SUMMER INTERNSHIP PROJECT

REPORT
ON

TALENT ACQUISITON

at

J.C. Bamford Excavators Limited

Submitted in partial fulfillment of the requirements for the award of BBA degree

Submitted by
Guru Dev Singh
BBA
Batch – (20167– 20)
Roll No.: 170241117

Under the Guidance Of

Prof. Manmohan Rahul
Faculty Guide

SCHOOL OF BUSINESS STUDEIS

SHARDA UNIVERSITY, GREATER NOIDA ,201306
 PREFACE
Someone has rightly said that the practical knowledge is far better than classroom teaching.
During this project, I fully realized this and I came to know about how the financial statements
get analyzed because of my involvement in the working and functions of the finance
department.

This report has been prepared in the partial fulfillment of the requirement of the Summer
Internship Programme.

The subject of my study was TALENT ACQUISITION of J.C.B INDIA , which is the sole
trader of the heavy equipment.

The reports first contain all the brief information about the company. After that, there comes
data presentation and analysis. In the end of the project, I also put forward my suggestions
hoping that they will help the company move a step forward to being the very best. I hope you
will find the project valuable and interesting.
 EXECUTIVE SUMMARY

I was assigned the topic ‘Talent acquisition’ of the company. The report provides an overview
about every major aspect pf processe conducted in the company for acquiring the talent at JCB
India Limited, Ballabgarh, Haryana, which I observed and perceived during my visit there.

The study on Talent Acquisition focuses at JCB India Limited focuses on the observation and
analysis of the processes conducted in the company for acquiring the talent. The purpose of
this research project is to study and analyze the process and functions undertaken for hiring a
candidate at JCB India Limited, Ballabgarh. It is based upon observation and expert opinion.
The study involves observation and analysis along with the expert opinion of the HR experts
available in the organization, who gave the required possible data and answered the
questionnaire containing 30 questions.

Many people think that the terms recruitment and talent acquisition are synonymous, but
companies who keep an eye on the big picture know there’s an important difference between
the two. Recruitment and talent acquisition are comparable to short-term and long-term—quick
fixes versus long-term planning. Both approaches may be used depending on the
circumstances, but one tends to be tactical in nature and the other, strategic. Specifically talking
about the company, it focuses separately on the behavioral training needs other than the
technical training needs of employees.

As the main purpose of internship is to learn by working in practical environment and to apply
the knowledge acquired during the studies in a real World scenario in order to tackle the
problems using the knowledge and skill learned during the academic process. In this report
detailed analysis of the organization has been done and talent acquisition methods at JCB India
Limited, Ballabgarh, Haryana has been analyzed in detail.
 ACKNOWLEDGEMENT
I am deeply indebted to all the people who have guided, inspired and helped me in the
successful completion of this project. I owe a debt of gratitude to all of them, who were so
generous with their time and expertise.

I am highly intended and extremely thankful to Mr. Darush Khan who has guided me through
my internship and was a constant source of inspiration and encouragement to me.

I would also like to thank my faculty guide Prof. Manmohan Rahul who helped me throughout
my project. The strong interest evinced by them has helped me in dealing with the problem
which I faced during the course of internship period. I express my profound of gratitude to
them for timely help and co-operation in completing my project.

Last but not the least, I thank everybody of HUMAN RESOURCE DEPARTMENT, who
helped directly and indirectly in completing the project that will go a long way in my career.
The internship project was knowledgeable and memorable one.

PLACE: SIGNATUREOF THE CANDIDATE:

DATE: NAME:
 TABLE OF CONTENT
Series No. Content
1. Company Profile
2. History of Company
3. Joseph Cyril Bamford
4. Literature Review
5. About the Topic
6. Research Methodology and process
7. Data Analysis
8. Findings
9. HR Functions at JCB
10. Selection Process
11. T-A Questionnaire
12. Conclusion and Recommendations
13. Reference and Bibliography
 COMPANY PROFILE ( JCB India )
J.C. Bamford Excavators Limited, universally known as JCB, is a British multinational
corporation, with headquarters in Rocester, Staffordshire, manufacturing equipment for
construction, agriculture, waste handling and demolition. It produces over 300 types of
machines, including diggers (backhoes), excavators, tractors and diesel engines. It has 22
factories across Asia, Europe, North America and South America; its products are sold in over
150 countries.

JCB India Limited is a leading manufacturer of earthmoving and construction equipment in

India. The company started as a joint venture in 1979 and is now a fully owned subsidiary of
J.C Bamford Excavators, United Kingdom. With five state-of-the-art factories in India, it today
manufactures a wide range of world-class equipment, not only for India, but also for global
markets.

JCB introduced Backhoe Loaders in India 35 years ago and has since expanded its product
range to over 45 models in eight product categories. The Ballabgarh factory near New Delhi,
which is the world’s largest factory for Backhoe Loaders, is also the Headquarters for JCB
India. This facility, apart from Backhoe Loaders, also manufactures Skid Steer Loaders,
Telehandlers, Diesel Engines and Diesel Generators.

The company expanded its operations in 2006 and 2007 by setting up two factories at Pune for
its Heavyline business. These factories manufacture Tracked Excavators, Wheeled Loaders,
Compaction equipment and Fabrications for the Group. With 400 engineers, Pune also has
JCB’s largest Design Center outside of the United Kingdom.

A further investment in India was made at Jaipur in 2014 with the inauguration of a 115-acre,
eco-friendly, green manufacturing facility. This facility currently manufactures Fabrications
for the Group. With all plants operating on the principle of one global quality, JCB India is a
manufacturing hub for global markets. Products made in these factories are sold not just in the
Indian market but are also exported to more than 65 countries.

Over the years JCB has invested Rs. 2,000 crores in India and today employs 5,000 people in
its Indian operations. It has a network of more than 60 dealers and 650 outlets spread
throughout India, who further employ 6,000 professionally trained people. These far-reaching
outlets provide the vital product support to customers for their equipment. Four strategically
set up warehouses at Pune, Chennai, Faridabad and Kolkata support these dealerships and
outlets for parts supplies.

It has also built and supported an indigenised supply chain for the manufacturing of its
products. Over 380 world-class Indian suppliers are aligned to JCB’s Group objectives and
have grown along with JCB through various supplier development initiatives.

JCB is also creating employment and entrepreneurship amongst youth through its 15 Operator
Training Centres in India. It provides a one month certified course on machine operations and
maintenance, which includes both, classroom and practical training on how to operate JCB
machines safely and productively. It has a 16 week detailed induction program at the welding
training school at the Jaipur facility for ITI and Diploma graduates. Comprehensive skills
developed through these programmes have helped young men and women progress in their
careers, especially lady engineers, who now work in traditionally male dominated areas of
manufacturing such as welding and assembly.

JCB is committed to CSR through the Lady Bamford Charitable Trust. Registered in the year
2000, the Trust has followed an organic and consistent growth with a focus on disadvantaged
communities around JCB factories in India. Today its outreach extends to 29 Government
schools and 6 vocational training centres through which it reaches out to about 15,000 students
and trainees. The Trust is active in communities around its three factories in Ballabhgarh
(Haryana), Talegaon (Maharashtra) and Baghru (Rajasthan).

