PREFACE

In present scenario it is true that we can obtain any information regarding

any matter or subject because of the availability of different sources like
books, journals, case studies, and also through internet .we read a lot of
principles, strategies, processes and different ways to do a piece of work but
a practical training or exposure teaches much more to us.
A management student can understand in better way the different types of
situations of management and market by a practical task. During their
training, students come to know that how the different decisions in different
situations are taken by responsible authority. Students get an opportunity to
integrate their knowledge and theoretical concepts with work assigned to
them.
In this report and attempt has been made to co-relate the theoretical aspect of
the formal procedure of HR activities.

NIYATI SHROTIYA
MBA IIIrd SEM

ACKNOWLEDGEMENT

No work can be done in vacuum; the accomplishment of this project would

have not been possible individually without the assistance and valuable
support from various sources.
I take opportunity to express my profound sense of gratitude and respect to
all those who helped me duration of this project.
I owe my thanks to my parents and my friends for their constant support and
encouragement during the work.
I wish to say thank from the bottom of my heart to (M.B.A Course
coordinator) and to Professor for providing me the opportunity to get the
practical experience. I also would like to thank to and all faculty members of
JAIPURIA INSTITUTE OF MANAGEMENT.

M.B.A for their co-

operation.

NIYATI SHROTIYA
MBA IIIrd SEM

DECLARATION

I, NIYATI SHROTIYA, hereby declare that the project carried out in the
Summer Internship Project on the topic RECRUITMENT AND
RETENTION PROCESS IN COCA-COLA is my original work and all
the information furnished is containing an authentic fact. This piece of work
is only being submitted to JAIPURIA INSTITUTE OF MANAGEMENT,
in partial fulfillment for degree of MBA. No part of this report has been
published or submitted to anybody or University for award or any other
Degree.

NIYATI SHROTIYA
MBA IIIrd SEM

OBJECTIVE OF THE PROJECT

The basic objective of the project undertaken will be as follows: -

To know the managerial satisfaction level about Recruitment and

Selection procedure.
To critically analyze the functioning of the recruitment and Selection
procedure.
Different method adopted towards employees trained them and how it
is followed.
To access the performance appraisal of COCA COLA LTD.
What factors are required to find out the training needs.
In changing scenario, what attributes are required in an individual.
To know the training procedures.
To critically analyse the functions of training.
To identify a new areas by which workers do their work more
effectively.
How company survives in competitive era with respect of competence
required in an individual.

RESEARCH METHODOLOGY

The purpose of the methodology is to describe the research procedure. This

includes overall research design, the sampling procedure, the data collection
method, and analysis
procedure. Out of total universe 15 respondents from coca-cola have been
taken for convenience. The sample procedure chosen for this are statistical
sampling method. Here randomly employees are selected and interviewed.
Information, which I collected, was based on the questionnaires filled up by
the sample employees. Under secondary method I took the help of various
reference books which I have mentioned in bibliography and also by way of
surfing through the company website.
Primary Data
Questionnaire: Corresponding to the nature of the study direct, structured
questionnaires with a mixture of close and open-ended questions will be
administered to the relevant respondents within the Personnel and other
Departments of the organisation.
Secondary Data

Organizational literature: Any relevant literature available from the

organisation on the Company profile, recruitment & selection procedures,
Job specifications, department-wise break up of manpower strength and the
organisational structure. Other Sources: Appropriate journals, magazines
such as Human Capital, relevant newspaper articles, company brochures and
articles on www sites will also be used to substantiate the identified
objectives.

Sampling Plan and Design

A questionnaire will be used for the purpose of research: Questionnaire: To
test the validity and effectiveness of the recruitment and selection
procedures within the organisation and to test th validity and effectiveness of
the policies and procedures within the organisation. The basic rationale of
Questionnaire is to ascertain the perception of the non-HR departments in
terms of the validity and effectiveness of the policies and procedures used by
the organisation. It is also in line with the assessment of any
suggestions/recommendations that the respondents from
these Departments might have in terms of the use of an alternative
source/device of recruitment and selection, than what already forms the
current practice of the HR Department.

Questionnaire would be

administered to 15 respondents, holding a senior designation within the

Personnel
Department of the organisation. It will also be administered to at least 15
respondents belonging to typical Departments within the organisation and
holding senior designations within their respective Departments. Sampling
Element For the purpose of administering the Questionnaire, the respondents
would comprise of personnel holding senior designations within the
Personnel Department of the organisation. The respondents for the
Questionnaire

will also be preferably being panel members of the

7

Recruitment & Selection Board of the organisation. The respondents would

comprise of personnel holding senior designations within certain typical
Departments
identified within the organisation, namely:
Stores
Finance Operations

COMPANY PROFILE

HISTORY OF COCA-COLA.

In May, 1886, Coca Cola was invented by Doctor John Pemberton a

pharmacist from Atlanta, Georgia. John Pemberton concocted the Coca Cola
formula in a three legged brass kettle in his backyard. The name was a
suggestion given by John Pemberton's bookkeeper Frank Robinson.

Birth of Coca Cola

Being a bookkeeper, Frank Robinson also had excellent penmanship. It was
he who first scripted "Coca Cola" into the flowing letters which has become
the famous logo of today. The soft drink was first sold to the public at the
soda fountain in Jacob's Pharmacy in Atlanta on May 8, 1886.
About nine servings of the soft drink were sold each day. Sales for that first
year added up to a total of about $50. The funny thing was that it cost John
Pemberton over $70 in expanses, so the first year of sales were a loss.
Until 1905, the soft drink, marketed as a tonic, contained extracts of cocaine
as well as the caffeine-rich kola nut.
Asa Candler
In 1887, another Atlanta pharmacist and businessman, Asa Candler bought
the formula for Coca Cola from inventor John Pemberton for $2,300. By the
late 1890s, Coca Cola was one of America's most popular fountain drinks,
10

largely due to Candler's aggressive marketing of the product. With Asa

Candler, now at the helm, the Coca Cola Company increased syrup sales by
over 4000% between 1890 and 1900.
Advertising was an important factor in John Pemberton and Asa Candler's
success and by the turn of the century, the drink was sold across the United
States and Canada. Around the same time, the company began selling syrup
to independent bottling companies licensed to sell the drink. Even today, the
US soft drink industry is organized on this principle.
Until the 1960s, both small town and big city dwellers enjoyed carbonated
beverages at the local soda fountain or ice cream saloon. Often housed in
the drug store, the soda fountain counter served as a meeting place for
people of all ages. Often combined with lunch counters, the soda fountain
declined in popularity as commercial ice cream, bottled soft drinks, and fast
food restaurants became popular.
On April 23, 1985, the trade secret "New Coke" formula was released.
Today, products of the Coca Cola Company are consumed at the rate of
more than one billion drinks per day.

11

LAUNCHING OF THE PRODUCTS.

In 1798 The term "soda water" first coined.

In 1810 First U.S. patent issued for the manufacture of imitation mineral
waters.
In 819 The "soda fountain" patented by Samuel Fahnestock.
In 1835 The first bottled soda water in the U.S.
In 1850 A manual hand & foot operated filling & corking device, first used
for bottling soda water.
In 1851 Ginger ale created in Ireland.
In 1861 The term "pop" first coined.
In 1874 The first ice-cream soda sold.
In 1876 Root beer mass produced for public sale.
In 1881 The first cola-flavored beverage introduced.
In 1885 Charles Aderton invented "Dr Pepper" in Waco, Texas.
12

In 1886 Dr. John S. Pemberton invented "Coca-Cola" in Atlanta, Georgia.

