recruitment and selection process viva toyota (project work)

A Study On Recruitment And Selection Process

A PROJECT ONRECRUITMENT AND SELECTION PROCESS IN

VIVA TOYOTA PRIVATE LIMITED BANGLORE A project report submitted to Sri Krishnadevaraya University,

Anantapur in partial Fulfillment for the Award of the

Degree of

BACHELOR OF BUSINESS MANAGEMENT BY K.VENU MADHAV

(Enroll No: SSBN127007)

Under the supervision ofDr.Y.V.Rama Vani

Assistant Professor Department Of Business Management SSBN Degree College, Anantapur

Department of Business management S.S.B.N Degree College (Autonomous)

Accredited @ ’A’ level by NAAC, Anantapur 2014

S.S.B.N DEGREE COLLEGE ANANTAPUR


ACKNOWLEDGEMENT

I take the privilege of thanking Mr. Ganesh Kumar Chief Marketing Officer for providing the opportunity to do the project work in their organization, Viva Toyota.

I express my sincere thanks to my project guide Dr.Y.V.Rama Vani Assistant Professor S.S.B.N degree college Anantapur for guiding me at every step to complete my project work.

I express my deep sense of gratitude to Dr.Nirmalamma, Principal, SSBN Degree College, Sri Krishnadevaraya University, Anantapur, for providing a great opportunity to do a project work. I am indeed, very grateful to her.

I express my sincere gratitude to Mr Venugopala, Head-HR VIVA Toyota Bangalore for providing the project work in their organization.

I also thank Mr. Girish K-Senior Executive HR,Ms Bhavya.M- Specialist Talent Acquisitions and other HR department staff in Viva Toyota, Bangalore for their valuable guidance and immense support for completion of the project.

I also thank each and every individual who have helped me to complete this project work.

K.VENU MADHAV



INDEX

SNO PARTICULARS PAGE NUMBER

1. INTRODUCTION Page 2 - Page 8

2. INDUSTRY PROFILE Page 9 - Page 17

3. COMPANY PROFILE Page 18 - 5

4. REVIEW OF LITERATURE Page 36 - Page 55

5. RESEARCH METHODOLOGY Page 56 - Page 61

6. DATA ANALYSIS AND INTERPRETATION Page 62 - Page 80

7. FINDING AND CONCLUSION Page 81 - Page 85

8. ANNEXURE Page 86 - Page 90

9. BIBLGRAPHY AND WEBLIOGRAPHY Page 91

S.S.B.N DEGREE COLLEGE ANANTAPUR Page 3


INTRODUCTION

HUMAN RESOURCE:

Human resource is important for the success of any company. Human resources

are the wealth of any organization which helps in achieving the goals of the organization.

It reflects a new outlook which reviews organizations manpower as its resources and

assets.



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 employees

working there in. 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:

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 recruited.

Hiring a professional by first understanding the exact skill set and then matching it

with the various applicant’s resumes and then short listing and screening the best fit out

of the lot is what is required. Understanding determining factors like education



background certifications skills and domain type of industry work experience etc for

hiring or recruiting a right professional.

DEFINITION

Recruitment is defined as, “a process to discover the sources of manpower to

meet the requirements of the staffing schedule and to employ effective measures for

attracting that manpower in adequate numbers to facilitate effective selection of an

efficient workforce.”

Edwin B. Floppy defined recruitment as “the process of searching for prospective

employees and stimulating them to apply for jobs in the organization”.

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.

SELECTION

Introduction

The size of the labour market, the image of the company, the place of posting, the

nature of job, the compensation package and a host of other factors influence the

manner of aspirants are likely to respond to the recruiting efforts of the company.



Through the process of recruitment the company tries to locate prospective employees

and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a

pool of applicants for selection.

Definition

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.

PURPOSES AND IMPORTANCE

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

candidates. Specifically, the purposes are to:

Determine the present and future requirements of the organization in conjunction

with its personnel-planning and job-analysis activities.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducing the number of

visibly, under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and selected, will

leave the organization only after a short period of time.

Begin identifying and preparing potential job applicants who will be appropriate

candidates.

Induct outsiders with a new perspective to lead the company.

Develop an organizational culture that attracts competent people to the company.

Search or head hunt/head pouch people whose skills fit the company’s values.

Devise methodologies for assessing psychological traits.

Search for talent globally and not just within the company.



Design entry pay that competes on quality but not on quantum.

Anticipate and find people for positions that do not exist yet.

Increase organizational and individual effectiveness in the short term and long

term.

Evaluate the effectiveness of various recruiting techniques and sources for all

types of job applicants.

Recruitment represents the first contact that a company makes with potential

employees. It is through recruitment that many individuals will come to know a

company, and eventually decide whether they wish to work for it. A well-planned and

well-managed recruiting effort will result in high-quality applicants, whereas, a

haphazard and piecemeal effort will result in mediocre ones. High-quality employees

cannot be selected when better candidates do not know of job openings, are not

interested in working for the company and do not apply.

The recruitment process should inform qualified individuals about employment

opportunities, create a positive image of the company, provide enough information

about the jobs so that applicants can make comparisons with their qualifications and

interests, and generate enthusiasm among the best candidates so that they will apply for

the vacant positions.

The negative consequences of a poor recruitment process speak volumes about its

role in an organization. The failure to generate an adequate number of reasonably

qualified applicants can prove costly in several ways. It can greatly complicate the

selection process and may result in lowering of selection standards. The poor quality of

selection means extra cost on training and supervision. Furthermore, when recruitment

fails to meet the organizational needs for talent, a typical response is to raise entry-level

pay scales. This can distort traditional wage and salary relationships in the organization,



resulting in avoidable consequences. Thus, the effectiveness of a recruitment process can

play a major role in determining the resources that must be expended on other HR

activities and their ultimate success.

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 overall aim of the recruitment and selection process is to obtain the number

and quality of employees that are required in order for the business to achieve its

objectives.



INDUSTRY PROFILE

INTRODUCTION

With the start of industrial revolution in India around 17th and 18th century gave

rise to growth of establishment of industries in India. Right from that stage industries

have been developing.



With the increasing growth in demand on back of rising income, expanding middle

class and young population base, in addition to a large pool of skilled manpower and

growing technology, will propel India to be among the world's top five auto-producers by

2015. India is also one of the key markets for hybrid and electric medium-heavy-duty

trucks and buses.

India is an extremely important market for Hyundai. The Indian automobile sector

is poised for steady and strong growth in the future. The Indian automobile industry

holds good growth potential for the mid-term and long term horizon, as per Mr. Bo Shin

Seo, MD and CEO, Hyundai Motor India Ltd (HMIL).

Moreover, Ford Motor Co plans to convert India into global production centre for

compact cars, once its Sanand plant in Gujarat comes on stream in 2014, under a project

codenamed B562 that may induce three different compact cars from the same platform.

KEY STATISTICS

The Indian automobile industry produced a total 1.69 million vehicles including

passenger vehicles, commercial vehicles, three wheelers and two wheelers in August

2013 as against 1.56 million in August 2012, registering a growth of 8.18 percent over the

same month last year.

The cumulative Foreign Direct Investment (FDI) inflow into the Indian automobile

industry during April 2000 to July 2013 was recorded at US$ 8,932 million, amounting to

4.5 per cent of the total FDI inflows (in terms of US$), as per data published by

Department of Industrial Policy and Promotion (DIPP), Ministry of Commerce.