For more than three decades, JCB has remained committed to India. It has launched new and
innovative India centric products, opened new factories with customer focus and one global
quality being at the core of its operations.
 HISTORY OF COMPANY
JCB was founded by Joseph Cyril Bamford in October 1945 in Uttoxeter, Staffordshire,
England. He rented a lock-up garage . In it, using a welding set which he bought second-hand
from English Electric, he made his first vehicle, a tipping trailer from war-surplus materials.
The trailer's sides and floor were made from steel sheet that had been part of air raid shelters.
On the same day as his son Anthony was born, he sold the trailer at a nearby market and at
once made another trailer. At one time he made vehicles in Eckersley's coal yard in Uttoxeter.
The first trailer and the welding set have been preserved.

In 1948, six people were working for the company, and it made the first hydraulic tipping
trailer in Europe. In 1950, it moved to an old cheese factory in Rocester, still employing six. A
year later, he began painting his products yellow. In 1953, his first backhoe loader was
launched, and the JCB logo appeared for the first time. It was designed by Derby Media and
advertising designer Leslie Smith. In 1957, the firm launched the "hydra-digga", incorporating
the excavator and the major loader as a single all-purpose tool useful for the agricultural and
construction industries.

In 1960, JCB's hydraulic tractors entered the North American market, proving a long-lasting
success. JCB became, and still is, the brand leader in the world (source?). By 1964, JCB had
sold over 3,000 3C backhoe loaders. The next year, the first 360-degree excavator was
introduced, the JCB 7.

In 1978, the Loadall machine was introduced. The next year, JCB started its operation in India.
In 1991, the firm entered a joint venture with Sumitomo of Japan to produce excavators, which
ended in 1998. Two years later, a JCB factory was completed
in Pooler near Savannah, Georgia in the US, and the next year a factory was opened in Brazil.

In December 2000 JCB was fined €39.6m by the European Commission for violating European
Union antitrust law. This related to restrictions on sales outside allotted territories, purchases
between authorised distributors, bonuses and fees which restricted out of territory sales, and
occasional joint fixing of resale prices and discounts across different territories. JCB appealed
the decision, with the European Court of First Instance upholding portions of the appeal and
reducing the original fine by 25%. JCB appealed to the European Court of Justice but this final
appeal was rejected in 2006,[10] with the court slightly increasing the reduced fine by
€864,000.[11]

Production of the first engine designed and manufactured by JCB, the JCB444 diesel engine,
started in 2004. In 2005, for the first time in nearly forty years, JCB bought a company,
purchasing the German equipment firm Vibromax. In the same year, the firm opened a new
factory in Pudong, China. By 2006, the firm had 4000 employees, twice what it had in 1975.

Planning of a new £40 million pound JCB Heavy Products site began following the launch of
an architectural design competition in 2007 managed by RIBA Competitions, and by the next
year, the firm began to move from its old site in Pinfold Street in Uttoxeter to the new site
beside the A50; the Pinfold Street site was demolished in 2009. During that year, JCB
announced plans to make India its largest manufacturing hub. Its factory at Ballabgarh in
Haryana, was to become the world's largest backhoe loader manufacturing facility.

JCB shed 2,000 jobs during the recession, but in 2010 it announced it was recruiting up to 200
new workers.

The company was a member of the CBI business lobby group until 2016. In October 2016, it
was reported that JCB had left the CBI in the summer of 2016 following the Brexit vote. JCB
has also been a significant donor to the UK Conservative Party; since 2007 JCB and related
Bamford entities have given the party £8.1m in cash or kind. JCB chairman Anthony
Bamford donated £100,000 to Vote Leave, the official pro-Brexit group.
 Joseph Cyril Bamford
---Founder 1916-2001---

I was once asked as a founder of JCB ,what it took to succed.’The same thing it took to get
started.’

I said, “a sense of urgency about getting things done .”

The people who makes things move in this world share this same sense of urgency.

No matter how intelligent or able you are, if you don’t have the same sense of urgency ,now is
the time to start developing it. The world is full of very competent people, who honestly intend
to do things tomorrow, or as soon as they can get around it. Their accomplishments however
seldom match those of less talented who are blessed with a sense of importance of getting
started now.

(Joseph Cyril Bamford)

Founder 1916-2001
 LITERATURE REVIEW
Talent acquisition is the process that involves finding and acquiring skilled human labor for
the organizational needs and to meet any labor requirement arisen at any level. As suggested
by Dr. Garima Kohli (2013) “The term Talent Acquisition (TA) is quite often used
synonymously with Recruiting. However, these are two very different things. Recruiting is a
subset of TA, and includes the activities of sourcing, screening, interviewing, assessing,
selecting and hiring.” Talent acquisition includes recruiting, but at the same time it is inclusive
of other strategic elements as follows: Talent Acquisition Planning & Strategy, Workforce
Segmentation, Employment Branding, Candidate Relationship Management and Metrics
& Analytics.

As per Mathew J. Manimala and Abhishek Bhati (2011): “While social enterprises are engaged
in the development of people, it is rather paradoxical that they experience a variety of problems
with respect to the management of human resources within their enterprises. It is common
knowledge that social enterprises perennially struggle with various critical human resource
issues such as getting employees at low rates of compensation, providing growth opportunities
for employees within the organization, retaining talent especially in the middle management,
providing clearly defined roles and tasks to employees, etc, leading to high attrition and
increasing the cost of acquiring and training new employees. It thus, becomes critical for social
enterprises to think out-of-the-box and try a variety of innovative strategies to overcome these
problems.”
 ABOUT THE TOPIC: TALENT ACQUISITION

Talent acquisition is the process that involves finding and acquiring skilled human labor for
the organizational needs and to meet any labor requirement arisen at any level. Talking about
Talent acquisition as a unique function and department is a relatively new development. A
separate platform for acquiring talent is required to meet the advanced and unique functions
undertaken in the organization. Modern talent acquisition is known to be a strategic function
of an organization, which focuses not only on talent procurement, but also workforce planning
functions such as organizational talent forecasting, talent pipelining, and strategic
talent assessment and development. Talent acquisition is rapidly becoming a unique
profession, perhaps even varied from the usual practice of general recruitment undertaken.
Talent acquisition professionals are usually highly skilled not only in sourcing tactics,
candidate evaluation, and compliance and hiring benchmarks, but also in employment branding
practices and corporate hiring initiatives undertaken in any organization. Talent acquisition as
a function has now been closely linked with not only Human Resource but with marketing and
PR as well. On global scale organizations need to recruit globally with disparate needs and
requirements, effective recruiting process requires a well thought out corporate messaging
around hiring and talent development. Talent acquisition professionals often craft the unique
company message around the approach which the company takes to hiring and the ongoing
development of employees. The employment brand thus focuses not only on the procurement
of human capital, but the approach to corporate employee development also. The unique and
differentiated needs of large companies especially to recruit and hire along with attracting top
talent led to the innovation and development of a unique talent acquisition practice and career
which is somehow improving the trends

TA- Acquiring of “TALENT”

As talked about earlier, it particularly focuses on talent that the person possesses and not just
the educational background or the experience one holds. To be precise, it is wholly about
attracting, recruiting, inducting and making right use of right talent so that it adds on to the
company’s performance and results in something beneficial for both the candidate as well as
the company.
The process of Recruitment invites the eligible candidates for the existing or new vacancies
available in the organization whereas, Talent acquisition is a continuously ongoing cycle of
process related to attracting, sourcing, recruiting and hiring particularly skilled employees
within an organization. This includes the minor and major elements of employment branding,
outreach, spreading network and relationship building with potential candidates to
continuously build and enhance the quality of talent pool for an organization.