In 1892 William Painter invented the crown bottle cap.
In 1898 "Pepsi-Cola" is invented by Caleb Bradham.
In 1899 The first patent issued for a glass blowing machine, used to produce
glass bottles.
In 1913 Gas motored trucks replaced horse drawn carriages as delivery
vehicles.
In 1919 The American Bottlers of Carbonated Beverages formed.
In 1920 The U.S. Census reported that more than 5,000 bottlers now exist.
In Early 1920's The first automatic vending machines dispensed sodas into
cups.
In 1923 Six-pack soft drink cartons called "Hom-Paks" created.
In 1929 The Howdy Company debuted its new drink "Bib-Label Lithia Ted
Lemon-Lime Sodas" later called "7 up" invented by Charles Leiper Grigg.
In 1934 Applied color labels first used on soft drink bottles, the coloring was
baked on the face of the bottle.
13

In 1952 The first diet soft drink sold called the "No-Cal Beverage" a ginger
ale sold by Kirsch.
In 1957 the first aluminum cans was used.
In 1959 The first Diet Cola sold.
In 1962 The pull-ring tab first marketed by the Pittsburgh Brewing
Company of Pittsburgh, PA. The pull-ring tab was invented by Alcoa.
In 1963 The Schlitz Brewing Company introduced the "Pop Top" beer can
to the nation in March, invented by Ermal Fraze of Kettering, Ohio.
In 1965 Soft drinks in cans dispensed from vending machines.
In 1965 The resalable top invented.
In 1966 The American Bottlers of Carbonated Beverages renamed The
National Soft Drink Association.
In 1970 Plastic bottles are used for soft drinks.
In 1973 The PET (Polyethylene Terephthalate) bottle created.
In 1974 The stay-on tab invented, introduced by the Falls City Brewing
Company of Louisville, KY.
14

In 1979 Mello Yellow soft drink is introduced by the Coca Cola Company
as competition against Mountain Dew.

15

HISTORY OF COCA-COLA IN INDIA.

As an MNC of the globe, Coca-Cola is one of the largest soft drink company
in the world with its head quarters in Atlanta, U.S.A.?
Coca-Cola was not a new company for India, it was operating in India
since 70s but because of Jan Singh government anti foreign investment
policy, it has to close its operation in India. After 16 year of absence, it
returned in November 1993. Coca-Cola India has made significant
investment, plants, distribution system and marketing equipment.
During the past decade Coca-Cola system has invested more than $1
billion in India. It becomes country top international invested. Coca-Cola
directly employs approximately 8000 local people in India. It indirectly
creates employment for more than 15000 people in India. All the goods &
services required to produce and market Coca-Cola locally are made in
India.
Coca-Cola in India produces about 10 brands including different types
of product like Sun fill in collaboration with other FMCG companies.
Coca-Cola is endorsing different types of culture program as well in
India. Coca-Cola is also sponsoring the sports on India. Coca-Cola is
helping India to develop the culture and tradition of India.

16

Coca-Cola also participates an activity in the community activities in

India. The main aim of Coca-Cola India is to strive every day to refresh the
market place, preserve the environment and strengthen the communities
along with satisfying the communities along with satisfying the consumer of
India.
All the heard of their business is the trust consumer place in them.
They rightly expect, that coca-cola is managing their business according to
sound ethical principle that they are enhancing the health of their
communities and that they are using natural resources responsibility.
India with a population of more than 100 crores is potentially one of the
largest consumer markets in the world with urbanization and development of
economy. Tastes and interests of the people change according to the advance
nation.
Marketing is about winning this new environment. It is about
understanding what consumer wants and supplying it more efficiently and
more conveniently.
The consumer market may be identified as the market for product and
services that are purchased by individuals as household for their personnel
computation. Soft drink is a typical consumer product purchased by
individual primarily to quench their thirst and also for refreshment.

17

Different types of soft drinks are available in the market and more
and less contents of all soft drinks are same. The market of soft drinks is
facing a cutthroat competition and many companies are floating in the
market with their product with different brand name. In such a situation
different factors that influence the people choice for soft drink are taste,
quality, image easy availability and the product cost of advertisement. The
government of India has considered the soft drink industry as nonessential. As a result the excise duty levied by government on better soft
drinks is very high. A bottle of soft drink today cost Rs.6.00 the ultimate
consumer.
Thus in the country like India where more than 50% of total
population exist below poverty line, lots of consumer cannot afford such
price for soft drinks.
As a result the trading activity of soft drink industry concentrated in and
around those populations, whose purchasing power is considered
comparatively high.
Soft drink industries in India has an annual sale of about 6000 crores
with per capital consumption of soft drink at a low of nine bottle per annum
(even Pakistan has a per capital consumption of 16) in china and USA. It is
more than 800 bottle is due to price factor. With price of all products is
skyrocketing; soft drink at a rate of Rs.5.00 per bottle is very low.
18

So, marketing is both philosophy and technology, it is technology

because it suggests ways and means for effective production and distribution
of good and services in the market to give maximum satisfaction to the
consumer. The marketing manager is responsible for both determining and
suitability of goods and services presented by the company to the market and
also determining about potential market and make better relation with
retailer.
In the regard the marketing management will have to apply the
marketing technology in the conceptual philosophy of a system. It is the
process of system analysis in the marketing management for effective
research and can be systematic objective and exhaustive study of tasks
relevant to any problem in the field of marketing.

19

HISTORY OF SOFT DRINKS IN INDIA

Around 1948 the first branded soft drink came in Indian market. The soft
drink was named as Gold Spot before Coca-Cola entered the country to
dominate the scene in 1950s.
Parle exports (P.) Ltd., was the first Indian company to introduce a
lemon soft drink, this drink was known as Limca and it was introduced in
1970s However, before this they had introduced Cola Pepino, which was
withdrawn in face of tough competition from Coca-Cola.
In the year 1979 Coca-Cola left Indian market and this brought in an
opportunity to various Indian companies to show their caliber. At this time a
new Parle products introduced soft drink and Parle products introduced this
and this was named thumps-up. This was Coca-Cola drink, which had a
burnt sugar colour.
This drink was introduced with a mighty saying happy day are here
again. As if happy day went away with Coca-Cola. There was another
company named pure drinks, which introduced the soft drink named Campa
Cola along with orange and lemon flavor.

20

Just after this many more companies entered the Indian soft drink
market a sort drink named company Modern bakers have introduced double7. Another company, Mohan Meakins also came with Thrill, Rush

21

INTRODUCTION OF ORGANIZATION-BBPL

Brindawan Beverages Ltd. (B.B.P.L.) a bottling company was started

during the year 1986 in Bangalore due to the humble services Mr. S.N.
Ladhani, the Marketing Director of the company, with an initial capital of
Rs.25 Lacks B.B.L. has a franchise agreement with Parle Exports Pvt. Ltd.
for 10 years to manufacture and sell its products.
During November 1993, Parle Exports sold all its 60 franchises to
Coca-Cola India in order to compete with Pepsi. In the War B.B.L. has
undergone in the territory of Coca-Cola. The company is manufacturing and
selling Thumps Up, Coke, Limca, Fanta, Mazza, and Kinley Soda for
Bareilly franchise. This is also serving the nearby cities like Rampur,
Moradabad,

Badaun,

Haldwani, Shahjahanpur, Lakhimpur, Almora,

Chamoli, Pithoragrah, Nainital, Ranikhet etc.