The overall automobile exports grew by 2.03 per cent during April-August 2013.

Furthermore, the production of passenger vehicles in India was recorded at 3.23 million



in 2012-13 and is expected to grow at a Compound Annual Growth Rate (CAGR) of 13 per

cent during 2012-2021, as per data published by Automotive Component Manufacturers'

Association of India (ACMA).

MAJOR DEVELOPMENTS & INVESTMENTS

Hero MotoCorp plans to establish 20 manufacturing and assembly facilities to

expand its presence across 50 countries by 2020.

Nissan Motor India, the Indian unit of Japanese auto maker Nissan Motor Co Ltd,

has entered into an agreement with Ennore Port Ltd (EPL), to export at least

60,000 cars a year through the port for the next 10 years.

TVS Motor Co plans to launch two new motorcycle models in the Kenyan market.

These motorcycles will be specific to the Kenyan markets in terms of usability,

reliability and durability. Moreover, the firm also plans to set up a two-wheeler

assembly line in Uganda and will also launch two motorcycle models in the African

nation.

HMIL has invested US$ 2 billion in two state-of-the-art passenger car

manufacturing facilities in India. Moreso, India contributes 25 per cent of the

firm’s global sales.

Mahindra & Mahindra (M&M) plans capital expenditure and investments worth Rs

10,000 crore (US$ 1.63 billion) over the next two years.

Maruti Suzuki India Ltd (MSIL) is setting up an operational integrated research &

development (R&D) centre in Rohtak, Haryana. The test tracks at the new facility

would be longer and considerably enhanced in technical capabilities than the ones

at the Suzuki Motor Corp (SMC) facility in Japan.



Tech Mahindra has signed an agreement with Volvo Car Corporation. The IT

company will provide Volvo with a service to maintain and develop a range of

applications that can increase efficiency and reduce costs.

Isuzu Motors India plans to start contract manufacturing of its Sports Utility

Vehicles (SUV) and pick-up trucks at Hindustan Motors' (HM) Chennai plant from

December 2013.

Daimler India Commercial Vehicles (DICV) has expanded its network across the country.

The company plans to establish Government Initiatives

INITIATIVE FROM GOVERNMENT

The Government of India plans to introduce fuel-efficiency ratings for automobiles

to encourage sale of cars that consume less petrol or diesel, as per Mr. Veerappa Moily,

Union Minister for Petroleum and Natural Gas, Government of India.

The Union Budget 2013-14 added some incentives to the industry. The analysis by

Deloitte on the Union Budget highlighted the following points:

The period of concession available for specified part of electric and hybrid vehicles

till April 2013 has been extended up to March 31, 2015

The basic customs duty (BCD) on imported luxury goods such as high-end motor

vehicles, motor cycles, yachts and similar vessels was increased. The duty was

raised from 75 per cent to 100 per cent on cars/ motor vehicles (irrespective of

engine capacity) with CIF value more than US$ 40,000; from 60 per cent to 75 per

cent on motorcycles with engine capacity of 800 cc or more and on yachts and

similar vessels from 10 per cent to 25 per cent



In addition, an increase in excise duty from 27 to 30 per cent has been allowed for

SUVs with engine capacity exceeding 1,500 cc, while excise duty was decreased

from 80 to 72 per cent, in case of SUVs registered solely to be used for taxi

purposes

An exemption from BCD on lithium ion automotive battery for manufacture of

lithium ion battery packs for supply to manufacturers of hybrid and electric

vehicles

The excise duty on chassis of diesel motor vehicles for transport of goods reduced

from 14 per cent to 13 per cent

The Government of India allows 100 per cent FDI in the automotive industry

through automatic route. The Government also plans to accelerate the supply of electric

vehicles over the next eight years. It is expected that there will be a demand for 5-7

million electricity-operated vehicles by 2020.

With special focus on exports of small cars, MUVs, two & three wheelers and auto

components; the automotive sector’s contribution to the gross domestic product (GDP)

is expected to double reaching a turnover worth US$ 145 billion in 2016, according to the

Automotive Mission Plan (AMP) 2006-2016.

ROAD AHEAD

India is probably the most competitive country in the world for the automotive

industry. It does not cover 100 per cent of technology or components required to make a

car but it is giving a good 97 per cent,” highlighted Mr. Vicent Cobee, Corporate Vice-

President, Nissan Motor’s Datsun.



The vision of AMP 2006-2016 sees India, “to emerge as the destination of choice

in the world for design and manufacture of automobiles and auto components with

output reaching a level of US$ 145 billion; accounting for more than 10 per cent of the

GDP and providing additional employment to 25 million people by 2016.”

INDIA: THE GLOBAL AUTO HUB

The automotive supplier firm Cooper Standard inaugurated a manufacturing

facility at Bawal in Haryana, which will initially manufacture rubber sealing and trims for

Volkswagen models in India, at an investment of around US$ 7 million. The total

estimated market for sealing and trim in India is estimated to reach US$ 180 million and

fuel and brake delivery market is estimated to be worth US$ 125 million. “The Indian

automotive industry is robust and we foresee higher demand for our products” said Mr.

Jeff Edwards, Chairman & CEO, Cooper Standard.

NMB-Minebea India Pvt Ltd, a wholly-owned subsidiary of Minebea Co Ltd

(Minebea), a global manufacturer of miniature and small-sized bearings and precision

components, announced commencement of its operations in Gurgaon, India. The

component maker foresees large market potential for its products range.

Tenneco, a US$ 7.4 billion firm headquartered in Lake Forest-Illinois in the US,

opened its DynaChrome high speed hard chromium plating facility for piston rods at its

Hosur plant in Tamil Nadu (TN).

Malaysia's Petronas is setting up a lubricants' plant near Mumbai with the aim of

capturing a greater share of the growing Indian lubes market that is expected to touch

nearly US$ 8 billion by 2017. India is the fifth largest lubricants market in the world.



Tide Water Oil has decided to re-launch the brand Veedol in European markets,

including Germany, Austria and Switzerland.

The cumulative FDI inflow into the Indian automobile industry during April 2000 to

July 2013 was recorded at US$ 8,932 million, amounting to 4.5 per cent of the total FDI

inflows (in terms of US$), as per data published by Department of Industrial Policy and

Promotion (DIPP), Ministry of Commerce, Government of India.

KEY DEVELOPMENTS & INVESTMENTS

Auto component major Anand Automotive plans to invest Rs 1,200 crore (US$

194.45 million) over the next five years on new product development and capacity

expansion.

Base Batteries plans to spend Rs 1,000 crore (US$ 162.07 million) over four years

to set up new plants and expand existing ones at Hosur, TN and Solan, Himachal

Pradesh. The organized automobile batteries market is estimated at Rs 4,000

crore (US$ 648.28 million).

KLT Automotive & Tubular Products, manufacturers of chassis and related

components, will invest over Rs 320 crore (US$ 51.86 million) in setting up two

chassis manufacturing units in Chennai and Sri City and will also expand their

existing unit. The Sri City unit will meet the needs of the Japanese OEMs setting up

manufacturing units there.

A Raymond inaugurated its first plant in India, at Chakan, Pune with an investment

of US$ 7 million. The new plant will manufactures various plastic fasteners like rib

locks, trim clips, cable straps etc. All these components will primarily cater to the

Indian and global passenger car and utility car segment.