Talent Acquisition professionals understand that each talent is different and has something
of specific value to offer. They also tend to build relationships with the best of the talent that
often leads to more successful networking, more referrals, more business making and an
amazing exchange (give and take) of expertise, knowledge and information.

Recruiting involves tremendous effort whereas; Talent acquisition inculcates efficient and
productive processes that are comparatively easy to use and are candidate centric.

Recruitment is a kind of linear process, wherein the employers source potential candidates for
the existing vacancies that are currently available. This approach is reactive in its nature, thus
it leads to increased time-to-hire & cost-to-hire. At times organizations tend to compromise
even on quality in order to manage cost and time.
As specified above Talent Acquisition is an ongoing cycle of processes that starts by building
Employer Branding, communication of Employee Value Proposition and ongoing relationship
with specific targeted Talent segments. This approach leads to the development of talent pools
and talent pipelines eventually creating sustainable talent supply chain. This leads to more
strategic nature of the approach and significant improvements across all Recruitment KPIs.

The term Talent Acquisition (TA) is quite often used synonymously with Recruiting. However,
these are two very different things. Recruiting is a subset of TA, and includes the activities
of sourcing, screening, interviewing, assessing, selecting and hiring. In some organizations this
extends to the early stages of on boarding, which then becomes a shared responsibility between
HR and the hiring manager, with support from the learning organization.

Talent acquisition includes recruiting, but at the same time it is inclusive of other strategic
elements as follows.
Talent Acquisition Planning & Strategy – This ensures business alignment, examines
workforce plans, requires an understanding of the labor markets, and looks at global
considerations.

Workforce Segmentation – It requires an understanding of the different workforce segments

and positions within these segments, as well as the skills, competencies, and experiences
necessary for success.

Employment Branding – This includes activities that help to uncover, articulate and define a
company’s image, organizational culture, key differentiators, reputation, and products and
services. Employment branding can help advance the market position of organizations, attract
quality candidates and depict what it is truly like to work for that organization.

Candidate Relationship Management – This includes building a positive candidate

experience, managing candidate communities, and maintaining relationships for those
candidates who are not selected at present against a particular skill set, but have few more
skills.

Metrics & Analytics – It is the continuous tracking and use of key metrics to drive continuous
improvement and to make better recruitment decisions, to ultimately improve the quality of
hire.

Within each of these core elements of TA there are many other sub-activities and best practices.
And, of course, the selection of tools, technology and outsourcing partners is a key element of
a company’s talent acquisition strategy.

In other words, a leadership program is to leadership development what recruiting is to talent

acquisition. Alone, neither will drive their highest value to the business.

Talent acquisition in social enterprises

It is widely recognized that human resource plays a significant role for enhancing an
organization’s performance and effectiveness (Huselid, 1995). No wonder there are persistent
efforts by organizations irrespective of their size, age, type sector, etc to attract the best talent
available. Talent has become the key differentiator for performance management and for
leveraging competitive advantage especially in knowledge-based organizations (Bhatnagar,
2004). With better talent acquisition and development, employee engagement improves and so
does productivity. Maximizing team engagement, motivation, and retention through due
diligence in talent acquisition is vital in today’s highly competitive environment. Only a talent
resourcing process that is well defined and well-executed from start to finish yields consistent
and compliant results which will in turn yield a competitive advantage in the war for talent
(Ronn, 2007).
For recruiting employees at the lower levels, especially for jobs requiring knowledge of local
language and familiarity with local conditions, social enterprises often use employee referrals
and local newspaper advertising - methods that are relatively inexpensive and have a local
focus. Although referrals are highly effective, the tendency of people to recommend individuals
like themselves or recommend them for non-professional reasons can potentially lead to the
reduction in diversity as well as quality among the workforce (Ban et al., 2003). There could,
however, be an advantage for the employee referral system that the employees, with their
thorough knowledge of the organization, would be able to bring in the most appropriate
candidates, especially in terms of ideological congruence with the organization. This is of
particular relevance for social enterprises in view of the fact that research studies have
consistently shown that a better match between the employee values and the organizational
values predicts employee commitment and satisfaction on the job (O'Reilly, Chatman, and
Caldwell, 1991) Talent acquisition is the besieged recruitment/acquisition of high performing
groups. Organizations needing external recruitment or head-stalking companies are now
employing "talent acquisition" specialists those job it is to find approach and recruit high
performing groups from competitors. This role is a highly particular role similar to that of a
traditional recruiter/headhunter specialist then carrying greater prominence and strategic
significance to a business. Your organization has to grow mixed talent acquisition strategies to
appeal and employ top candidates, developing sourcing plans that contains social media and
employer branding. You also have to identify recruitment technology not only to reach
candidates but also to evaluate and specify analytics on those candidates. Identify the right
individuals who will change the company, and build widespread talent recruitment plans that
join business goals and talent objectives. Organizations face quick changes and unknown
changing aspects in present difficult recruiting market. They obtain huge numbers of
applications for some positions and an absence of skilled candidates for others. The influence
of employing the incorrect candidate cannot be overstated. At the same time, organizations are
under rising pressure to minimize costs and increase productivity. At this similar point, it may
be valuable to determine how talent acquisition is watched as different from recruitment.
Recruitment is essentially filling an available position when a person leaves or is vaunted to
another function. Recruitment pursuit ends when you find a candidate who is skilled for the
job in question and involved in the job. Talent acquisition is yet a more difficult process. It is
concerned as more practical approach and a complete way to search for talent that will provide
to the whole business success of your organization. Talent acquisition compels good
networking ability to go out after the right talent, which would have beating ‘top performers’
who are not dynamically looking for a change of job. Therefore, talent acquisition is the
corporate employing chant for high level hires today.
Talent is the ancient power that facilitates the success of any organization. Lacking
extraordinary talent, a business can’t:
• Utility market chance
• Make iconic products
• Increase in capital
• Transfer great customer service
• Recruit special talent

Present shortage of extraordinary talent is difficult observe to all businesses anyway of

industry, size, geography, or financial position. In present environment, businesses wants to
hire, develop, and maintain extraordinary talent to endure competitive.
The morphing face of talent acquisition
For their portion, talent management solution sources have developed to meet the growing and
changing needs of HR organizations. As this makes the technology assessment and selection
procedure a little more challenging, the increase of talent acquisition systems allows
organizations to execute a comprehensive solution to meet their unique needs.
Talent acquisition and its performance
In present always changing Talent Acquisition aspects, the loyalty to the following steps cannot
be ignored.
• An Agile Talent Acquisition function
• Employer Branding
• Strategic adoption of social media
• Mapping talent acquisition with performance management
• Data/Metrics driven function:

Talent on demand
At present, it can be closely determined as the procedures by which employers of all kinds wait
for their human capital requirements and set about meeting them. Present talent management
methods can normally be placed into one of two classes: The first is a reactive approach that
normally relies on buying in talent when the requirement occurs. Here, there is very small
expectation or planning for future requirements.
Crowd sourcing
‘Crowd sourcing’, has newly developed as a new pattern for work which includes the dispersed
outsourcing of work during an ‘open call’ to any web user. The word ’crowd sourcing’ is now
useful to many places of mass cooperation’s and matches.
Open recruitment
The idea of ‘Open Recruitment’ forms on Cappelli’s structure for talent management and on
‘crowd sourcing’ theory to develop an original new model for dealing talent in confused times.
The ability sets of internal resources and external recruitment experts have to develop quickly
to return the speed of change in the external environment.