M/s Brindawan Beverages Ltd. has its production unit, having
capacity of six hundred bottles per minute, located at Parasakhera Industrial
Area, its marketing office is located at Swaley Nagar, Bareilly. The storage
of filled bottles is done in the godown which is located next to the
production unit B.B.L. has 3 more bottling plants located at Barabanki,
Faizabad, and Hathras. All the activities are centralized from the head office
22

located at Bangalore. The director, marketing is the head of the organization

and incharge of all the administrative matter and General Manager,
Production is incharge of the production and takes care of the production
department.

23

LOCATION OF THE PLANT:

Bottling plant of Brindawan Beverages Ltd. is located at a distance of
12 from Bareilly-Rampur highway i.e. (Parsakhera Industrial Area).

DISTRIBUTION AREA OF THE PLANT:

Wide areas of 12 district of Uttar Pradesh are being served by this

plant though its 85 distributors. Following are the districts covered by
Brindawan beverages PVT. Ltd. (B.B.L.)

Bareilly

Budaun

Rampur

Moradabad

Shahjahanpur

Nainital

Almora

Ranikhet

Chamoli

Lakhimpur

Pithoragarh

Haldwani

Various Brands sold under the seal of Brindawan Beverages Ltd.

Thums up

Coca-Cola (Coke)
24

 Limca

Fanta

Maaza

Kinley Water

Kinley Soda

Sprite

BBPL is also running 3 more plants located at Barabanki, Faizabad, Hathras

and the following brand and packs are being supplied from these above three
plants these are:

Maaza
Coke 1 liter

Thumps Up 1 liter.

25

26

PRODUCT PROFILE OF COCA-COLA.

COCA-COLA
Coca-Cola is the most popular and biggest-selling soft drink in history, as
well as the best-known product in the world. Created in Atlanta, Georgia by
Dr. John S. Pemberton, Coca-Cola was first offered as a fountain beverage
by mixing Coca-Cola syrup with carbonated water.

COCA-COLA
27

THUMS UP
Thums Up is a leading carbonated soft drink and most trusted brand in India.
Originally introduced in 1977, Thums Up was acquired by The Coca-Cola
Companyin1993. Thums Up is known for its strong, fizzy taste and its
confident, mature and uniquely masculine attitude. This brand clearly seeks
to separate the men from the boys.

THUMS UP

SPRITE
28

Introduced in 1960, Sprite is the world's leading lemon-lime flavored soft

drink. Sprite is sold in more than 190 countries and ranks as the No. 4 soft
drink

worldwide,

with

strong

appeal

to

young

people.

Millions of people enjoy Sprite because of its crisp, clean taste that really
quenches your thirst. But Sprite also has an honest, straightforward attitude
about things that sets it apart from other soft drinks. Sprite encourages you
to be true to who you are and to obey your thirst.

SPRITE

FANTA
29

A favorite in Europe since the 1940s, Fanta was acquired by The Coca-Cola
Company in 1960. Fanta Orange is the core flavor, representing about 70%
of sales, but other citrus and fruit flavors have their own solid fan base.

MAAZA
30

"Yaari-Dosti Taaza Maaza"

With the real fruit taste kids love, plus added calcium, Maaza's tagline,
"Yaari-Dosti Taaza Maaza" means "Friendship moments with fresh Maaza"
in Hindi.
Maaza was introduced in India in 1984 as a noncarbonated mango
fruit drink. It was acquired by The Coca-Cola Company in 1993 and is
currently available in three flavors, mango, pineapple and orange -- plus
added calcium.

MAAZA
LIMCA
31

This thirst-quenching beverage features a fresh, light lemon-lime taste and

fun-loving attitude. It's a home-grown, national treasure in India, where it
was acquired by The Coca-Cola Company in 1993. The product's
invigorating taste and cloudy look haven't changed, but the brand has been
revitalized with a new marketing campaign.

32

KINLEY WATER

Introduced in India in August 2000, Kinley is purified bottled water. In a

country where many people are concerned about reliable drinking water,
Kinley delivers a product that is safe and suitable for consumers.

Within ten months of its launch, Kinley had emerged as India's number two
packaged water and is currently the number three Coca-Cola product.

KINLEY WATER

PRODUCT RANGE:
33

Coca-Cola

200ml, 330ml, 300ml, 500ml, 1 liter, 1.5 liter, 2 liter

Thumps-Up

330ml, 300ml, 500ml, 1 liter, 1.5 liter

Limca

330ml, 300ml, 1 liter, 1.5 liter

Fanta

330ml, 300ml, 1 liter, 1.5 liter

Mazza

200ml

Sprite

330ml, 300ml, 1 liter, 1.5 liter

Diet Coke

330ml, 300ml, 1 liter, 1.5 liter

Kinley Soda

300ml

34

RECRUITMENT AND
RETENTION PROCESS

35

RECRUITMENT

All organizations are basically human organizations. They need people to

carry out the organizational mission, goals and objectives. Every
organization needs to recruit people .The recruitment policy should,
therefore, address itself to the key question; what are the personnel/human
resource requirement of the organization in terms of number, skills, levels
etc to meet present and future needs of production and technical and other
changes planned or anticipated in the next years.
Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the organization .To
recruit means to enlist, replenish or reinforce. It refers to the process of
bringing together prospective employees and employer with a view to
stimulate and encourage the former to apply for a job with the latter. The
primary purpose of recruitment and selection is to achieve one desired aim
i.e. picking the right person for the right jobs.
The recruitment process begins when an employee is to be transferred
or promoted to another post, notice of resignation or dismissal is given or
retirement is planned. The five keyways to develop top quality people:
Recruitment-getting the right people in the right job
36

 Developing people-through training & development.

Monitoring-to ensures long-term development and performance.
Developing Managers-ensuring that these key people are delivering what
the organization requires.
Managing for performance- techniques that ensure top quality
performance.

Factors Affecting Recruitment: -

In recruiting new employees management must consider the nature of labor

market, what sort of potential labor are available and how do look for works.
The factor affecting can be summed up under the following heads:

Labor Market Boundaries:- The knowledge of the boundaries help

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

Available Skills:- Companies must locate the areas where they can
find employees who fit the jobs according to their skills.
37

 Economic Condition: Economic conditions also affect recruitment.

Unemployment worker may swamp a new plan located in a depressed
labor market whereas a firm trying to establish it or to expand in an
area where a few qualified workers are out of wok has quite a
different recruitment problem.

Attractiveness of the Company: The attractiveness of the company

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

38

PROCESS OF RECRUITMENTS

SCOUTING

39

Recruitment begins by specifying the human resource recruitment, initiating

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

a) Decide on how many people you really need:

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

b) Analyzing the job:

Analyzing the job is the process of assembling and studying information
relating to all aspects of a particular post. Analysis is done to find
possible details about:
Purpose: Identify the aims and objectives of job and what the
employee is expected to achieve within department and company.
Position: The job title, its position in the hierarchy and for whom it is
responsible ought to be recorded. A sample organization chart may be
useful for this purpose.
40

 Main Duties: A list of key tasks may be written out; standards that
need to be reached and maintained must also be maintained. Methods
of recording, assessing and recording the key tasks must be
determined.
The work Environment: Study the physical and social environment in
which the work is out because the work environment influences the
quantity and quality of work.
c) Drafting a job description:
After job analysis is done, job description is made. Job description
describes the job. The job description

decides upon the exact

knowledge, skill and experience needed to do the job.

Job description must be drafted around these heading:
Job title
Responsible to
Responsible for
Purpose of job
Duties
Responsibility
Signature and date
d) Drawing of employee specification:
SELECTING
QUALIFIED
41
PERSONNEL

Employee specification is also known as job, person or personnel

specification. It lists the skills; knowledge and experiences required
doing the job successfully. Studying the description makes it. An
employee specification will help in deciding where to advertise what to
include in job advertisement to attach the right person. It is based upon:

Physical make-up

Attainment

Specific aptitude

Interest

Disposition

Circumstances

e) Evaluation future needs

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

f) Finding sources of recruitment:

The human resource requirement can be met from internal or external
sources.
HUMAN RESOURCE
PLANNING

RECRUITTING
REQUIRED
PERSONNEL

42

PLACING
SELECTED
PERSONNEL
ON JOBS

SEARCH FOR PROSPECTIVE

FINDING AND
EMPLOYEES:
DEVELOIPING SOURCES OF
a). DEVELOPING
POTENTIAL
TECHNIQUES
EMPLOYEES
b). ATTRACTING
CANDIDATES

INTERNAL SOURCES

TRANSFERING TO
NEW JOBS

PERSONNEL
RESARCH

JOB POSTING
EXTERNAL
SOURCES

EVALUATING
EFFECTIVENESS
OF
RECRUITING

UPGRADING IN
SAME POSITION

EXPERIENCE

PROMOTING TO HIGHER JOBS

EMPLOYEE REFERALS

PROVIDING INFORMATION
ADVERTISING

CLARIFYING
DOUBTS

43

SOURCES OF RECRUITMENT

Internal Sources

These refer to persons already employed in the organization. Promoting persons

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

Advantages of Internal Sources:

1. Filling vacancies for higher job by promoting employees from with in the
organization helps to motivate and improved the morale of the employees.
This induces loyalty among them.
2. Internal requirement has to minimize labor turnover and absenteeism. People
wait for promotion and the work force is more satisfied.
44

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

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

Disadvantages of Internal Sources:

1. There may be inbreeding, as fresh talent from outside is not obtained.
Internal candidates may not be given a new outlook and fresh ideas to
business.
2. Unsuitable candidates may not be promoted to positions of higher
responsibility because the choice is limited.
3. The employees may become lethargic if they are sure of time bound
promotion. There may be infighting among those who aspires for promotion
with in the organization.
4. Internal recruitment cannot be complete method in itself. The enterprise has
to resort to external recruitment at some stage because all vacancies cannot
be filled from with in organization.

External Sources
It refers to recruitment of employees from outside the organization. External
sources provide wide choice of the required number of the employees having the
desired qualification. It also provides the people with new ideas and specialized
45

skills required to cope with new challenge and to ensure growth of the
organization. Internal competitors have to compete with the outsiders. However,
existing employees resent the policy of filling higher-level vacancies from
outsiders. Moreover it is time consuming and expensive to recruit peoples from
outside. Recruitment from the outside may create frustration among the existing
employees that aspires for promotions. There is no guarantee that the organizations
will attract sufficient number of suitable candidates.
Advantages of External Sources:
1. The entry of fresh talent in to the organization is encouraged. New
employees bring new ideas to the organization.
2. External sources provide wider sources of personnel to choose from.
3. Requisite type of personnel having the required qualifications, training and
skill are available from the external sources.
Disadvantages of External Sources:
1. The enterprise can make the best selection since selection is made from
among a large number of applicants.
2. There is a greater decoration in employer- employee relationship, resulting
in industrial strikes, unrest, and lockouts.
3. The personnels selected from outside may suffer from the danger of
adjustment to the new work environment.
46

METHODS OF RECRUITMENT

All methods of recruitment can be put into three categories:

a) Direct method
b) Indirect method
c) Third-party method

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

b) Indirect Method:
They cover advertising in newspapers, on the radio, in trade and professional
journals, technical journals and brochures.

47

When qualified and experienced persons are not available through other
sources, advertising in newspapers and professional and technical journals in
made. Whereas all types of advertisements can be made in newspapers and
magazines, only particular types of posts should be advertised in the
professional and technical journals.
A well thought-out and planned advertisement for appointments reduces the
possibility of unqualified people applying. If the advertisement is clear and to
the point, candidates can assess their abilities and suitability for the position and
only those who possess the requisite qualifications will apply.
c) Third Party Method:
Various agencies are used for recruitment under these methods. These
include commercial and private employment agencies, state agencies, and
placement offices of schools, colleges and professional associations, recruiting
firms, management consulting firms, indoctrination seminars for college
professors, friends and relatives.

Employment Agencies:
They are specializing in specific occupation like general office help, salesman,
technical workers, accountants, computer staff, engineers and executives and
48

suitable persons available for a job. Because of their specialization, they can
interpret the needs of their clients and seek out particular types of persons.

State or Public Employment Agencies:

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

Executive Research Agencies:

They maintain a complete information records about employed executives and
recommend persons of high caliber for managerial, marketing and production
engineers posts. These agencies are looked upon as head hunters, raiders,
and pirates.

Trade Unions:

49

The employers to supply whatever additional employees may be needed often

call on Trade Unions. Unions may be asked for recommendations largely as a
matter of courtesy and an evidence of goodwill and cooperation.

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

Selection is the process of carefully screening the candidates to choose the most
suitable person for the job vacancies to be filled. Under it qualifications, training,
experience, and background of applicant are evaluated in the light of job
requirement. It divides the candidates into two categories namely,
a) Those who are employed
b) Those who are to be rejected.

A formal definition of selection is as following:

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

50

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

51

BARRIERS TO EFFECTIVE SELECTION

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

Fairness: Fairness is selection requires that no individual should be discriminated

against on the basis of religion, region, race or gender. But the low numbers of
women and other less-privileged sections of the society in middle and senior
management positions and open discrimination on the basis of age in job
advertisements and in the selection process would suggest that all the efforts to
minimize inequity have not been very effective.

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

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

friends and peers to select particular candidates. Candidates selected because of
52

compulsions are obviously not the rights ones. Appointments to public sector
undertakings generally take place under such pressures.

53

SELECTION PROCEDEURE

The selection procedure is concerned with securing relevant information about an

applicant. This information is secured in a number of steps and stages. The
objective of selection process is to determine whether an applicant needs the
qualification for a specific job and to choose the applicant who is most likely to
perform in that job.
The hiring procedures not a single acts but it is essentially a series of methods or
steps or stages by which additional information is secured about the applicant. At
each stage, facts may come to light, which lead to the rejection of the applicant. A
procedure may be considered to a series of successive hurdles or barriers, which an
applicant must cross.
These are indented as screens and they are designed to eliminate an
unqualified applicant at any point in this process. That technique is known as the
successive hurdle technique. Not all selection process includes all these hurdles.
The complexity of process usually increases with the level and responsibility of the
position to be fulfilled.
A well-organized selection procedure should be designed to select
sustainable candidates for various jobs. Each step in the selection process should

54

help in getting more and more information about the candidate. There is no idle
selection procedure appropriate for all cases.

Steps in the selection process:

Preliminary Screening
Application Blank
Employment Tests
Selection Interview
Medical or Physical Examination
Checking Reference
Final Approval

Preliminary Screening:
This is essentially to check whether the candidate fulfills the minimum
qualification. The preliminary interview is generally quite brief. Its aim is to
eliminate the unsuitable candidate. The job seekers are received at the reception
counter of the company. The receptionists or other official interviews the
candidates to determine whether he is worthwhile or the candidate to fill up the
application blank. Candidates processing the minimum qualification and having
55

some chances of being selected are given the prescribed application form known as
application blank.

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

Employment Tests:
Candidates are asked to appear for written or other tests. Tests have become
popular screening devices. These tests are based on the assumption that
human traits and work behaviors can be predicted by sampling, however
tests are not fully reliable and they also involve time and money. Test is
more useful in identifying and eliminating unsuitable candidates therefore
should be used only as supplements rather than an independent technique of
selection. The main types of tests are
Intelligence tests
56

 Aptitude Test
Interest Test
Personality Test
Dexterity Test

Selection Interview:
It involves a face-to-face conversation between the employer and the candidate;
the selector asks a job related and general questions. The way in which a candidate
responds to the question is evaluated. The objectives of the interview are as
following:
To find out the candidates overall suitability for the job.
To cross-check the information obtained through application blank and tests,
and
To give an accurate picture of the job and the company.

Interview is the most widely used step in employee selection. However, interview
suffers from several drawbacks:
Firstly, it is a time consuming and expensive device. Secondly, it can test only the
personality of the candidate and not his skill for the job. Thirdly, the interviewer
may not be an expert and may fill to extract all relevant information from the
57

candidate. Fourthly, the personal judgment or bias of the interviewer may make the
result of the interviews inaccurate.
Interview should be properly conducted in a proper physical environment. The
interview room should be free from noise and interruptions. The environment
should be confident and quite. People generally talk freely and frankly when there
is privacy and comfort. Therefore, candidates should be put at ease. The
interviewer should pay full attention to what the candidates have to say.

58

Medical or Physical Examination:

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

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

Final Approval:
The candidates who are found suitable after the medical check-up and background
investigation are formally appointed by issuing appointment letter to them. They
are asked to join duty by the specified date. No selection procedure is foolproof
and the best way judge a person is by observing him working on the job. Candidate
who gives satisfactory during the probationary period are made permanent.
59

RETENSION PROCESS

60

Employee retention refers to the ability of an organization to retain its

employees. Employee retention can be represented by a simple statistic (for
example, a retention rate of 80% usually indicates that an organization kept 80% of
its employees in a given period). However, many consider employee retention as
relating to the efforts by which employers attempt to retain employees in their
workforce. In this sense, retention becomes the strategies rather than the outcome.
A distinction should be drawn between low-performing employees and top
performers, and efforts to retain employees should be targeted at valuable,
contributing employees. Employee turnover is a symptom of deeper issues that
have not been resolved, which may include low employee morale, absence of a
clear career path, lack of recognition, poor employee-manager relationships or
many other issues. A lack of satisfaction and commitment to the organization can
also cause an employee to withdraw and begin looking for other opportunities. Pay
does not always play as large a role in inducing turnover as is typically believed.
In a business setting, the goal of employers is usually to decrease employee
turnover, thereby decreasing training costs, recruitment costs and loss of talent and
organizational

knowledge.

By

implementing

lessons

learned

from

key organizational behavior concepts, employers can improve retention rates and
decrease the associated costs of high turnover. However, this isn't always the case.
61

Employers can seek "positive turnover" whereby they aim to maintain only those
employees whom they consider to be high performers.

62

OBJECTIVES AND PRINCIPLES OF RETENSION MANAGEMENT

Retention management focuses on measures that lead to retention of employees.

It includes activities that systematically influence the binding, performance and
degree of loyalty of staff. David J. Forrest (1999) defines 5 basic principles of
retention management that lead to employee performance and satisfaction, and
therefore to their retention.
1. employees need to feel they are appreciated, valued and trusted. It is about
respecting people and their contributions to the company effort.
2. development. Employees who participate in their own growth and
development plans are going to stay with the company because they know
their company wants more for them.
3. growth in responsibility. Most people want to grow and to feel more
competent and more responsible, at any level. A good company helps people
manage themselves by consistently focusing on performance and results.
The manager teaches the employee what they are good at, what else they
need to know and how to get it. As they grow they receive higher levels of
responsibility and accountability. This attitude also encourages innovation
and creativity.
63

4. good relationship with the manager. The supervisor represents the personal
experience of a corporation of employees and therefore reflects, for better or
for worse, its underlying attitudes toward them.
5. success. The valued and successful employee stays. This implies, of course,
that the work is meaningful to the corporate enterprise. The strong employer
rewards employees for helping to make others successful as well.
RETENSION TOOLS
Employee Surveys By surveying employees, organizations can gain insight into
the motivation, engagement and satisfaction of their employees. It is important for
organizations to understand the perspective of the employee in order to create
programs targeting any particular issues that may impact employee retention.
Exit Interviews By including exit interviews in the process of employee
separation, organizations can gain valuable insight into the workplace experience.
Exit interviews allow the organization to understand the triggers of the employees
desire to leave as well as the aspects of their work that they enjoyed. The
organization can then use this information to make necessary changes to their
company to retain top talent. Exit interviews must, however, ask the right questions
and elicit honest responses from separating employees to be effective.

64

Employee Retention Consultants An employee retention consultant can assist

organizations in the process of retaining top employees. Consultants can provide
expertise on how to best identify the issues within an organization that are related
to turnover. Once identified, a consultant can suggest programs or organizational
changes to address these issues and may also assist in the implementation of these
programs or changes.

65

JOIN, STAY, LEAVE MODEL

For organizations and employers, understanding the environment is the first
step to developing a long-term retention strategy. Organizations should understand
why employees join, why they stay and why they leave an organization. This join,
stay, leave model is akin to a three-legged stool, meaning that without data on all
three, organizations will be unsuccessful in implementing a proper retention
strategy.
Why employees join- The attractiveness of the position is usually what entices
employees to join an organization. However, recruiting candidates is only half the
problem while retaining employees is another. Understanding what your
employees are looking for in the job while simultaneously making sure your
expectations are correct are both important factors to address in the hiring process.
High performing employees are more likely to be retained when they are given
realistic job previews. Organizations that attempt to oversell the position or
company are only contributing to their own detriment when employees experience
a discord between the position and what they were initially told. To assess and
maintain retention, employers should mitigate any immediate conflicts of
misunderstanding in order to prolong the employees longevity with the
organization. New-hire surveys can help to identify the breakdowns in trust that
66

occur early on when employees decide that the job was not necessarily what they
envisioned.
Why employees stay- Understanding why employees stay with an organization is
equally as important to understanding why employees choose to leave. Recent
studies have suggested that as employees participate in their professional and
community life, they develop a web of connections and relationships. These
relationships prompt employees to become more embedded in their jobs and by
leaving a job; this would severe or rearrange these social networks. The more
embedded employees are in an organization, the more they are likely to
stay.http://www.shrm.org/templatestools/toolkits/pages/managingforemployeereten
tion.aspx Additionally, the extent to which employees experience fit between
themselves at their job, the lesser chance they will search elsewhere. Organizations
can ascertain why employees stay by conducting stay interviews with top
performers. A stay survey can help to take the pulse of an organizations current
work environment and its impact on their high performing employees. Employers
that are concerned with over-using stay interviews can achieve the same result by
favoring an on-going dialogue with employees and asking them critical questions
pertaining to why they stay and what their goals are.