Greaves Cotton Ltd will supply single cylinder diesel engines to power TVS Motor’s

three-wheeler auto-rickshaws.

AUTOMOBILE REGULATION IN INDIA

The Indian automobile industry is the tenth largest in the world. It has an annual

production of approximately 2 million units. India is set to be a key role in automotive

sector. There has been a sustained growth in the automotive sector of India following the

economic reforms of 1991 which opened up 100 percent Foreign Direct Investment in

this sector. The industry has been growing annually at 20 per cent.

The automotive regulations in India are governed by the Ministry of Shipping, Road

Transport & Highways (MSRT&H) and other ministries such as Ministry of Environment &

Forests and Ministry of Petroleum & Natural Gas also have a vital role in the formulation

of automotive regulations and standards in India.

The major acts governing the automotive sector in India are:

Motor Vehicles Act, 1988 (MVA)

Central Motor Vehicles Rules 1989 (CMVR)

MSRT&H has constituted some committees are formed to advise the ministry on Safety

and Emission Regulations. These are:

Central Motor Vehicles Rules-Technical Standing Committee (CMVR-TSC)

Standing Committee on Implementation of Emission Legislation (SCOE)

Central Motor Vehicles Rules-Technical Standing Committee (CMVR-TSC) was

formulated to receive draft recommendations from other committees, such as



Automotive Industry Standards Committee and Bureau of Indian Standards, and to

finalize and approve safety recommendations made by such committees.



COMPANY PROFILE

VIVA TOYOTA

Viva Toyota is a part of shodha group of Toyota which started its first

operation in Hubli during April 2001. Shodha Toyota Started its 2nd operation at Belgaum,

during Oct 2010.

Viva Toyota started its first Operation in Bangalore during Jan 2011.



The shodha groups of companies are as follows:

Dhruvesh Meta steel industrial plant and machinery in 2001.

Dhruvesh Honda two wheeler dealership in 2002.

Viva Toyota Toyota car dealership in 2011.

Dhruvesh ventures multi branded pre owned cars showroom in 2013.

Viva Toyota aims to play a major role in establishing Toyota brand and its standard in

and around Bangalore. Viva Toyota’s growth since inception can be attributed to one simple

yet important aspect of its business philosophy “Putting the Customer first”. Viva Toyota has

the sales record in new Toyota cars, True Value cars, Toyota Genuine Accessories, Customer

Satisfaction Index and Sales Satisfaction Index that has also contributed to Viva Success.

VISION

We share a passion to build an emphasis brand focused on individual and business

needs to achieve organization excellence as a sustainable competitive advantage.

MISSION

To recruit retain and develop a highly competitive diverse workforce that supports

the mission, vision and values of Viva Toyota.

Total Customer Satisfaction is our Mission. To achieve this, we will always strive to

improve Processes continuously and deliver Quality Service as per Customer needs

and thus build.

Shri.V.R.Deshpande memorial trust is a sister concern organization and also a proud

partner of Toyota as T-TEP (Toyota-Technical Education Program) Institute, to develop

career for rural students.



The journey of Viva Toyota in reaching this position took a long time. It travelled a

long journey to reach this position. In the initial it established its 3s facility showroom in

Hubli on 28th April 2001. Secondly in 3s facility showroom Belgaum on 30th October 2010. It

established first sales 1s facility showroom in Hebbal on 24th January 2011 which deals with

only with the sales of Toyota cars. On the same day it opened 1s and 2s facility stations in

Hebbal and Kogilu respectively. It started its 3s station at Hunsemaranahalli on 18 th Feb

2012. 2s station at Kogilu deals with service and spare parts of the cars and where as 3s

station at Hunsemaranahalli operates all the three functions i.e., sales, service and spare

parts.

YEAR NAME OF BRANCH LOCATION

2001 Shodha Toyota Hubli

2010 Shodha Toyota Belgaum

2011 Viva Toyota(1s) Hebbal

2011 Viva Toyota(2s) Kogilu

2012 Viva Toyota(3s) Hunsamaranahalli

Shodha Toyota's concerned company v-trust deals with sales of old cars i.e., buying

old cars from customers and selling them. The cars are also renovated only if needed. This

experiment yielded a good result to them.

TOYOTA WAY OF RESPECT -“SAN”

SAN is a Japanese word which will be used to respect the individuals. In Toyota group

each employee is recognized and is given respect irrespective of the gender by using a

common word ‘SAN’. In English “Mr.”, “Miss”, “Mrs.” is used as title to call any person with



respect.

EX: English = Mr. Santhosh, Mrs.Nandini

Japan = Santhosh San, Nandini San

Each employee being a group of Toyota family follows the way of respecting the individual

and practices the same.

FACILITIES IN VIVA TOYOTA:

Viva Toyota Private Limited provides the entire range of products and services avail-

able in the Indian Toyota market. Viva is the pioneers of new and services available in the

Toyota. The main aim of Viva is to increase sales and provide quality service for customer

satisfaction. There are three major facilities providing by the Viva Toyota for the customers

and they are categorized as follows.

SALES OUTLETS

Viva has its own authorized service network divided in to certain sections for ease

cures of Toyota owners. There are service divisions, Toyota genuine parts division, vehicle

sale division, Toyota insurance renewal division, Toyota accessories division and Toyota true

value exchange division.

SERVICE OUTLETS

Viva Private Limited has about 6 service network available through Karnataka for

immediate service work. All workshops are ideally located in all the cities. Expertise service

personnel will be helping the vehicle problems. Breakdown, accident recovery vehicles are

available to you round the clock. Viva had the facilities for insurance renewal.



SPARE PARTS

Communications plays very important role for running spare parts operations

effectively and efficiently. Viva Toyota spare parts department got with online transactions.

It connects TKM and Viva branch spare parts. Network spare parts availability and other

spare parts related enquiry can check with through network system.

DIFFERENT FUNCTIONS AND THEIR ROLES

The different functions of Shodha/Viva Toyota are:

Finance

Human resource

Training

IT

Insurance

Customer Relations

Retail Finance

Marketing

FINANCE

All the financial activities are under the direct control of executive director. Chief

Accountant Officer is in-charge of all money transition in each department. The team of

finance and accounts record each and every transaction with the help of system. Special

accounting packages like tally and excel are used by the organization for recording monitory

transactions. This department also deals with financial and budgetary control, accounting of

expenditure on works, costing of services and operation of facilitate cost control, property,

lease infrastructure, cost of stock, payment of salary, managing funds, incentives and



remuneration preparation of budget, appropriation of accounts, treasury management,

custody of funds, internal and external records, debt administration, statutory and tax

reports etc. the company also manages Inventory Funding as per the requirements of Toyota

Kirloskar machines (T.K.M).

OBJECTIVES:

Profit Maximization

Wealth Maximization

THE MAIN ACCOUNTING PROCESS THAT ARE PERFORMED IN VIVA TOYOTA:

Payment to suppliers.

Purchasing invoice records.

Making the notes of payments received from clients.

Closing of receivable invoices.

TRAINING

Training is the process of increasing the abilities of the employees for the current and

also for the future jobs in the organization. Training helps the employee to increase his

capabilities and also helps the organization to extract the maximum from the employees.

Viva Toyota follows the training techniques of Toyota Kirloskar machines (T.K.M). Training is

given to fresh employees for a time period of 2-3 months.