ON- PREMISE AND OUTSOURCED OPTIONS

It is just a distinct procedure: data is fed in at the starting of the recruitment phase; output data
is carried to the HR management system and other business systems once a candidate has been
selected, and in related. Usual affairs for customers going down the routed services means
center on getting declarations about privacy, data security and uptime. Customers will also
need to identify that the service can be efficiently combined with their surviving HR
management system.
MANAGING THE FUNDAMENTALS
Meanwhile its appearance as a different sector in the 1930’s, recruitment has permanently been
about the interface between three main areas: networking, technology and marketing. The
development and union of these three drivers has determined the recruitment market place.
Networking has gradually held technology is inspiring from a confidence on a card index
system and a phone to using e-mail, after that job boards and at present social media as greater
assignment with marketing if the substance for the occurrence of employer branding as a
powerful new recruitment tool.
COMPLETING THE ACQUISITION CYCLE On boarding
The final thing of the recruitment procedure is to flatten the new employee’s way into the
organization and allow them to develop fully creative – a step usually known as on boarding.
It’s a method that facilitates multiple business functions, then signing a new employee includes
setting up a proper workspace; certifying that PCs, laptops, telephones and other mobile
devices are obtainable and designed; putting related data into security and linked front-of-house
systems; facilitate entry to software applications and services; and confirming that payroll,
benefits and related systems are up-to-date.
Under a Study on existing TALENT MANAGEMENT PRACTICE by M.
DHANABHAKYAM & K. KOKILAMBAL (2014), which was aimed to study the talent
management practices undertaken in the various sectors of the industry and how can it be
related to individual, it was concluded that the common talent management practices involved:

SENIOR MANAGEMENT INVOLVEMENT

RECRUITMENT & SELECTION

SUCCESSION PLANNING

TRAINING & DEVELOPMENT

PERFORMANCE MANAGEMENT

RETENTION

COMPENSATION
Common
Talent Management practices undertaken
BENEFITS OF TALENT MANAGEMENT PRACTICES:
 • SUPPORTS EFFECTIVE WORKFORCE PLANNING
• ASSISTS THE ORGANIZATION IN DEVELOPING TALENT POOL

• RICHER CAREER DEVELOPMENT

• SUPPORTS BUSINESS CONTINUITY
• FOCUSES ON THE PROVISION OF EXELLENCE IN PUBLIC
SERVICE
• SUPPORTS EMPLOYEE ENGAGEMENT EFFORTS
• ALIGNS EMPLOYEE WORK WITH ORGANISATIONAL GOAL
• INCREASE EMPLOYEE PRODUCTIVITY

Benefits of Talent Management

The text explored the different talent management practices that are being practiced in the
industry and the common practices that are practiced across different industries. From the data
supported on talent management few insights can be had such as there is scarcity for talent, all
organizations are seeking the same kind of talent very aggressively hence retention becomes a
crucial issue. Talent management has to start from the interview process to check if the
employee is a right fit to the organization till employee separation where the employee parts
the organization. It also has to be noted that talent management practices will differ across
different levels and industries and hence proper care has to be taken to ensure that the right
approach is taken for better results. With the increasing competition, dearth of talent,
globalization and ever growing need to manage talent the scope for study of talent management
practice gains importance.
From The Changing Dynamics of Talent Acquisition, with the appearance of new trends and
the opening of new tools, the talent acquisition process is continuously evolving. Its future sits
on innovations in technology and efforts of third parties like consulting practices, search firms,
recruitment process outsourcing, and many more. It is anticipated more aspect of talent
acquisition to be automated and outsourced in the coming future. Some of the functions that
will be out sourced may include payroll. Also see a trend for talent acquisition managers to
take on more responsibility for the actual supervision and development of their employees
besides their traditional role to help out employees with the overall interpretation of HR policy.
Talent acquisition has emerged as a key business imperative for organizations for its role in
sourcing the right talent to ensure long term growth. It is now a long term strategy for
organizations and HR functions for their role in driving the overall corporate success and
profitability of the organizations.
Under the light of leadership and talent management, JACLYN BRANCH has quoted out a
few tips for TA & RETENTION, which are:

Understand your culture

Promote your talent brand
Automate your hiring process
Onboard the right way
Focus on development

Figure 1: Tips for talent acquisition & retention

 EXTERNAL SOURCES OF ACQUIRING
TALENT

Agency types

The TA industry has four main types of agencies. Their recruiters aim to channel candidates
into the hiring organizations application process. As a general rule, the companies, not the
candidates, pay the agencies.

Traditional Agency

Also known as a employment agencies, recruitment agencies have historically had a physical
location. A candidate visits a local branch for a short interview and an assessment before being
taken onto the agency’s books. Recruitment consultants then work to match their pool of
candidates to their clients' open positions. Suitable candidates are short-listed and put forward
for an interview with potential employers on a temporary ("temp") or permanent ("perm")
basis.

Compensation to agencies takes several forms, the most popular:

• A contingency fee paid by the company when a recommended candidate accepts a job
with the client company (typically 20%-30% based and calculated of the candidates
first-year base salary), which usually has some form of guarantee (30-90 days standard),
should the candidate fail to perform and is terminated within a set period of time
(refundable fully or prorated)
• An advance payment that serves as a retainer, also paid by the company, non-refundable
paid in full depending on outcome and success (eg. 30% up front, 30% in 90 days and
the remainder once a search is completed). This form of compensation is generally
reserved for high level executive search/headhunters
• Hourly Compensation for temporary workers and projects. A pre-negotiated hourly fee,
in which the agency is paid and pays the applicant as a consultant for services as a third
party. Many contracts allow a consultant to transition to a full-time status upon
completion of a certain number of hours with or without a conversion fee.
Headhunters

A "headhunter" is industry term for a third-party recruiter who seeks out candidates, often when
normal recruitment efforts have failed. Headhunters are generally considered more aggressive
than in-house recruiters or may have preexisting industry experience and contacts. They may
use advanced sales techniques, such as initially posing as clients to gather employee contacts,
as well as visiting candidate offices. They may also purchase expensive lists of names and job
titles, but more often will generate their own lists. They may prepare a candidate for the
interview, help negotiate the salary, and conduct closure to the search. They are frequently
members in good standing of industry trade groups and associations. Headhunters will often
attend trade shows and other meetings nationally or even internationally that may be attended
by potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate placements
(sometimes more than 30% of the candidate’s annual compensation). Due to their higher costs,
headhunters are usually employed to fill senior management and executive level roles.
Headhunters are also used to recruit very specialized individuals; for example, in some fields,
such as emerging scientific research areas, there may only be a handful of top-level
professionals who are active in the field. In this case, since there are so few qualified
candidates, it makes more sense to directly recruit them one-by-one, rather than advertise
internationally for candidates. While in-house recruiters tend to attract candidates for specific
jobs, headhunters will both attract candidates and actively seek them out as well. To do so, they
may network, cultivate relationships with various companies, maintain large databases,
purchase company directories or candidate lists, and cold call prospective recruits.

In-House Recruitment

Larger employers tend to undertake their own in-house recruitment, using their human
resources department. In addition to coordinating with the agencies mentioned above, in-house
recruiters may advertise job vacancies on their own websites, coordinate internal employee
referrals, and work with external associations, trade groups and/or focus on campus graduate
recruitment. Alternatively a large employer may choose to outsource all or some of their
recruitment process (recruitment process outsourcing).
Passive Candidate Research Firms / Sourcing Firms

These firms provide competitive passive candidate intelligence to support company's recruiting
efforts. Normally they will generate varying degrees of candidate information from those
people currently engaged in the position a company is looking to fill. These firms usually
charge a per hour fee or by candidate lead. Many times this uncovers names that cannot be
found with other methods and will allow internal recruiters the ability to focus their efforts
solely on recruiting.
RESEARCH METHODOLOGY & PROCEDURES

The purpose of this research project is to study and analyze the process and functions
undertaken for hiring a candidate at JCB India Limited, Ballabgarh. It is based upon
observation and expert opinion.

RESEARCH OBJECTIVE
• To study the current practices undertaken in the organization under the light of TALENT
ACQUISITION.
• To study the processes involved in the organization and analyze their effectiveness, also
look for betterment if any loopholes found

The research was carried out at JCB India Limited, Ballabgarh, Haryana. The study involves
observation and analysis along with the expert opinion of 3 HR experts available in the
organization, who gave the required possible data and answered the questionnaire containing
30 questions.
RESEARCH DESIGN
The study uses a Descriptive Research Design which deals with describing of the qualitative
data that is already available and studying and analyzing it. It includes methods such as
OBSERVATION and SURVEY. In the study conducted the method adopted is analysis
through observation and case study, and also conducting a survey on the topics/points that
needs more focus higher observation.

RESEARCH INSTRUMENT (Measurement Technique)

Research instrument refers to the instrument that is being involved to conduct a research/study
on the topic and in the prescribed boundaries. The instruments involved during the research are
OBSERVATION and a QUESTIONNAIRE, formulated among the HR experts available in
the organization, with the help of whom the research has been conducted smoothly in the
organization. The research involves Qualitative data and less of Quantitative data, so it can be
fairly termed as a QUALITATIVE RESEARCH. Also, MS-EXCEL has been used to sort the
data during data analysis and aid the data with required charts and figures along with a few
formulas applied through it. The data involves a few quantitative aspects as well and so MS-
EXCEL has been taken into consideration while sorting and analyzing the quantitative data
collected and using the data to develop various charts therein.

METHOD OF COLLECTING DATA

Basically there exist two methods of collecting data: Primary & Secondary methods. In the
research conducted, both the methods have been used as the research focuses on the practices
adopted by the company and study done is on the basis of already available data and data
collected through questionnaire which circulated among the HR experts.

SAMPLE & SAMPLING TECHNIQUE

For the QUESTIONNAIRE a sample/population of 3 respondents have been taken because due
to the sensitivity of the topic the research could be done with only the HR experts available
therein of different segments (divisions) of the organization. The analysis is based on
observation and a Questionnaire that was being collected on a personal basis from the HR
experts at JCB, Ballabhgarh (Mr. Darush Khan & Ms. Shikha Verma). So it can be clearly
stated that NON-PROBABILITY sampling method has been used under which the
precise/accurate adopted method was JUDGEMENT sampling and somewhat of convenience
sampling as the data was collected from the conveniently available experts, and as it was
coming from experts it has been categorized as judgment sampling.

SCALING TECHNIQUE
The scaling technique refers to the technique adopted while setting up a scale for respondents
to the questions presented. In the research a few questions are open ended and for the ones
which are closed ended Likert’s Scale has been followed which has been categorized under
Itemized Rating Scale, which states that data can be given out of 5 available options in
accordance to the statements i.e., strongly agree, somewhat agree, neutral, somewhat disagree
and disagree. Also along with using these scale, respondent’s open answers/opinions were
invited that made the data collected more valuable and weighted.
 DATA ANALYSIS

Due to the sensitivity of the topic and company policies of not sharing the complete data, the
research could be done with the HR experts available in the organization only. As the topic is
quite sensitive and contains limitations as well, questions couldn’t be raised from the general
employees of the organization due to lack of internal knowledge of how the process is being
carried out, but were answered by three of the HR experts available therein of different
segments(divisions) of the organization. Also general observation of the processes conducted
in the organization played a major role in the collection and analysis of the data, for which the
company and its members (employees) cooperated in an exceptional manner which somehow
aided a lot in collection and analysis of the data.
The analysis here is based on observation and a Questionnaire that was being collected on a
personal basis from the HR experts at JCB, Ballabhgarh (Mr. Darush Khan & Ms. Shikha
Verma). The data collected here is based on the observation, expert opinion and quantitative
data given by the above mentioned heads:
• The company doesn’t follow any specific source of recruitment for generating a pool and
hiring candidates, it follows both internal as well as external sources for short listing the
candidates. To be precise, Consultants, Data Bank, Online Job Portal and References are
the major links that serve while recruiting for the company. In this whole process reference
checking is considered as an integral part, as the company needs strong candidates
possessing clear and strong background which helps majorly in analyzing the person on the
basis of performance and attitude related issues. If there are any faults found in the
background (related to qualification, previous jobs, behaviour pattern etc) the company
doesn’t considers that candidate fit for any position applied for.
• The respondents strongly feel that each candidate (employee) that is a part of the company
is highly responsible for EMPLOYER BRANDING of the organization, each candidate is
a face of the company and contribute majorly towards the employer branding of the
organization. Also, the company’s communication and networking channel is strong
enough in promoting and strengthening the company as a brand in the market. Due to the
policies and orientation of the company towards its employees, the existing employees are
satisfied up to the level that they always tend to uplift and maintain a good position of the
company in the market in terms of providing benefits and opportunities to the candidates
(employees).
• While talking about Transfer, Demotion, Suspension and Dismissal they are not solely
based on the performance of the employees but depend on attitude and integrity possessed
by the employee, as to how the person behaves and carry on with the code of conduct in
the organization. To be specific, transfers and demotions are based on how the employee
performs in line with the company policies and dismissal and suspension rely on the code
of conduct and attitude (behaviour) of an employee within the premises.
• For attracting the potential employees towards the organization career growth and
development opportunities is not solely responsible, the most important factor considered
for attracting is the Brand Name that the company has established over years through
innovation and performance and then salary offered by the company to the specific
candidate along with the opportunities offered to the candidate in terms of career growth
and development. The respondents strongly believe that the candidates (employees) are
given independence of job wherein they are given ample of opportunities, all they have to
do is grab it and make the best out of it.
• The salaries in the company are being set as per market pay line and company’s pay scale
(allowance). Basically there are three strategies that can be adopted for payroll i.e., (i)
market price strategy, (ii) lead price strategy & (iii) lag price strategy. The strategy that
company abides by is market price as well as lead price strategy wherein the employees
tends to be satisfied and as a result performs better in the organization.
While talking about negotiation in with the salaries, the respondents agree that negotiation
is possible and can be undertaken in case of good/outstanding talent which the company
doesn’t wants to loose in any circumstances.
• Employee retention is considerably not an issue in the organization as the company
provides with great number of opportunities so there’s no scope of inconsistency in
employment opportunities also the company follows a strong line of control (superior-
subordinate), the remaining scope of lacking in fairness supervision also dissolves.
Therefore, there exist no loopholes in any drawbacks for employee retention, as a result the
company doesn’t face any problem in that process.
• The company strongly believes in rewarding system as it nominates its candidates
(employees) for the various awards that are being undertaken at bi-annual and annual award
ceremonies held in the company itself.
• The usual tenure for which their vacancies are generally open is 40-45 days that depicts
that the company has to choose the suitable candidate within 45 days and complete all the
processes related to hiring and placing of the candidate.
• The Career Planning meeting that are undertaken to enhance the performance and help the
employees in performing better in the near future and to specify their goals and duties in a
better manner are held after every six months that is bi-annually. Also, it should be noted
that the superiors/heads meet their team members quite frequently to keep a watch on them
as well as guide them in suitable direction to enhance the performance and add on to the
development of the employee, which is top their priority at any point of time.
• An important aspect of a successful selection process here in the company is short listing
that is done mainly on the basis of Job Description that is being shared for the potential
candidate and the company’s need and specification as to what the company actually wants
and needs at a point for the betterment of the company after that other criteria like salary
fitment, profile fitment and other fitment can be looked upon. Also, while finding the right
candidate job skills and along with the attitude possessed are equally important and none
of them weigh higher or lower than any of the each, along with which competencies that
includes knowledge, skills and behaviour pattern are considered while the process is being
carried on.
• Employees Leaving and Joining the organization per year are:
• On the basis of the data collected it should be noted that the average number of Employees
Joining the company from 2012-2017 is 98 & the average number of Employees Leaving
the company from 2012-2017 is just 7. According to which Employee’s Average Turnover
Rate from 2012-2017 is 11.7%.
• Reasons behind the VACANCIES occurred are:

VACANCIES

REPLACEMENT
NEW

Reasons behind vacancies

• Employees hired through external and internal sources: (approx)

SOURCES OF HIRING

50% 50%

Sources of hiring

• A tentative number of vacancies occurred during the year are basically depends on the need
of the company at a point of time and as per the specific requirement as well.
• While screening of any candidate, there are many characteristics that are to be focused on,
as it’ll bring out the best possible candidate that will fortunately serve in the specific manner
towards the organizational goal. While talking about JCB there are a certain characteristics
that company majorly focuses on, and goes step-by-step to ensure proper checking and
assessing whether they are met or not, they are:
Job
Descriptio
n

Attitude &
Age &
Behaviour
Experience
pattern

Previous
Organisatio
Skill Set ns
(backgroun
d)

Short listing criteria adopted by company

• The major things that recruiters generally focus on while short listing the CV’s are JD &
Salary Band fitment that is whether the candidate’s expected salary fits into the band of the
company(allowance offered by company). If these two major criteria are being achieved
then the company may focus on job (task) oriented characteristics, that depends on the
nature and kind of job wholly and solely, such that whether his/her profile matches with
the offered profile, location factor i.e., a few jobs require people who can be available at
any point of time in the organization as they live nearby and act as an aid whenever needed
by the company.
• Any employee is said to be a satisfied employee if holds a good experiences with the
company, for the positive candidate experience that leads to him/her being a satisfied
candidate, the company ensures a good on-boarding experience & departmental orientation.
The company does every possible task to make the employee comfortable with the new
environment (organization) and get familiar to the tasks performed and also get into the
form of performing duties efficiently in a smooth and easy to go manner. Providing a certain
facilities and additional services if the employee is new to the environment of that place,
which somehow not only creates an image in their mindsets but also lead to a positive
candidate experience.
• As the company follows advanced methods and highly reliable sources for TA, but still
there occurs loopholes in every possible thing, so the challenges faced/problems
encountered during the steps of TA are:

Relating to POTENTIAL EMPLOYEES

•Reverting back on time
•fetching and retaining them

Relating to HIRING AGENCIES

•Selection of one agency
•Being fully reliable on them

Relating to REFERENCE CHECKING

•Background verification
•avoidance of duplication

Challenges encountered during Talent Acquisition

• Employment Testing refers to the collection of tests conducted in the organization, which
helps in candidate short listing and defines the employee before in hand. Employment tests
can depict behavioral as well as technical aspects depend on the type of test chosen, there
are test conducted just to get to know about the type of person and whether he is fit for the
organization or not. JCB doesn’t uses the employment testing that frequently, moreover
they use these tests in case of beginners (fresher) wherein the candidate doesn’t have any
background (past) experience. So, the company uses employment testing at DET & GET
levels only i.e., Diploma Engineering trainee & Graduate Engineering Trainee.

So, on the basis of observation done and data collected, the analysis that could be done has
been mentioned above.
 FINDINGS
The research on TALENT ACQUISITION was conducted to study the ongoing processes in
the company (JCB India Limited, Ballabgarh) relating to the task of hiring specifically skilled
employees. The research deals with study of the activities undertaken in the organization to
acquire skilled talent. It is based on observation and a questionnaire filled by the hiring experts
available in the organization on a personal basis, so that first handed accurate data is being
collected. The aim of the research was to study and understand the process of Talent
Acquisition of the company in a detailed manner and how the process is being carried out and
what all limitations are faced.
From the analysis and observation done the findings can be stated as:
The company doesn’t have any specific sources of recruiting and generating a pool for hiring
the candidates, it follows both internal as well as external sources for short listing the candidates
(50% each). To be precise, Consultants, Data Bank, Online Job Portal and Internal References
are the major sources that serve during recruitment process. From the previous data and
respondent’s judgment 60% of the vacancies arise due to replacement and 40% due to the new
positions created, but at the same time number of vacancies occur during the year are not
specific they just depend on the need of the company at a point of time, sometimes it may open
100 vacancies sometimes not at all. The vacancies are generally open for 40-45 days in the
company, which implies that the recruiting team has to select and place the suitable candidate
within 45 days (i.e., the full process should be completed in 45 days). The certain characteristics
that the company majorly focuses on and goes step-by-step to ensure proper checking and
assessing whether they are met or not while the process of screening are: Job Description, Age
& Experience, Previous Organizations (background), Skill Set, Attitude & Behavior pattern.
The company doesn’t uses employment testing that frequently, instead they use these tests only
in case of beginners (fresher) that is when the candidate doesn’t have any past experience to
justify himself. So, the company focuses on employment testing at DET & GET levels only
i.e., Diploma Engineering trainee & Graduate Engineering Trainee. An important factor
considered for attracting the potential employees is the Brand Name of the company that has
established over years through performance & innovation and then the remuneration offered
by the company to the specific candidate summed up with the opportunities that the company
offers to the potential candidate in terms of career growth and development. About the salary
offered: The salaries in the company are being stated up as per market pay line and company’s
pay scale (allowance) neither below nor greater. Also, the company focuses majorly on the
career planning and development of the employees and Career Planning and developmental
meetings are conducted twice a year along with regular checkups by the manager in-charge.
While short listing of the candidate, the only document that the company sticks to is the Job
Description, as each and every step taken and selection done is on the basis of JD only (it is on
the priority list), band fitment and other things can be looked upon latterly. On the basis of the
data collected it should be noted that the average number of Employees Joining the company
from 2012-2017 is 98 & the average number of Employees Leaving the company from 2012-
2017 is just 7. According to which Employee’s Average Turnover Rate from 2012-2017 is
11.7% (the less the turnover better it is for the organization). The company aims at ensuring a
good and easy going on-boarding experience & departmental orientation of the new candidate
(employee). The company undertakes every possible step to make the new employee feel
comfortable with the all new environment (organization) and get familiar to the tasks
performed. Company also provides a certain facilities and additional services if the candidate
(employee) is new to the environment of that place (location).
LIMITATIONS of the STUDY:
Everything has a certain drawbacks, the ones that were faced while conduction a research on
the topic (TALENT ACQUISITION) was:
• Sensitive topic: It is the main drawback/limitation of the study and remaining other
limitations are somewhat due to it or related to it. TA is definitely a sensitive issue, and
talking about it from the company’s perspective every company becomes hesitant while
sharing confidential and detailed data but still the response received from the faces of
the company was pretty good and valuable. Again due to the sensitivity of the topic the
questionnaire had less number of respondents because firstly all the employees don’t
possess a good overall knowledge of how the hiring process is being carried out as it is
done by the HR wholly & solely (also how can any technical person any sort of
knowledge about the hiring process that company undertakes, they just know the upper
layer of it) secondly even after the first reason if the data would’ve been collected from
a great number of respondents the data collected would be highly distorted and
inappropriate for any analysis, as a result it will be of no use then.
• Less number of respondents: The research involved less number of respondents because
it is a sensitive topic and requires accuracy which cannot be achieved from
inappropriate and distorted data, also not each and every employee of the company
 possesses overall good knowledge of the hiring practices and trends as it is managed
by the HR department wholly.
• Company’s policies: Every company has a policy of not sharing the confidential and
inner detailed data of the organization which can act as a setback for the company,
despite of this fact the respondents were quite generous and cooperative while
responding to the topic.
• More of qualitative data than quantitative: For any research Quantitative data is a must,
but in case of TA where it being a fully theoretical and sensitive topic, the qualitative
data that was available in the light of the topic was much greater than quantitative
comparatively, due to the nature of the topic.
 HR Function at JCB India Limited

JCB is a UK based firm which deals in manufacturing of construction equipments. The

organization is highly employee oriented and believes in innovation, ambition and hard work.
Formed by Joseph Cyril Bamford, the company owns 24 plants in 4 continents in today’s date.
• The company has adopted LOTUS BASED APPLICATION (intranet) for the
functioning and connectivity amongst the employees of the organization. It is a UK
based application that provides each employee with a set of details about the
organization and acts as a medium of connection between the employees at various
levels through which they tend to exchange information and necessary documents. It
provides a set of functions that can be undertaken by each employee, which depends
upon the level at which the person works like mailing, filling up of Leaver’s form,
requesting for CWI, generating a new position, explaining code of conduct etc.
• Amongst the various functions performed under the HR roof, an important function
undertaken is that of leaving the company and filling for CWI (COST WALKIN) for
the next position (as new/replacement). A stepwise process is undertaken when an
employee leaves the organization, followed by a stepwise procedure for filling up for
COST WALKIN for a new or replacement position.
• PROCESS: (at JCB India ltd.)

Filling up the LEAVER'S

FORM

APPROVAL &
SUBMISSION

Apply for CWI

Filling in all the necessary details &

justification.

CWI Approved

Actual Recruitment & Selection

begins.

Figure 2: Process of TA at JCB

1) LEAVER’S FORM
Leaver’s form is a document that has to be filled by the employee/head HR when an
employee leaves the organization. It contains all the details related to the leaving
employee, like date of leaving, assets under him, any project under him etc. it is filled
so that the company knows about the leaving employee and his/her reasons for doing
so. Also, while joining the organization the employee is assigned a few assets and
mailing facilities by the organization to make his functioning easier, in order to disable
the facilities provided and surrendering of assets allocated leaver’s form plays a major
role here.
Benefits:
• Ensures appropriate payment till he works
• Keeping a track of his details
• Disabling the benefits provided
• Surrendering the assets & disabling facilities
• Helps in EXIT interviews
Once the LEAVER’S is submitted & updated the position is vacant and CWI can be
applied for it thereafter as a fresh position or replacement.
2) Apply for CWI (COST WALKIN)
CWI is the request generation process which can be done for a new position or
replacement of the previous position. Once the leaver’s form is updated the HR head
can go for filling up of CWI if the company requires new employees. Herein a request
is filled and approval from various stages is required so that the company can begin the
process of recruitment.
3) Approval for CWI at various STAGES
The organization functions at various levels & in order to start the actual process of
recruitment one needs confirmation of CWI from the various stages in the organization.
CWI goes through each stage and justification is asked as to why the firm needs a
replacement or creation of this new position, whether the organization can function
without the position or not. Justification is required at each stage and the HR has to give
appropriate reason so that the position can be approved. Once the justifications are
accepted and CWI is approved at each stage the HR department can go further with the
process of recruitment & selection.
Stages involved are:
 4) RECRUIMENT & SELECTION
Recruitment & selection is a detailed process in itself and requires specific explanation
as a topic (elaborated below).
• Recruitment is a positive process that attracts suitable applicants to apply for
the available job. It is the process of creating a pool of candidates among which
the actual selection process will take place. There are many sources from which
the applicants can be shortlisted. Two major sources of recruitment are
INTERNAL & EXTERNAL.

SOURCES of
RECRUITME
NT

RECENT
EXTERNAL INTERNAL
TRENDS

DATA BANK ,
CONSULTANT Promotion Transfer Outsourcing,
, REFERENCE, poaching/raiding,
JOB PORTAL, E-Recruitment
casual caller,
factory gate,
educational
institutes,
advertisement,
employment
agency etc.

Sources of recruitment

• Selection is a negative process that involves screening of candidates. It aims at

eliminating the non-capable person out of the race. It deals with screening for
choosing the most suitable person for the vacant position.

RECRUITMENT, SELECTION & ON-BOARDING:

Recruitment, selection and on-boarding are three different and detailed processes in
themselves, which are to be studied differently.
 CWI APPROVED

RECRUITMENT

SELECTION

ONBOARDING

Steps involved in TA

RECRUITMENT
Arousal of vacancy on the basis of:

Creation of vacancy

Process of RECRUITMENT:
NEED
(vacancy)

JOB DESCRIPTION shared

Selecting SOURCE of
RECRUITMENT (head-
hunting)
Creating a
POOL

SCREENING

Potential Hires(shortlisted)

To
SELECTION
Process of recruitment adopted
• Once the CWI is approved, the JOB DESCRIPTION is shared which includes
each and every detail about the required aspirant/candidate. It includes details
related to the requirements of the job such as:
➢ Capabilities of the required person.
➢ Experience required.
➢ Skill set required.
➢ Qualitative aspects
➢ Qualification & Experience
• On the basis of JD shared the department decides upon the sources of
recruitment that can be adopted by the company. The major things that are being
looked upon are:
➢ Band fitment- the person should fit in the pay scale of the company
(average) and checked among the screening parameters.
➢ Benchmarking- needs to be done for every grade to ensure appropriate
allocation.
The main task where the problem arises is in HEAD HUNTING, wherein the
company wants a particular person of another particular organization. It is a
difficult task as it involves convincing, band fitment and negotiation with that
person. It is generally done for higher positions.
• Once the source is selected a pool of potential candidates is created amongst
which the person will be selected as an appropriate candidate for the job.
• From the created pool, screening is done on various parameters and checklist is
prepared on the basis of company requirement and potential candidate’s
capability. Out of the pool created, a set of potential hires is being shortlisted
which will go further to the actual process of selection.
 SELECTION
Process of Selection adopted by JCB.
Process of selection adopted

