) the organization intends to reach a large target group and (b) the organizations wants a fairly good number of talented people – who are geographically spread out. To apply for advertised vacancies let’s briefly examine the wide variety of alternatives available to a company - as far as ads are concerned:
· Newspaper Ads: Here it is easy to place job ads without much of a lead time. It has flexibility in terms of information and can conveniently target a specific geographic location. On the negative side, newspaper ads tend to attract only those who are actively seeking employment at that point of time, while some of the best candidates who are well paid and challenged by their current jobs may not be aware of such openings. As a result, the company may be bombarded with applications from a large number of candidates who are marginally qualified for the job – adding to its administrative burden. To maintain secrecy for various reasons (avoiding the rush, sending signals to competitors, cutting down expenses involved in responding to any individual who applies, etc.), large companies with a national reputation may also go in for blind-box ads in newspapers, especially for filling lower level positions. In a blind-box ad there is no identification of the advertising organization. Job aspirants are asked to respond to a post office box number or to an employment firm that is acting as an agent between the job seekers and the organization.
· Television and radio ads: These ads are more likely to each individual who are not actively
seeking employment; they are more likely to stand out distinctly, they help the organization to target the audience more selectively and they offer considerable scope for designing ads creatively. However, these ads are expensive. Also, because the television or radio is simply seen
or heard, potential candidates may have a tough time remembering the details, making application difficult.
Private Employment Search
Firms:-As search firm is a private employment agency that maintains computerized lists of qualified applicants and supplies these to employers willing to hire people from the list for a fee. Firms like Arthur Anderson, Boble and Hewitt, ABC consultants, SB Billimoria, KPMG; Ferguson Associates offers specialized employment-related services to corporate houses for a fee, especially for top and middle level executive vacancies. AT the lower end, a number of search firms operate – providing multifarious services to both recruiters and the recruitees.
Employment
Exchanges:-AS a statutory requirement, companies are also expected to notify (wherever the Employment Exchanges Act, 1959, applies) their vacancies through the respective Employment Exchanges, created all over India for helping unemployed youth, displaced persons, ex-military personnel, physically handicapped, etc. AS per the Act all employers are supposed to notify the vacancies arising in their establishments form time to time – with certain exemptions – to the prescribed employment exchanges before they are filled. The Act covers all establishments in public sector and nonagricultural establishments employing 25 or more workers in the private sector. However, in view of the practical difficulties involved in implementing the provisions of the Act (such as filing a quarterly return in respect of their staff strength, vacancies and shortages, returns showing occupational distribution of their employees, etc.) many organizations have successfully fought court battles when they were asked to pick up candidates from among those sponsored by the employment exchanges.
Gate Hiring and
Contractors:-Gate hiring (where job seekers, generally blue collar employees, present themselves at the factory gate and offer their services on a daily basis), hiring through contractors, recruiting through word-of-mouth publicity are still in use – despite the many possibilities for their misuse – in the small scale sector in India.
Unsolicited Applicants /
Walk-ins:-Companies generally receive unsolicited applications from job seekers at various points of time; the number of such applications depends on economic conditions, the image of the company and
the job seeker’s perception of the types of jobs that might be available etc. Such applications are generally kept in a data bank and whenever a suitable vacancy arises, the company would intimate the candidates to apply through a formal channel. One important problem with this method is that job seekers generally apply to number of organizations and when they are actually required by the organizations, either they are already employed in other organizations or are not simply interested in the position.
Alternatives to
Recruitment:-Since recruitment and selection costs are high (search process, interviewing agency fee, etc.) firms these days are trying to look at alternatives to recruitment especially when market demand for firm’s products and services is sluggish. Moreover, once employees are placed on the payroll, it may be extremely difficult to remove them if their performance is marginal. Some of the options in this regard may be listed thus:
Evaluation of Alternative Sources
Companies have to evaluate the sources of recruiting carefully – looking at cost, time, flexibility, quality and other criteria – before earmarking funds for the recruitment process. They cannot afford to fill all their vacancies through a particular source. To facilitate the decision making process in this regard, companies rely on the following:
Time lapse data: They show the time lag between the dates of requisition for manpower supply
from a department to the actual date of filling the vacancies in that department. For example, a company’s past experience may indicate that the average number of days from application to interview is 10, from interview to offer is 7, from offer to acceptance is 10 and from acceptance to report for work is 15. Therefore, if the company starts the recruitment and selection process now it would require 42 days before the new employee joins its ranks. Armed with this information, the length of the time needed for alternative sources of recruitment can be ascertained – before pinning hopes on a particular source that meets the recruitment objectives of the company.