67

Why employees leave- By understanding the reasons behind why employees leave,
organizations can better cater to their existing workforce and influence these
decisions in the future. Oftentimes, it is low satisfaction and commitment that
initiates the withdrawal process, which includes thoughts of quitting in search of
more attractive alternatives. If administered correctly, exit interviews can provide a
great resource to why employees leave. Typically, employees are stock in their
responses because they fear being reprimanded or jeopardizing any potential future
reference.[11] The most common reasons for why employees leave are better pay,
better hours and better opportunity. These typical answers for leaving, often signal
a much deeper issue that employers should investigate further into. By asking
relevant questions and perhaps utilizing a neutral third party provider to conduct
the interview, employers can obtain more accurate and quantifiable data. Contrary
to what most organizations believe, employees often leave due to relationships
with manager and/or treatment of employees and not compensation, as this is often
a response that employees are uncomfortable expressing to their organization
directly. Retention Diagnostic is a rapid benchmarking process that identifies the
costs and can help uncover what affects employee loyalty, performance and
engagement.

68

EMPLOYEE RETENSION BEST PRACTICES

By focusing on the fundamentals, organizations can go a long way towards
building a high-retention workplace. Organizations can start by defining their
culture and identifying the types of individuals that would thrive in that
environment. Organizations should adhere to the fundamental new hire orientation
and on boarding plans. Attracting and recruiting top talent requires time, resources
and capital. However, these are all wasted if employees are not positioned to
succeed within the company. Research has shown that an employees first 10 days
are critical because the employee is still adjusting and getting acclimated to the
organization. Companies retain good employees by being employers of choice.
Recruitment- Presenting applicants with realistic job previews during the
recruitment process have a positive effect on retaining new hires. Employers that
are transparent about the positive and negative aspects of the job, as well as the
challenges and expectations are positioning themselves to recruit and retain
stronger candidates.
Selection- There are plethora of selection tools that can help predict job
performance and subsequently retention. These include both subjective and
objective methods and while organizations are accustomed to using more

69

subjective tools such as interviews, application and resume evaluations, objective

methods are increasing in popularity. For example, utilizing biographical data
during selection can be an effective technique. Biodata empirically identifies life
experiences that differentiate those who stay with an organization and those who
quit. Life experiences associated with employees may include tenure on previous
jobs, education experiences, and involvement and leadership in related work
experiences.
Socialization- Socialization practices delivered via a strategic onboarding and
assimilation program can help new employees become embedded in the company
and thus more likely to stay. Research has shown that socialization practices can
help new hires become embedded in the company and thus more likely to stay.
These practices include shared and individualized learning experiences, activities
that allow people to get to know one another. Such practices may include providing
employees with a role model, mentor or trainer or providing timely and adequate
feedback.
Training and development- Providing ample training and development
opportunities can discourage turnover by keeping employees satisfied and wellpositioned for future growth opportunities. In fact, dissatisfaction with potential
career development is one of the top three reasons employees (35%) often feel
70

inclined to look elsewhere. if employees are not given opportunities to continually

update their skills, they are more likely to leave. Those who receive more training
are less likely to quite than those who receive little or no training. Employers that
fear providing training will make their employees more marketable and thus
increase turnover can offer job specific training, which is less transferable to other
contexts. Additionally, employers can increase retention through development
opportunities such as allowing employees to further their education and
reimbursing tuition for employees who remain with the company for a specified
amount of time.
Compensation and rewards- Pay levels and satisfaction are only modest predictors
of an employees decision to leave the organization; however organizations can
lead the market with a strong compensation and reward package as 53% of
employees often look elsewhere because of poor compensation and benefits.
Organizations can explicitly link rewards to retention (i.e. vacation hours
to seniority, offer retention Bonus payments or Employee stock options, or define
benefit plan payouts to years of services)[18] Research has shown that defined
compensation and rewards as associated with longer tenure. Additionally,
organizations can also look to intrinsic rewards such as increased decision-making
autonomy. Though this is important, employers should not leave organization.

71

Effective Leaders- An employees relationship with his/her immediately

ranking supervisor or manager is equally important to keeping to making an
employee feel embedded and valued within the organization. Supervisors need to
know how to motivate their employees and reduce cost while building loyalty in
their key people. Managers need to reinforce employee productivity and open
communication, to coach employees and provide meaningful feedback and inspire
employees to work as an effective team. In order to achieve this, organizations
need to prepare managers and supervisors to lead and develop effective
relationships with their subordinates. Executive Coaching can help increase an
individuals effectiveness as a leader as well as boast a climate of learning, trust
and teamwork in an organization. to encourage supervisors to focus on retention
among their teams, organizations can incorporate a retention metric into their
organizations evaluation.
Employee Engagement- Employees who are satisfied with their jobs, enjoy their
work and the organization, believe their job to be more important, take pride in the
company and feel their contributions are impactful are five times less likely to quit
than employees who were not engaged. Engaged employees give their companies
crucial competitive advantages, including higher productivity and lower employee
turnover.

72

SUCCESSIVE HURDLES IN THE

SELECTION PROCESS

73

Suggested Selection Criteria for Students

74

It is imperative to not only recruit those students who do well academically but
also those who possess a winning attitude but may not have done as well
academically. The following selection criteria can be used as a guide:

a. Academics Focus on students who have consistently done exceptionally

well
b. Extra and Co curricular activities Focus on Leadership, Initiative
c. Personality and Attitude Focus on Communication, Presentation and
Teamwork

At the end of the selection process, the Campus Recruitment Team will compile a
list of selected candidates and handover the same to the Placement Officer. An
announcement can also be made to inform students at the same time.

Offer Letters:
Offer Letters will be sent to the selected candidates within 7 days of the selection
process at the Campus. Candidates have to indicate his/her acceptance by signing
and returning the copy of the letter to HR not more than15 days after receipt of the
letter. Where required blank offer letters will be carried to the Campus and given at
the time of placement itself.
75

A. Trainee Scheme (A)

Once selected, all trainees will be provided with an HR brochure that lists the
details of the trainee scheme as outlined below:
Travel: Management Trainees will be provided with AC class Train Fare from
home to the company. Conveyance expenses such as travel (taxi) from the Railway
station to the place of posting etc. will be provided.
Accommodation: Trainees will be provided with shared accommodation (for
bachelors/spinsters). Guest House (twin sharing) will be provided for one month
for outstation candidates. Any accommodation required after this period will be
deducted from the trainees stipend.

76

TYPICAL REASONS FOR EMPLOYEE TRAINING AND

DEVELOPMENT

Training and development can be initiated for a variety of reasons for an employee
or group of employees, e.g.

1.) When a performance appraisal indicates performance improvement is needed

2) To "benchmark" the status of improvement so far in a performance improvement

effort

3) As part of an overall professional development program

4) As part of succession planning to help an employee be eligible for a

planned change in role in the organization

5) To "pilot", or test, the operation of a new performance management system

6) To train about a specific topic (see below)

77

TYPICAL TOPICS OF EMPLOYEE TRAINING

1. Communications: The increasing diversity of today's workforce brings a wide

variety of languages and customs.
2. Computer skills: Computer skills are becoming a necessity for conducting
administrative and office tasks.
3. Customer service: Increased competition in today's global marketplace makes it
critical that employees understand and meet the needs of customers.
4. Diversity: Diversity training usually includes explanation about how people
have different perspectives and views, and includes techniques to value diversity.
5. Ethics: Today's society has increasing expectations about corporate social
responsibility.
Also, today's diverse workforce brings a wide variety of values and morals to the
workplace.
6. Human relations: The increased stresses of today's workplace can include
misunderstandings and conflict. Training can people to get along in the workplace.
7. Quality initiatives: Initiatives such as Total Quality Management, Quality
Circles, benchmarking, etc., require basic training about quality concepts,
guidelines and standards for quality, etc.

78

8. Safety: Safety training is critical where working with heavy equipment ,

hazardous chemicals, repetitive activities, etc., but can also be useful with practical
advice for avoiding assaults, etc.
9. Sexual harassment: Sexual harassment training usually includes careful
description of the organization's policies about sexual harassment, especially about
what are inappropriate behaviors.

79

GENERAL BENEFITS FROM EMPLOYEE TRAINING AND

DEVELPOMENT

There are numerous sources of on-line information about training and

development. Several of these sites (they're listed later on in this library) suggest
reasons for supervisors to conduct training among employees. These reasons
include:
1. Increased job satisfaction and morale among employees
2. Increased employee motivation
3. Increased efficiencies in processes, resulting in financial gain
4. Increased capacity to adopt new technologies and methods
5. Increased innovation in strategies and products
6. Reduced employee turnover
7. Enhanced company image, e.g., conducting ethics training (not a good reason
for ethics training!)
8. Risk management, e.g., training about sexual harassment, diversity training
Every time I see a recruitment ad or manual that makes a reference to "on the job
training," I cringe. Would this be one of those situations where there is effectively
80

"no training?" Designing a program for employee training and development is not
a trivial process that can be left to chance. It is not enough to "hope" that
employees

will

get

trained

"on

the

job."

But, before I make a case for effective employee training and development, let us
examine the reasons for developing employees.
You will be perceived as a premium employer as employees' skill sets will
be enhanced while they are with you.
Superior employee training and development will ensure that serious
succession related issues do not creep up.
The organization will be able to constantly adapt to changes in technology,
regulation, and the business environment in general.
The list can go on and on. But, since I have made an effective case for
organizations to take interest in employee training and development, let us look at
some of the don't dos:
Employee training and employee development are not goals in themselves.
There is the risk of the HR function developing a divergent set of objectives
from the objective set of the organization.
Budgeting for employee training and development is a very tricky process.
On the one hand, I have noticed enthusiastic organizations which, in a fit,
81

allocate as much as 40% of personnel budgets on training. On the other, I

have seen employee training and development budgets being the first victim
of budget cuts. The ideal situation would be to budget moderately, making
sure that the development program can be sustained.
Gee-whiz and buzz word training can be fun (especially for the trainer), but
does not result in employee development. Care must be taken to ensure that
the trainer and the training program designer are the best that money / time /
effort can buy.
Keeping some of these ideas in mind, the human resource manager can help senior
management chart out the organizational strategy for personnel planning.
Management training programs can be very beneficial for your business and your
employees. Ongoing education is a key ingredient to any firm's ability to grow,
both as a business and in terms of a competitive advantage.
If the employees are nurtured and provided with opportunities once on-board, it
will not only lead to a greater retention rate, but also growth potential in your
industry.

82

AREAS OF TRAINING

Areas of training can be classified into the following categories:

1. Training in company policies and procedures (induction training)
2. Training in particular skills
3. Training in human relations
4. Training in problem solving
5. Managerial and supervisory training
6. Apprentice training

83

HYPOTHESIS

This survey is conducted under the presumption of the functioning of the

Recruitment and Selection Procedure in COCA COLA .
In testing the above hypothesis the following aspects will be considered: -

Manpower Planning
Recruitment Policy
Sources of Recruitment
Latest Techniques of Recruitment
Recruitment of Summer/In-plant Trainees
Selection Policy
Feedback of Recruitment and Selection Procedure

84

85

DATA ANALYSIS
long have you been working in the organization?

Option
less than 1 year
1 to 4 year
more than 4 year

Response
11
15
24

response
less than 1 year; 22%
more than 4 year; 48%
1 to 4 year; 30%

86

1. How

INTERPRETATION- From the above table we conclude that 11 employees are

working in the organization with less than 1 year,15 employees are working
between 1 to 4 years in the organization,24 employees are working for more than 4
years.

87

2. Were you aware of the company brand before applying for a position?
response
yes
no

46
4

response
no; 8%

yes; 92%

88

INTERPRETATION- From the above table and graph we conclude that 46

people were aware of the brand before applying for the position whereas 4 were
unaware of it.

89

3. Were you satisfied with the recruitment process?

response
yes
no
could have been better

37
4
9

response
yes

no

could have been better

18%
8%
74%

INTERPRETATION- From the above table and graph it is observed that, the
satisfaction level of the employees from the Recruitment process is higher. 37% of
the employees were satisfied with the recruitment process.

90

4. Do you think the present profile / position will help you to grow individually
?
response
yes
no
can't say

40
3
7

response
can't say; 14%
no; 6%

yes; 80%

INTERPRETATION- From the above table and graph it is observed that, 40

employees were satisfied with the present profile and position. They were aware
that the present profile would help them grow individually. This notion will help
the employees as well as the organizations growth prospects. Thus we can see
that the organization puts an extra effort on the individual growth of the employee.

91

5. Which internal source of recruitment is followed by the company and given

more priority?
response
internal promotion
employee referrals
transfer

22
24
4

response
transfer; 8%
internal promotion; 44%
employee referrals; 48%

92

INTERPRETATION-From the above table and graph we conclude that 22 people

were agree for the internal promotion, 24 people were agree for the employee
referrals ,and 4 people were agree for the transfer. Therefore we conclude that
employee referral is given more priority.

93

6. Which source of recruitment is relied upon when immediate requirement

arises?
response
internal
external

35
15

response
external; 30%

internal; 70%

INTERPRETATION- It was found that 15% of people relied on external sources

and 35% of people relied on internal sources.

94

7. What would be your primary reasons for leaving the company ?

respons
e
benefits & salary
better job opportunity elsewhere
conflict with co-worker/ higher

11
24

authority/management
working conditions
job expectations
poor performance evaluation

1
3
10
1

response
25
20
15
10
Axis Title

5
0

INTERPRETATION- From the above table and graph we conclude that the 11
employees will leave the company for better benefits & salary, 24 employees will
leave the company for better job opportunity elsewhere, 1 employee will leave the
company for conflict with co-worker/ higher authority / management, 3 employee
will leave the company due to working conditions, 10 employee will leave the
company for job expectation/challenges/growth, 1 employee will leave the
company due to poor performance evaluation.
95

96

8. Do you clearly understand the basis on which your performance is judged?

response
yes
no
not sure

34
7
9

response
yes

no

not sure

18%
14%
68%

INTERPRETATION-From the above table and graph we conclude that 34

employees know the reason on which their performance is being judged,7
employees dont know the reason on which their performance is being judged,
whereas 9 are not sure for this.

97

9. Which quality of candidate your organization looks while selecting a

candidate for a job?
response
knowledge
nature
past experience
team work
others

37
1
6
3
3

response
40
35
30
25
20
15
10
5
0

response

INTERPRETATION- From the above table and graph we conclude that 37

employees go for knowledge,01 employee go for nature,06 employees go for past
experience,03 employees go for team work,03 employees go for others.

10.Which of the following methods does your company choose for sourcing ?
98

response
campus
consultants
walk in
advertisement
job fair
portals
employee referrals

15
5
6
5
7
3
9

response
16
14
12
10
8
6
4
2
0

response

INTERPRETATION- From the above table and graph we conclude that 15

employees go for campus placement,09 employees for employee referrals, 06
employees go for consultants,05 employees go for walk-in, 07 employees go
for advertisement,03 employees go for job fair, 05 employees go for portals
11.Have you ever observed or experienced any kind of harassment at this
company?
response
caste harassment

3
99

working hours harassment

required leave harassment
none of these

4
4
39

response
40
35
30
25
20
15
10
5
0

response

INTERPRETATION- From the above table and graph we conclude that 03

employees opted for caste harassment,04 employees opted for working hour
harassment, 04 employees opted for required leave harassment, 39 employees
opted for none of these.

100

12.Do you satisfied with the health welfare and safety schemes of the
company?
response
strongly satisfied
strongly dissatisfied
little bit
none of these

13
8
20
9

response
20
18
16
14
12
10
8
6
4
2
0

response

INTERPRETATION-From the above table and graph we conclude that

13employees were strongly satisfied with the health welfare and safety schemes of
the organization,08 employees were strongly dissatisfied,20 employees were little
bit satisfied,09 employees opted for none of these.

101

ANALYSIS AND FINDINGS

The analysis of the various

sources of recruitment and selection devices is

presented on the following pages. The response entailed from the HR Department
(as analysed from Questionnaire) represents current practice within the
organisation in terms of the sources of recruitment and selection devices used. The
analysis of the response entailed from all the other
departments (as analysed from Questionnaire) forming the sample, represents the
perception of the respondents from these Departments in terms of the validity and
effectiveness of the various sources/devices of recruitment/selection (specific to
these Departments) The analysis further entails any suggestions/recommendations
given by these non-HR Departments (forming the sample for administering
Questionnaire), in terms of any recruitment source and/or selection device that
should

be

deployed

by

the

organisation

International

Innovation,Management and Technology, Vol. 1, No. 4, October 2010

102

Journal

of

RECOMMENDATIONS FOR THE

IMPROVEMENTOF THE
RECRUITMENT AND SELECTION PROCEDURE

Based on the survey analysis and suggestion from the respondents, the following
are the proposed recommendation to improve the existing system and practices of
recruitment and selection procedures:

Recruitment Policy
Apart from the director of the company, the operational head should have the
authority for sanctioning the vacancy of a right to recruit the candidates as
per the decisions.

Recruitment of summer/in-plant trainees

There should be a provision for the recruitment of summer/in-plant trainees
in the organization.

Internet Recruitment
Advertisement of jobs on Internet should be an accessible to maximum job
seekers. Service portal like monster.com, jobsahead.com, naukri.com etc
should be used.
103

Sources of recruitment
Company must recruit the individuals through valuable sources of
recruitment.

Selection Policy
Test developed by the company for the purpose of selection of the
candidates should not be of complex nature.
There must be proper communication between the interviewer and
interviewee at the time of interview.
The reference procedure if adopting, should be analyzed properly before
recruitment them.

Selection Process
During the selection process not only the experienced candidates but also the
fresh candidate should be selected so as to avail the innovation and enthusiasm
of new candidates. These candidates should be kept on the job for some time
period; if suitable they should be recruited. During the selection process, the
candidates should be made relaxed and at ease.

104

Summer/In plant Management Trainees

In the organization where summer/in-plant/management training facility
prevailing then such kind of practices must be adopted so that the student can
learn and again from their practical views.

105

Steps of Recruitment and Selection

Company should follow all the steps of recruitment and selection for the
selection of the candidates. Selection process should be less time consuming.

Interview
The interview should not be boring, monotonous. It should be made
interesting. There must be proper communication between the Interviewer and
the Interviewee any the time of interview.

Evaluation and Control

Evaluation and control of recruitment and selection should be done fair
judgment.

Methods
Methods used for selection of candidates should be done carefully and
systematically.

Fair Selection

106

The attainment of goals and objective of any organization depend on the type
and quality of its manpower. To have right type of men at right job and at right
time, the recruitment and selection procedure should be fair and impartial.

Group Discussion for better assessment

This is indeed an important suggestion and authorities concerned should
immediately look into it and try to implement it.

The Problems and Limitations of the Study

Even though every effort has been done to minimize the variations and
present a factual picture with the help of statistical method, but still there are some
limitations: -

Availability of less time in meager economical support also acted as a

constraint towards improving the quality of the report.

Due to busy schedule of the HR Officers, they were not able to give more
time and attention.

107

 Certain important information was kept secret; this is because of the reason
certain hypothesis were taken.

The respondents may not have marked all responses honestly, being
apprehensive of adverse management reaction.

CONCLUSION

Based on the analysis through the questionnaire responses the following is the
conclusion of the study.

The organization follows the rules and regulation involved in their Recruitment
and Selection Procedure of the organization. However, there is some scope for
improvement with regard to following:
108

1. The managers are fully satisfied with the existing Recruitment and Selection
procedure.

2. The recruitment and Selection procedure should not be lengthy.

3. To some extent a clear picture of required candidates should be made in

order to search for appropriate candidates.

4. The Recruitment and Selection procedure should be impartial.

5. In COCA COLA, a proper Recruitment and Selection procedure is followed.

109

BIBLIOGRAPHY

S. S. Khanka, Organisational Behaviour, Third Edition, S. Chand

& Company
C. R. Kothari, Research Methodology, Second Revised Edition,
New Age International Publishers
Fred Luthans, Organisational Behaviour, Eighth Edition, Mc
Graw Hill
Stephen p. Robbins & Seema Sanghi, organizational Behaviour,
Eleventh Edition, Pearson Education

WEB SITES:
www.google.com
www.managementparadise.com
www.naukri.com
www.citehr.com
www.wikipedia.com
www.hr.com

110

ANNEXURE

111

QUESTIONNAIRE
1. NAME : .
2. DESIGNATION : ..
3. DEPARTMENT: .

4. How long have you been working in the organization?

a. Less than 1 year

[ ]

b. 1 to 4 years

[ ]

c. More than 4 years

[ ]

5. Were you aware of the company brand before applying for a position?
a. Yes

[ ]

b. No

[ ]

6. Were you satisfied with the recruitment process?

a. Yes

[ ]

b. No

[ ]

c. Could have been better

[ ]
112

7. Do you think the present profile/position will help you to grow individually?
a. Yes

[ ]

b. No

[ ]

c. Cant say

[ ]

8. Which internal source of recruitment is followed by the company and given

more priority?
a. Internal promotion

[ ]

b. Employee referrals

[ ]

c. Transfer

[ ]

9. Which source of recruitment is relied upon when immediate requirement

arises?
a. Internal

[ ]

b. External

[ ]

10.What would be your primary reasons for leaving the company?

a. Benefits & Salary

[ ]

113

b. Better Job Opportunity elsewhere

[ ]

c. Conflict with co-worker/ higher authority/management

[ ]
d. Working conditions

[ ]

e. Job Expectation/challenges/growth
f. Poor performance evaluation

[ ]
[ ]

11.Do you clearly understand the basis on which your performance is judged?
a. Yes

[ ]

b. No

[ ]

c. Not sure

[ ]

12.Which quality of candidate your organization looks while selecting a

candidate for a job?
a. Knowledge

[ ]

b. Nature

[ ]

c. Past experience

[ ]

114

d. Team work

[ ]

e. Others

[ ]

13.Which of the following methods does your company choose for sourcing?
a. Campus

[ ]

b. Employee referrals

[ ]

c. Consultants

[ ]

d. Walk in

[ ]

e. Advertisement

[ ]

f. Job fair

[ ]

g. Portals

[ ]

14.Have you ever observed or experienced any kind of harassment at this

company?
a. Caste harassment

[ ]

b. Working hour harassment

[ ]

c. Required leave harassment

[ ]
115

d. Any others./ None of these

[ ]

15.Do you satisfied with the health welfare and safety schemes of the
company?
a. Strongly satisfied

[ ]

b. Strongly dissatisfied
c. Little bit
d. None of these

[ ]
[ ]
[ ]

16. Your suggestion

Signature of employee

116