The other training functions undertaken by Shodha/Viva Toyota are:

Product Training for Sales & Marketing Team and conduct online test for knowledge

development as per TKM.

Conducting Soft skill training to all Sales officers & Marketing Officers.

Record monthly update in T2S - Toyota Software on Sales Team Training of

Knowledge Index and Coverage Index levels.



Maintain training Management Information System of each individual.

INFORMATION TECHNOLOGY

Viva Toyota also gives a major importance to information technology by providing

systems and software to all the employees as per the requirements. Lease Line connectivity

to Toyota Server to access Toyota Software like I-Crop (Intelligent Customer Relation

Optimization Program), CTDMS (Centralized Toyota Dealer Management System), T2S

(Toyota Sales Society) related to Sales, Service, CRM & HR to update our dealer data.

INSURANCE

The next important department is insurance department. This department takes care

of the insurance of new cars and old cars.

MOTOR VEHICLE INSURANCE

At Toyota Insurance we understand that vehicle is a critical part of our life, so they

can offer us reliable and cost effective protection in case the unexpected happens. We can

choose from two levels of motor vehicle insurance cover:

Comprehensive

Third Party Liability

COMPREHENSIVE

Comprehensive Motor Vehicle Insurance policy provides for the replacement of

Toyota with a brand new one if it becomes a total loss, so long as it is less than 3 years old

and it has travelled less than 100,000kms.

In addition, Viva provide a Genuine Toyota parts replacement promise for Toyota

vehicles less than 5 years old and a Genuine Toyota Quality Repair Guarantee on all

authorized repairs, for as long as you remain the owner of the vehicle.

The following are some of the coverage points covered in comprehensive insurance:



Natural Calamity

Man Made Calamity

Personal Accidents

THIRD PARTY LIABILITY

The main difference between third party insurance and a comprehensive Toyota

insurance is that the comprehensive insurance includes all the coverage that the third

party insurance will provide. As a result, these policies protect you from the negative

effects of any kind of legal action taken against you by another person involved in the

accident. The coverage also includes damage to another person’s property.

Viva Toyota has coordination with all the bankers related to auto finance related

process. With this facility customers have a choice to choose according to their liking. Viva

Toyota also generates revenue by promoting various Auto Insurance products. Viva Toyota

maintains Coordination with Account Dept. for all the claim settlements and payout receipts

in time.

CUSTOMER RELATION

Customers are the base for any organization. Without customers no company can

exist in the business world. Knowing this Viva Toyota gives a vital importance to customer

satisfaction. It takes care that the customers are satisfied and a comfortable environment is

created right from the entry point. Viva Toyota interacts with the customers and collects the

feedback on post sales and post service. Management interacts timely with the concerned

department in satisfying the customer and increasing the sales of the company. It also

organizes customer meets to know about which level customers are satisfied with the

services rendered by Viva Toyota. Management believes in the following:


Performance – Expectations = Customer Satisfaction


RETAIL FINANCE

All the financial activities are under the direct control of executive director. Chief

Accountant Officer is in-charge of all money transition in each department. The team of

finance and accounts record each and every transaction with the help of Management

Information System. This department also deals with financial and budgetary control,

accounting of expenditure on works, costing of services and operation of facilitate cost

control, property, lease infrastructure, cost of stock, payment of salary, managing funds,

incentives and remuneration preparation of budget, appropriation of accounts, treasury

management, custody of funds, internal and external records, debt administration,

statutory and tax reports, revenue generation by auto finance related process.

OBJECTIVES:

Profit Maximization

Wealth Maximization

The main accounting process that are performed in Viva Toyota:

Payment to suppliers

Purchasing invoice records.

MARKETING

According to American marketing association, marketing is the performance of the

business activities the direct the flow of goods and services from the producer to

customer or the user. Marketing involves all the activities involved in the creation of

place, time and pos-session utilities. Marketing is a process of making goods means cars

useful to the society.



It can be used as:

A concept (understanding needs and responding)

A process

A function (analyzing market opportunities, planning, implementation, control etc)

A series of techniques (a blend of behavior and management science)

In Toyota, marketing is come under sales department, marketing is an important tool

for sales otherwise it leads to failure. Advertisements, Displays are some of the tools of

marketing. And some special schemes and discounts offered by Toyota are some of the

normal techniques used to attract the customers.

Marketing also include test driving this helps the customers to know about the car

and its mileage etc and also the facilities and features of the car. Through marketing, the

sales executive develops a good contract between the customers this helps to buy cars

from Toyota again; goods contact between the companies. This helps to the success of

the company.

Marketing in Toyota focuses on car sales and services. It deals with display of cars

also. The main aim of Indus is to satisfy and delight the customers. It surrounded by

needs of a customer, focuses on delivering value to the customer. Modern marketing

concept helps to study the needs, desires and preferences of customers. In Toyota

customers are king. The two main objectives of modern marketing concepts are

customer satisfaction and profit maximization.

HUMAN RESOURCE MANAGEMENT

For any organization human resource plays a major role in making the company

successful and helps to develop the organization. Viva Toyota treats the human resource

as its major sector and tries to develop it. Viva Toyota is highly successful in management

its productive human asset. Mutual understanding between the management and



workers is appreciable in of the matter of the attainment of company’s ultimate goal.

Viva Toyota looking is a forward looking organization, committed to identify, train,

develop and sustain its human resource in such a manner so as to integrate the

individual career aspiration of its executives with the fulfillment of the objectives.

Towards this, Viva Toyota accepts basically that of fair, equitable and performance

oriented policy with respect to its human resource.

The principal component of an organization is its human resource. So managing

human resources efficiently and effectively is the important function of an HR

Department.

RECRUITMENT AND SELECTION

Recruitment is process of searching the candidates for employment and

stimulating them to apply for jobs in the organization. After having determined the

number and kinds of personnel required the personnel manager of the organization

proceeds with the identification of the source of recruitment and finding suitable

candidates for employment. Viva Toyota use both internal and external source of

recruitment according to the nature of the post vacant.

Selection involves a series of step by which candidates are screened for choosing

the most suitable person for vacant post. The process of selection leads to employment

of person who process the ability and qualification to perform the job which leave fallen

vacant in the organization. It divide the candidate for employment in to two categories

namely those who will be offered employment and those who will not be, this process

should be called rejection.

Training and Development:

After newly appointed employees have joined the organization the next phase of



program is to impart necessary training to them. The need for the training arising in the

company due to changing technology, quality conscious customers, greater productivity

stable work force, increased safety and better management. Viva Toyota follows the

training techniques of Toyota Kirloskar machines (T.K.M). Training is given to fresh

employees for a time period of 2-3 months.

PERFORMANCE APPRAISAL:

People differ in their abilities and aptitudes. These difference are natural to

great ex-tend cannot be eliminated even by giving the same basic education and

training to them. The basic purpose of performance appraisal is an employee is

observed by his supervisor at the time of work.

AWARDS AND ACHEIVEMENT:

“BEST NEW DEALER” in the year 2001

First Toyota dealer to be awarded ISO 9001:2000 certified by RWTUV Germany in

the year2002

Best dealer in TDMS in 2002

Best dealer in customer service at all India level in 2003-04 and 2006

Best dealer in C- category in 2008

Triple star dealer rating at all India level in 2008 and 2009

PROGRAMMES CONDUCTEDBY THE ORGANISATION:

Blood donation camps

International women’s day celebration

Medical check-up

Dealer foundation day



Annual day

Traditional day

EMPLOYEE DELIGHT PROGRAMME:

“SANTHE”

Essential asset user scheme

Employee common fund

Canteen facilities

Team building activities

Family get-together

RECRUITMENT AND SELECTION PROCESS IN VIVA TOYOTA

Recruitment refers to the process of attracting, screening, and selecting qualified

people for a job. For some components of the recruitment process, mid and large-size

organizations often retain professional recruiters or outsource some of the process to

recruitment agencies.

The importance of having a structured recruitment is to hire the right person to

the right job efficiently, and this in turn will reduce the cost of wrong hiring. Below are

the structured recruitment steps.

Manpower Planning

Man power planning in Human Resource Management is a core factor.

To meet the business requirements, the sufficient manpower should be recruited

to meet the business targets.

The requirement of manpower will be discussed and arrived with the each

Department Heads based on the job description.



Total Business Target will be divided by multi department based on the business

support and to comply / meet the common goal with multi job description, the

requirement of team for each department will be finalized with Technical & Non

Technical members.

Sourcing Candidate

Sourcing of candidates through various sources like:

Paper Advertisement,

TV Scroller Advertisement

Manpower Consultants

Direct Walk-Ins / CV through e-mail to recruitment team

Employee Referrals

Campus Recruitment

Job Portals

Screen the Candidates

The candidates will not have any criminal background. The candidates will not

have any physical disability which prevents or hinders him/ her from performing the task.

But if the disability is not related to the responsibility which is being selected for, such

candidates may be given preference.

Age: The candidate will be of a minimum age of 18 years, completed as on the

date of recruitment

Experience: An experience person will add value to the system. However a fresher

with relevant qualification can also be hired

Appearance: Presentable in front of a customer who is well groomed (Though

primarily there is no criteria for a candidate‘s appearance, thought should be



given to the type of person, however they should not appear overweight and look

uncomfortable while working or in working apparel, should appear healthy, bright

and hygienic.)

Health: To ensure safety for the dealership and their staff, keeping in mind the

type of efforts required for housekeeping cleaning physical and maintenance

responsibilities, candidates will have to declare themselves free of any diseases at

the time of joining or in relevant cases, even with a history.

Candidates with history or inclination of anti–establishment activities, trade union

association, political affiliation, holding public or government association membership

are strictly not recruited at any level of the company and a distinguishable marking is

made on his /her resume for future reference

Post screening, candidates has to be asked to fill the employment application form.

Short-List of Candidates

Sales Related staff has to be given Test on Psychometric & Analytical. If they could

score 85% on Psychometric & 9 points on Analytical will be qualified for next level of

interview.

For support staff an IQ test will be conducted to understand his IQ level before

preceding the next level of interview.

Final Selection of Candidates

To Finalize Team leader & Supervisory level candidate a Panel comprising of HR,

Function Head /CEO / DP should take interview and arrive decision post interviewing a

set of candidates who can be fit for our organization who can add value to system etc.,

Releasing Offer Letter



Based on the position budget and current cost of the candidate, organization will

decide the affordable value which will be communicated to the candidate after collecting

necessary supporting like his current salary / position proof details.

The offer letter will consists of Offered Position, Date on which he is expected to

Join and what is the offer Salary and what are all the documents are required to bring at

the time of reporting for duty.

Joining Formalities

On the day of joining, a Joining kit will be issued to him which contents of all

Statutory and benefits forms which need to be filled by the employee. Provision will be

made and available to the new joiners like Uniform, Basic Stationery and Job description.

PROCESS OF RECUITMENT AT VIVA TOYOTA:

The HOD and the manager first find the vacant position in the company and try to

find the right person for the right job at right time. Later the management finds number

of vacant positions in the company. After finding number of vacant positions the

management raises a requisition for man power duly approved by the HOD or authorized

manager.

Process of Recruitment at VIVA TOYOTA

Determine the Vacant position (By the HOD, Manager and TL)

Determine the No of positions Vacant

Raise a requisition for Manpower (Duly approved by HOD or Authorised managers)



Analysis of the manpower being initiated by the HR Department (according to the policy of TKM)

Response from the respective HR personnel (as per the analysis)

Start with sourcing/Decline the requisition (as per the approval from higher authority)

FLOW OF INTERVIEW SCHEDULES

Screening thru HR personnel

Discussion with TL (if necessary)

Discussion with HOD’s or Manager (Mandatory)

Discussion with MD (if necessary)



Shortlisted

Discussion with HR (Salary negotiation)

Selected Rejected

On-Boarding



REVIEW OF LITERATURE

RECRUITMENT:

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. Training consists of a range of processes

involved in making sure that job holders have the right skills, knowledge and attitudes

required to help the organization to achieve its objectives. Recruiting individuals to fill

particular posts within a business can be done either internally by recruitment within the



firm or from external sources in order to recruit the employees. There are two types of

recruitment one is internal recruitment and the external recruitment.

The Recruitment and selection process consist of six stages:

Stage- 1: Agree to vacancy to be filled

Stage -2: Job analysis

Stage -3: Attracting a field of candidates

Stage -4: Sorting candidates

Stage -5: Selection interviews

Stage -6: Finally to organization

It is important to appreciate that recruitment is a continuous process because of:

Changes in business requirements (e.g. new products, markets, expanded

operations)

Changes in business location (a relocation often triggers the need for substantial

recruitment)

Promotions

FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment:-

1) INTERNAL FACTORS

Recruiting policy

Temporary and part-time employees

Recruitment of local citizens

Cost of recruitment

Company’s growth and expansion



2) EXTERNAL FACTORS

Supply and Demand factors

Unemployment Rate

Political and legal considerations

Social factors

Economic factors

Technological factors

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 endeavours.

SOURCES OF RECRUITMENT



The sources of recruitment may be broadly divided into two categories: internal

sources and external sources. Both have their own merits and demerits. Let’s examine

these.

Internal Sources

Persons who are already working in an organization constitute the ‘internal

sources’. Retrenched employees, retired employees, dependents of deceased employees

may also constitute the internal sources. Whenever any vacancy arises, someone from

within the organization is upgraded, transferred, promoted or even demoted.

External Sources

External sources lie outside an organization. Here the organization can have

the services of : (a) Employees working in other organizations; (b) Jobs aspirants

registered with employment exchanges; (c) Students from reputed educational

institutions; (d) Candidates referred by unions, friends, relatives and existing employees;

(e) Candidates forwarded by search firms and contractors; (f) Candidates responding to

the advertisements, issued by the organization; and (g) Unsolicited applications/walk-ins.

METHODS OF RECRUITMENT

The following are the most commonly used methods of recruiting people.

INTERNAL METHODS

1. Promotions and Transfers

This is a method of filling vacancies from within through transfers and

promotions. 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

badly 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.

2. 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 without looking for greener pastures outside.

3. 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.

EXTERNAL (DIRECT) METHODS

1. Campus Recruitment

It is a method of recruiting by visiting and participating in college campuses and

their placement centers. 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 method include: the placement centre

helps locate applicants and provides resumes to organizations; applicants can be pre-

screened; 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.).

INDIRECT METHODS

1. Advertisement

These include advertisements in newspapers; trade, professional and technical

journals; radio and television; etc. in recent times, this medium has become just as

colourful, 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.

THIRD PARTY METHODS

1. 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, Bobble 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 recruiters.

2. 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 non-agricultural

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.

3. 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.

4. 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.

5. 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.

6. 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

7. 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.

8. 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.

9. 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.

Modern day recruitment practices include implementation of

Six Sigma

HR score card

Career planning

Recreational activities

Training

HRIS

Internal recruitment

This refers to the filling of job vacancies from within the business –where existing

employees are selected rather than employing some one from outside. A business might

decide that it already has the right people with the right skills to do the job, particularly if

its training and development programmers have been effective.

How is it done?

Internal vacancies are usually advertised within business via a variety of media:

staff notice boards

intranets

In-house magazines/newsletters (for example, Map major publishing business)

have a weekly staff magazine devoted solely to advertising jobs within the

organization.

Staff meetings.

Advantages of internal recruitment:



Gives existing employees greater opportunity to advance their careers in the

business.

May help to retain staff that might otherwise leave.

Requires a short induction training period.

Employer should know more about the internal candidate’s abilities.

Usually quicker and less expensive than recruiting from outside.

Disadvantages of internal recruitment:

Limits the number of potential applicants for a job.

External candidates might be better suited /qualified for the job.

Another vacancy will be created that has to be filled.

Existing staff may feel they have the automatic right to be promoted, whether or

not they are competent.

External Recruitment

This refers to the filling of job vacancies from outside the business (contract with

internal recruitment).Most businesses engage in external recruitment fairly frequently,

particularly those that are growing strongly, or that operate in industries with high staff

turnover.

Employment/recruitment agencies

These businesses specialize in recruitment and selection .They often specialize in

recruitment for specific sectors(e.g. finance travel, secretarial).They usually provide a



shortlist of candidates based on the people registered with the agency. They also supply

temporary or interim employees.

The main advantages with using an agency are the specialist skills they bring and

the speed with which they normally provide candidates. They also reduce the

administrative burden of recruitment. The cost is the high agency fees charged often up

to 30% of the first year wages of anyone employed.

Head-hunters/Recruitment consultancies

“Up market” recruitment agents who provide a more specialized approach to the

recruitment of key employees and /or senior management. They tend to “approach”

individuals with a good reputation rather than rely on long lists of registered applicants –

often using privileged industry contacts to draw up a short list. The cost of using a head-

hunter or recruitment consultant is high.

Job centres

Government runs agency-good for identifying local candidates for relatively

straightforward jobs .The job centre service is free to employers and is most useful for

advertising semi skilled, clerical and manual jobs.

Government funded training schemes

There is a variety of government funded schemes that provide potential recruits,

including the new deal and modern apprenticeships. The advantage of these schemes is

that government funding lowers the cost of employment and the business can get to



know the employee before committing for the long-term. However, relatively few

employment requirements are covered by these schemes.

Advertising

Probably the most common method used in the recruitment. Advertising allows

the employer to reach a wider audience. The choice of advertising media (e.g. national

newspaper, internet, specialist magazine etc) depends on the recruitment for the advert

to reach a particular audience and crucially, the advertising budget.

THE PROCESS OF SELECTION

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.

Fig: process of selection

Reception

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 favourable 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

1. It introduces the candidate to the company in a formal way.



2. It helps the company to have a cross-comparison of the applicants;

3. It can serve as a basis to initiate a dialogue in the interview.

Selection Testing

In this section i.e. selection test or the employment test that attempts to asses

intelligence, abilities, personality trait, performance simulation tests including work

sampling and the tests administered at assessment centers- followed by a discussion

about the polygraph test, graphology and integrity test.

A test is a standardized, objective measure of a person’s behavior, performance or

attitude. It is standardized because the way the tests is carried out, the environment in

which the test is administered and the way the individual scores are calculated- are

uniformly applied. It is objective in that it tries to measure individual differences in a

scientific way giving very little room for individual bias and interpretation. Over the years

employment tests have not only gained importance but also a certain amount of

inevitability in employment decisions. Since they try to objectively determine how well

an applicant meets the job requirement, most companies do not hesitate to invest their

time and money in selection testing in a big way. Some of the commonly used

employment tests are

Intelligence tests

Aptitude tests

Personality tests

Achievement tests

Miscellaneous tests such as graphology, polygraph and honesty tests.

Selection interview:



The candidates selected in the selection interview are interviewed here and the

candidates are examined with the abilities whether they are suitable for the job or not.

Here the candidates are scrutinized on the basis of their market knowledge, previous job

experience, communication skills and other major aspects required for the job. The

candidates selected here are further sent to next level.

Medical test:

The candidates who have passed the selection interview are now sent to medical

test because the organization makes sure whether the health status of the candidate is

fit at the time of joining the job or not. Medical test is done to the candidate because

particular jobs in the organization need the medical fitness of the employee at the time

of joining.

Reference check:

Here the candidates are checked with the references i.e the company enquires

about the candidate with the reference number provided by the candidate. Even it is

done even by consulting the college of the candidate and also by contacting the known

ones.

Hiring decision:

After enquiring about the candidate thoroughly the decision of hiring the

candidate or not is taken by the management. After taking the decision only it is made

clear to the candidate that he has been selected as an employee. Because the decision

taken by the management stands as final and any wrong decision in this context will cost

the management. Once the hired employee cannot be removed easily.

And hence in this way an organization employs any candidate.



REASERCH METHODOLOGY



RESEARCH METHODOLOGY

Research is a scientific and systematic search for pertinent information on a

specific topic. Research is an art of scientific investigation. “Research comprises defining

and redefining problems, formulation hypothesizer suggested solutions, collecting,

organizing and evaluating the data, making deductions and reaching conclusions and at

last carefully testing the conclusions to determine and at last carefully testing the

conclusions to determine whether they fit the formulating hypothesis”.

-By CLIFFORD WOOD

Methodology means “a procedure designed to the extent to which it is

planned and evaluated before conducting the inquiry and the extent to which the method

for making decisions is evaluated”.

-By DHONDYAL



NEED FOR STUDY

The main objective of the study is:

To know about the recruitment and selection process.

To study the H.R policies and the functioning of H.R departments.

To study how the vacancies are cleared and on what basis the candidates are

selected fora particular job.

To identify and suggest measures for the improvement of the recruitment

programs.

To study about the recruitment strategies.

To evaluate the recruitment management programs.



OBEJCTIVES

To study the recruitment and selection procedure in VIVA TOYOTA

To know how the new candidates are recruited and placed in VIVA TOYOTA

BANGLORE

To streamline the recruitment process to ensure that we always hire the right

people for the right job at right time

To know how better VIVA TOYOTA maintains its employees.

To know the latest recruitment strategies framed by the company based on the

employee requirements.



SCOPE OF STUDY

The scope of the study is confined to the following process like procedure followed

for recruitment and to identify the various factors that companies undertake prior to the

recruitment process.

To study how the companies establish a fit between their business strategy and

recruitment strategy.

To analyze the recruitment policy of the organization.

To provide a systematic recruitment process.

DATA COLLECTION METHODS

Data collection is a process of obtaining valuable and reliable information for the

purpose of research.