Yield ratios: These ratios indicate the number of leads / contacts needed to generate a given
number of hires at a point at time. For example, if a company needs 10 management trainees in the next six months, it has to monitor past yield ratios in order to find out the number of candidates to be contacted for this purpose. On the basis of past experience, to continue the same
example, the company finds that to hire 10 trainees, it has to extend 20 offers. If the interview-to-offer is 3:2, then 30 interviews must be conducted. If the invitees to interview ratios are 4:3 then, as many as 40 candidates must be invited. Lastly, if contacts or leads needed to identify suitable trainees to invite are in 5:1 ratio, then 200 contacts are made.
Surveys and studies: Surveys may also be conducted to find out the suitability of a particular
source for certain positions. For example, as pointed out previously, employee referral has emerged as popular way of hiring people in the Information Technology industry in recent times in India. Correlation studies could also be carried out to find out the relationship between different organizational positions. Before finally identifying the sources of recruitment, the human resource managers must also look into the cost or hiring a candidate. The cost per hire can be found out by dividing the recruitment cost by the number of candidates hired.
Selection
The size of the labor market, the image of the company, the place of posting, the nature of job, the compensation package and a host of other factors influence the manner of aspirants are likely to respond to the recruiting efforts of the company. Through the process of recruitment the company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection.
Definition
To select mean to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates.
Purpose
The purpose of selection is to pick up the most suitable candidate who would meet the requirements of the job in an organization best, to find out which job applicant will be successful, if hired. To meet this goal, the company obtains and assesses information about the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the profile of candidates. The most suitable person is then picked up after eliminating the unsuitable applicants through successive stages of selection process. How well an employee is matched to a job is very important because it is directly affects the amount and quality of employee’s work. Any mismatched in this regard can cost an organization a great deal of money,
time and trouble, especially, in terms of training and operating costs. In course of time, the employee may find the job distasteful and leave in frustration. He may even circulate ‘hot news’ and juicy bits of negative information about the company, causing incalculable harm to the company in the long run. Effective election, therefore, demands constant monitoring of the ‘fit’ between people the job.
The Process
Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the applicant proceeds to the next one. The time and emphasis place on each step will definitely vary from one organization to another and indeed, from job to job within the same organization. The sequence of steps may also vary from job to job and organization to organization. For example some organizations may give more importance to testing while others give more emphasis to interviews and reference checks. Similarly a single brief selection interview might be enough for applicants for lower level positions, while applicants for managerial jobs might be interviewed by a number of people.
Steps in Selection Process
A company is known by the people it employs. In order to attract people with talents, skills and experience a company has to create a favorable impression on the applicants’ right from the stage of reception. Whoever meets the applicant initially should be tactful and able to extend help in a friendly and courteous way. Employment possibilities must be presented honestly and clearly. If no jobs are available at that point of time, the applicant may be asked to call back the personnel department after some time.
Screening Interview
A preliminary interview is generally planned by large organizations to cut the cost of selection by allowing only eligible candidates to go through the further stages in selection. A junior executive from the Personnel Department may elicit responses from the applicants on important items determining the suitability of an applicant for a job such as age, education, experience, pay expectations, aptitude, location, choice etc. this ‘courtesy interview’ as it is often called helps the department screen out obvious misfits. If the department finds the candidate suitable, a prescribed application form is given to the applicants to fill and submit.
Application Blank
Application blank or form is one of the most common methods used to collect information on the various aspects of the applicants’ academic, social, demographic, work related background and references. It is a brief history sheet of employee’s background, usually containing the following things:
· Personal data (address, sex, telephone number) · Marital data
· Educational data
· Employment Experience · Extra-curricular activities
· References and Recommendations
Usefulness of Application Blank or Form
Application blank is highly useful selection tool, in that way it serves three important purposes: