Abstract: The recruitment and selection process is vital for shaping the quality of the workforce, boosting organizational efficiency, and ensuring long-term success. This study takes a closer look at Rane Madras Ltd., located in Puducherry, which is a well-established automotive component manufacturer under the Rane Group. The goal here is to evaluate how effective their recruitment and selection strategies really are. We want to dive into current HR practices, gauge employee perceptions, and suggest data-driven improvements that keep pace with the ever- evolving industry standards. To gather insights, we used a descriptive research design and distributed a structured questionnaire to 100 employees. We analysed their responses using percentage methods, Chi-Square tests, and One-Way ANOVA. The study uncovers some key challenges, like limited communication during the hiring process and a lack of digital integration. It also stresses the importance of employer branding, transparent hiring practices, and inclusivity. Additionally, it highlights the organization's dedication to quality, innovation, and sustainability factors that are crucial for attracting top talent. While Rane Madras Ltd. has a solid technical infrastructure and embraces Total Quality Management (TQM), the findings suggest there is stillroom for improvement in the recruitment process. By incorporating digital tools, enhancing candidate engagement, and focusing on diversity, they can make significant strides in employee retention, performance, and overall organizational growth. This study fills a gap in existing research by examining the long-term effects of recruitment practices on retention, development, and employee satisfaction specifically within the automotive manufacturing sector. Recommendations include establishing continuous feedback loops, encouraging internal mobility, and utilizing data analytics to make strategic hiring decisions.

Keywords: Recruitment, Selection Process, Employee Retention, Human Resource Management, Organizational Growth, TQM, Workforce Engagement.

| DOI: 10.17148/IARJSET.2025.125104