The data was collected mainly by the following methods:

1. PRIMARY DATA

a. Questionnaire

Questionnaire method is one of the common methods where a questionnaire

is submitted across people and they are asked to fill it with his /her opinions .The

questionnaire consists of both open ended and closed type of questions. Questionnaire has

been prepared which has got filled up by the Axis employees of companies this has followed

by short interview by HR manager is taken to gather additional information.

b. Interviews

Interviews were conducted to collect the opinions of the senior managers

regarding the recruitment process. A short interview is taken with HR manager to gather

information.

2. SECONDARY DATA

Availability of secondary data in the form of journals, manuals and books on recruitment

were used as secondary data.



DATA ANALYSIS AND

INTERPRETATION



RECRIUTMENT AND SELECTION PROCESS QUESTIONAIRE: VIVA TOYOTA

1. Since how many years have you been working with this organization? ( )

(a) 1-2 years (b) 2-3 years (c) 3-4 years

OPTIONS NUMBER OF RESPONDENTS PERCENTAGE

1-2 years 20 100

2-3 years 0 0

3-4 years 0 0

TOTAL 20 100

NUMBER OF RESPODENTS



A(100) B(0) C(0)0

10

20

30

40

50

60

70

80

90

100

Series1

INTERPRETATION:

100% employees are being working with Viva Toyota in the span of 1-2 years.

Viva Toyota maintains fresh employees.

2. Are you happy with your company’s recruitment process? ( )

(a) Yes (b) no

NUMBER OF RESPODENTS

OPTION NO OF RESPONSENTS PERCENTAGE

YES 20 100

NO 0 0



TOTAL 20 100

A(100) B(0)0

10

2030405060

70

8090

100

Series1

INTERPRETATION:

100% of the employees are happy with the recruitment process of Viva Toyota. Viva Toyota maintains a better recruitment process.

3. How did you come to know about openings in your organizations? ( )

(a) Friends (c) internet

(b) News papers (d) others

OPTION NO OF RESPONDENTS PERCENTAGE

FRIENDS 18 90

INTERNET 1 5

NEWS PAPERS 0 0

OTHERS 1 5



TOTAL 20 100

A(90) B(5) C(0) D(5)0

10

20

30

40

50

60

70

80

90

Series1

INTERPRETATION:

90% came to know about the company openings through their friends only. Some of the employees (5%) came to know from the advertisements in news papers and through other mediums. We can say that most of the employees are referred by the employees.

4. What is the motive behind choosing the job in this company? ( )

(a) Salary (b) Knowledge Gaining

(c) Work Environment (d) Career Growth


SALARY 0 0

KNOWLEDGE GAINING 2 10



WORK ENVIRONMENT 5 25

CAREER GROWTH 13 65

TOTAL 20 100

A(0) B(10) C(25) D(65)0

10

20

30

40

50

60

70

Series1

INTERPRETATION:

65% of employees chose Viva Toyota as chance to develop their career. 25% of the employees chose Viva Toyota for its working environment and the rest of the employees (10%) for developing their knowledge. Viva Toyota gives more importance to the career growth of the employees.

5. Does the organization clearly define the position objectives, requirements and candidate specifications in the recruitment process? ( )

(a) Yes (b) No


YES 18 90

NO 2 10



TOTAL 20 100

INTERPRETATION:

90% of the employees said that the organization clearly defines the objectives, requirements and the job specification in the recruitment specifications.

6. According to you, which quality of a person should be given more importance while recruiting? ( )

(a) Marketing knowledge (c) Communication skills

(b) Experience (d) All the above


MARKETING KNOWLEDGE 0 0

COMMUNICATION SKILLS 1 5

EXPERIENCE 0 0


A(90) B(10)0

10

20

30

40

50

60

70

80

90

Series1


ALL THE ABOVE 19 95

TOTAL 20 100

A(0) B(5) C(0) D(95)0

10

20

30

40

50

60

70

80

90

100

Series1

Interpretation:

95% of the employees feel an employee needs an all round knowledge in order to recruit a person into a company.

7. When does your company usually recruit candidates? ( )

(a) Annually (b) Quarterly

(c) Half- Yearly (d) Whenever Required


ANNUALLY 0 0

QUARTERLY 0 0



HALF-YEARLY 0 0

WHENEVER REQUIRED 20 100

TOTAL 20 100

A(0) B(0) C(0) D(100)0

10

20

30

40

50

60

70

80

90

100

Series1

INTERPRETATION:

Viva Toyota performs recruitment and selection process whenever the company needs the want of employees rather than performing at regular intervals.

8. Did you fully know about the company policies before joined in this company? ( )

(a) Yes (b) no


YES 16 80

NO 4 20

TOTAL 20 100



A(80) B(20)0

10

20

30

40

50

60

70

80

Series1

INTERPRETATION:

80% of the employees know about the company’s policies and rules before

joining into the company this shows the transparency of the company in defining the

rules and regulations of the company.

9. What should be the best recruitment sources according to your preference? ( )

(a) Internal Recruitment (b) External Recruitment (c) Both


INTERNAL RECRUITMENT 3 15

EXTERNAL RECRUITMENT 0 0

BOTH 17 85

TOTAL 20 100



A(15) B(0) C(85)0

10

20

30

40

50

60

70

80

90

Series1

INTERPRETATION:

Viva Toyota depends on both internal and external recruitment in recruiting the employees. This helps the company in selecting the qualitative candidates and also makes a pathway in developing the company.

10. What type of recruitment process does your company follow usually? ( )

(a) Campus Recruiting (b) Walk-In Interviews

(c) Employee Referral (d) All the above

(e) Both B and C


CAMPUS RECRUITMENT -- 0

WALK IN INTERVIEWS 03 15

EMPLOYEE REFERRAL 07 35

ALL THE ABOVE 03 15

BOTH B AND C 07 35

TOTAL 20 100



A(0) B(15) C(35) D(15) E(35)0

5

10

15

20

25

30

35

Series1

INTERPRETATION:

35% of the employees felt the company followed both walk in interview and employee referral. 15% employees felt the company followed all types of recruitment process in the organization.

11. How did you feel when you were facing the interview? ( )

(a) Confident (b) Tensed

(c) Stress (d) Relaxed


CONFIDENT 18 90

TENSED 0 0

STRESS 0 0

RELAXED 2 10

TOTAL 20 100



A(90) B(0) C(0) D(10)0

10

20

30

40

50

60

70

80

90

Series1

INTERPRETATION:

90% of the employees felt confident while facing the interview and 10% of the employees felt relaxed while giving the interview. So we can conclude that the interview process in Viva Toyota is easy to face.

12. How many rounds involved in interview process? ( )

(a) Two (b) Three (c) More than Three


TWO 10 50

THREE 6 30

MORE THAN THREE 4 20

TOTAL 20 100



A(50) B(30) C(20)0

5

10

15

20

25

30

35

40

45

50

Series1

INTERPRETATION:

In Viva Toyota there are only two rounds involved in an interview process. The company reduces the cost of recruiting by reducing the rounds in interview. The reduced cost can be invested in areas of development.

13. What interview technique does your company follow? ( )

(a) Panel Interview (b) Single Man Interview


PANEL INTERVIEW 6 30

SINGLE MAN INTERVIEW 14 70

TOTAL 20 100



A(30) B(70)0

10

20

30

40

50

60

70

Series1

INTERPRETATION:

70% of the employees say that Viva Toyota follows single man interview and hence reducing the cost of recruitment process.

14. How many people are been selected out of those interviewed? ( )

(a) Depends On Companies Requirement (b) Depends On Candidates Abilities


DEPENDS ON COMPANIES

REQUIRNMENT.

3 15

DEPENDS ON CAND. ABIL. 17 85

TOTAL 20 100



A(15) B(85)0

10

20

30

40

50

60

70

80

90

Series1

INTERPRETATION:

85% of the employees say that the recruitment is based on the capabilities of the employees. 15% feel that the company depends on its requirements.

15. Would you refer Viva Toyota to your known ones? ( )

(a) yes (b) may be


YES 17 85

MAY BE 3 15

TOTAL 20 100



A(85) B(15)0

10

20

30

40

50

60

70

80

90

Series1

INTERPRETATION:

85% of the employees are ready to refer Viva Toyota to their known ones. This shows that the employees are happy with the company.

16. Do you get recognized for referring your friend in Viva Toyota? ( )

(a) Yes (b) No


YES 19 90

NO 1 10

TOTAL 20 100



A(90) B(10)0

10

20

30

40

50

60

70

80

90

Series1

INTERPRETATION:

90% of the employees say that they are recognized for referring their known ones to Viva Toyota.

17. Any suggestions for improving recruitment process in your organization?

All the employees are happy with the recruitment process of the company. The company has to take measures in speeding up the recruitment process.

18. How do you feel the questionnaire was? ( )

(a) As per the policy

(b) Were you able to give your personal opinion?

(c) Was the questionnaire up to the mark?




OPTION A 17 85

OPTION B 3 15

OPTION C 0 0

TOTAL 20 100

A(85) B(15) C(0)0

10

20

30

40

50

60

70

80

90

Series1

INTERPRETATION:

85% of the employees feel the questionnaire was according to the policy of the company while 15% of the employees were able to give their personal opinion and the rest felt that questionnaire was up to the mark.



FINDINGS AND CONCLUSION



FINDINGS:

Almost all the employees in the organization are employed between 1-2 years.

All the employees of viva Toyota are 100% happy with its recruitment and

selection process.

In my research I found that 90% of the candidates came to know about the

openings through employee referral and 5% of the candidates came to know

through newspapers, 5% of the candidates came to know through other sources.

According to my study I found that 65% of the employees chose Viva Toyota as a

medium of their career development and 25% chose for the work environment of

Viva Toyota.

In my study I found that the company defines the job description and job

specifications to the employees, helping them to work better.

Viva Toyota gives importance to all qualities like knowledge of market,

communication skills and experience of the candidate while recruiting him/her in

the company.

Viva Toyota recruits employees whenever the company requires the human

resources.

According to my study I found that 85% of the employees preferred for both

internal and external recruitment.

In my study I found that Viva Toyota gives preference to all types of recruitment

process (campus recruiting, Walk-In Interview, employee referral, advertising).

According to my study I found that the candidates felt very relaxed and confident

at the time of interview.

I found that in Viva Toyota there are two rounds while interviewing a candidate.

In study I found that company recruits the candidates based on the abilities of the

candidates (marketing knowledge, communication skills, experience).



According to my study 85% of the employees are ready to refer their known ones

to the company.

I found all the employees were able to give their personal opinion.

SUGGESTIONS:



The recruitment and selection process in Viva Toyota is good. The following

suggestions are made to develop the recruitment and selection process in Viva Toyota:

Candidates applying for the jobs in Viva Toyota came to know mostly from their

friends. If the company advertises about the opening in the company through

other mediums then the man power can be increased in Viva Toyota.

While giving the interview the candidates felt relaxed and confident. The company

can make the interview process little complex to test the real ability of the

employee.

CONCLUSION:

In my study I found that the recruitment process is done with specific parameters

and mainly the ability of the candidate is given the first preference. The candidates



applying for the job in the company comes to know about the openings through the

employee referral. The company recruits the employees through both internal and

external recruitment sources. Viva Toyota scrutinizes the candidates in different rounds.

The company recognizes the services given by the employees for the company by

awarding them cash reward and gift rewards and motivates the employee work even

better. Viva Toyota gives importance to the ability of the candidate (marketing

knowledge, communication skills, experience) while selecting the candidates. The

candidates felt very confident and relaxed while giving interview. While selecting the

candidate Viva Toyota gives importance to market knowledge, communication skills and

experience of the candidate in the respected field. The employees are ready to refer

their known ones to the company and they are rewarded by the management.

The employees chose Viva Toyota for their career development and the work

environment of Viva Toyota. Viva Toyota maintains good employee relation by

conducting various recreational activities and giving them preferences by awarding them

for their activities.



ANNEXURE

RECRIUTMENT AND SELECTION PROCESS QUESTIONAIRE: VIVA TOYOTA

NAME OF THE EMPLOYEE : _____________________________

DESIGNATION OF THE EMPLOYEE: _____________________________



1. Since how many years have you been working with this organization? ( )

(a) 1-2 years (b) 2-3 years (c) 3-4 years

2. Are you happy with your company’s recruitment process? ( )

(b) Yes (b) no

3. How do you come to know about openings in your organizations? ( )

(a) Friends (c) internet

(b) News papers (d) others

4. What is the motive behind choosing the job in this company? ( )

(a) Salary (b) Knowledge Gaining

(c) Work Environment (d) Career Growth

5. Does the organization clearly define the position objectives, requirements and

candidate specifications in the recruitment process? ( )

(a) Yes (b) No

6. According to you, which quality of a person should be given more importance while

recruiting? ( )

(a) Marketing knowledge (c) Communication skills

(b) Experience (d) All the above



7. When does your company usually recruit candidates? ( )

(a) Annually (b) Quarterly

(c) Half- Yearly (d) Whenever Required

8. Did you fully know about the company policies before joined in this company? ( )

(a) Yes (b) no

9. What should be the best recruitment sources according to your preference? ( )

(a) Internal Recruitment (b) External Recruitment (c) Both

10. What type of recruitment process does your company follow usually? ( )

(a) Campus Recruiting (b) Walk-In Interviews

(c) Employee Referral (d) All The Above

(e) Both b and c

11. How did you feel when you were facing the interview? ( )

(a) Confident (b) Tensed

(c) Stress (d) Relaxed

12. How many rounds involved in interview process? ( )

(a) Two (b) Three (c) More than Three

13. What interview technique does your company follow? ( )



(a) Panel Interview (b) Single Man Interview

14. How many people being selected out of those interviewed? ( )

(a) Depends On Companies Requirement (b) Depends On Candidates Abilities

15. Would you refer Viva Toyota to your known ones? ( )

(a) yes (b) may be

16. Do you get recognized for referring your friend in Viva Toyota? ( )

(a) Yes (b) No

17. Any suggestions for improving recruitment process in your organization?

Suggestions:

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

18. How do you feel the questionnaire was? ( )

(a) As per the policy

(b) Were you able to give your personal opinion?

(c) Was the questionnaire up to the mark?



BIBLIOGRAPHY

PRIMARY SOURCE:

1. Principles of Management

- By R.N.Gupta

2. Business Management



- By Reddy and Appanaiah

3. Human Resource Management

- By Dipak Kumar Bhattacharya

SECOND SOURCE:

1. www.google.com

2. www.wikipedia.com

3. www.scholar.google.co.in

4. www.slideshare.com


http://www.slideshare.com/

http://www.scholar.google.co.in/

http://www.wikipedia.com/

http://www.google.com/

recruitment and selection process viva toyota (project work)

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