• The process of SELECTION is a negative process of screening and eliminating

non capable candidates so that the best fit candidate can be selected out of the
pool for the job.
• The process of recruitment creates a set of potential hires out of the created pool
of candidates, on whom the actual selection process begins and further
candidates are rejected at each stage due to their non capability.
• Employment test refers to a set of basic tests conducted by the firm for short
listing the candidates. It tells about the psychology, behavior pattern and
personality of the person. It includes:
➢ Intelligence test
➢ Aptitude test
➢ Interest test
➢ Proficiency test
➢ Personality test
• While selecting a candidate, a major problem faced by the HR
department/company is that of negotiation with the candidate, as in this process
2 problematic consequences can arise:
➢ The company is unable to negotiate(bargain)
➢ Potential employee retains in the previous organization due to
negotiation therein
• To avoid such problem the company stays at the safer side and keeps 2 more
candidate as backup option in case the company fails to negotiate with the first
preference.
• HR round is conducted wholly by the HR Department wherein the HR people
checks the ability and tends to know more about the employee which is going
to join the organization as it has to complete the tasks related to the ON-
BOARDING of the employee.
 ON-BOARDING PROCESS
Stages in ON-BOARDING process:

Pre-offer &
STAGE 1
day1
STAGES of
Joining & week
ON- STAGE 2
1
BOARDING

STAGE 3 Till 1 month

Stages of on-boarding

• This process begins once a candidate is selected for the position/job. It deals
with helping the new employees in transitioning into a new work environment
and adopting the rules, regulations, policies and procedures. It acts as an aid for
the new joiner as it inculcates introduction to all the steps and procedures of the
company and orientation of the employee.
• Here comes the role of HR, introduction of new employee to the company and
new environment is wholly solely done by HR. It sends welcoming letter, tells
new employee about reporting, initiating the process of granting various assets
and facilities (laptop/desktop, i-card, business card, name plate, mobile, sim
card, mail & references, joining kit, canteen, cab service, etc services provided
by the company).
• It is divided into 3 stages:
Stage 1: (Pre Offer and Day 1)
➢ Pre Offer
• Clarity and Acceptance of Offer & Compensation
• Medical Check up
• Background Verification Check
• Joining Guidance to the candidate
• Welcome mail to candidate
• Mail to Reporting Manager
• Mail to IT (email Id creation and Asset Allocation)
➢ Day 1
 • Welcome address
• Welcome Kit
• Folder: Joining Forms, Product Range Booklet)
• JCB Pen set
• JCB Notebook
• JCB Tie
• Shirt (1 Black T shirt)
• Helpdesk No’s
• Reimbursement Forms (Travel, Pre Joining Health Check Up)
• Bank Account Opening
➢ Joining Kit
➢ Personnel File
➢ Reimbursements
➢ Company Overview
Stage 2: (Offer Acceptance till Joining and Week 1)
• Bank Account opening
• Mobile
• Uniform
• Transport & Shoes
• Concerned supervisor and Departmental Head
Stage 3: (After Joining and 1Month)
• Laptop/Desktop
• Punching Card
• KRA
• Routine Work
• Buddy and Mentor Support
• Employee Feedback
• Training Need Identification
 TALENT ACQUISITION- QUESTIONNAIRE
(JCB India Limited)
Q1. Which source of recruitment do you prefer while recruiting for the company?
 Internal
 External
 Both
Q2. Do you consider reference checking as an integral part of recruitment?
 Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q3. Are the people responsible for employer branding of the company?
 Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q4. Is your company’s communication channel strong enough in promoting and strengthening
the brand in the market?
 Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q5. Do you believe that transfer, demotion, suspension and dismissal are based
on performance only?
 Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q6. In the company transfers and promotions are based on:
 Performance
 Company needs
 Others (specify)
Q7. Does salary factor attract most of the potential employees than career growth and
development?
 Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q8. Do you ensure that salaries being set are according to the market scenario?
 Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q9. Are salaries negotiable?
  Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q10. Does lacking fairness in supervision have an impact on employee retention?
 Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q11. Does inconsistency in employment opportunity have an impact on employee retention?
 Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q12. What helps in employee retention? (Ranking can also be given)
 Cash incentives
 Promotions and appraisals
 Employment opportunities
 Employee engagement in decision making
 Non financial benefits
 Other benefits
Q13. Do you nominate employees for various company awards?
 Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q14. For how long does the vacancy is generally open?
 15-25 days
 25-35 days
 35-45 days
Q15. How frequently are the Career Planning meetings being conducted?
 Fortnightly
 Monthly
 Quarterly
 Semi- Annually
 Annually
Q16. Do you frequently meet team members for the formal career planning sessions?
 Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q17. Do you prioritize issues concerning to the development of the employees?
  Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q18. Do you think that the one having comprehensive job specification & job description as
per company specification are the essentials to make the selection procedure successful?
 Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q19. Is a person’s attitude equally important as job skills, when it comes to being a good
employee in your company?
 Strongly  Somewhat  Neutral  Somewhat  Strongly
Agree Agree Disagree Disagree
Q20. What is the number of employees joining the organization per the year?
Q21. What is the number of employees leaving the organization per the year?
Q22. Percentage of employees hired through external and internal sources?
Q23.what is the number of vacancies occurred during the year?
Q24. What are the reasons for vacancies occurred?
 Replacement- _____%
 New- _____%
Q25. What are the parameters considered while screening of the candidate? (Priority wise)
Q26. What are you looking for while CV screening?
Q27. How do you ensure a positive candidate experience?
Q28. Problems encountered during the process?
 Relating to potential employees
 Relating to hiring agencies
 Relating to reference checking
Q29. What are the steps taken to maintain quality during the sourcing and recruiting?
Q30. Is employment testing adopted in the organization? If yes, then at which step?
 CONCLUSION & RECOMMENDATIONS
From the research (analysis) conducted on the company it can be concluded that the policies
and regulations adopted are quite strict but there exist some amount of flexibility during the
activities that is, they may vary somehow depending upon the need of the company at a point
of time. Also, they have a few specific sources of recruitment which they stick to, but in case
of any uncertainty or urgency the company goes for any option available and does not stick to
the pre-decided methods in the pre-decided ratio. It is fair to conclude that the company is
going smooth with the practices adopted and the processes undertaken and there are no
loopholes as such which the company needs to avoid or work on it. The company is clear about
what it is doing and what does it wants to achieve out of the process and so there is actually no
need of any improvisation or betterment as the company is staying updated with recent trends
and adjusts with the dynamic environment and adopts the changes.
RECOMMENDATIONS
While talking about the big company as JCB India Limited who has an established brand name
and image in the market, they conducts their functions and processes in a highly professional
and updated manner (current with trends of the dynamic environment) which leaves the
company with no shortcoming for which any improvisation needs to be done. Keeping in mind
the performance state of company, no recommendations can be given to a company that
outshines like this and also, fingers cannot be raised on such an efficient company. On personal
grounds, as an observer who has researched on their functions and processes the
recommendations and suggestions that I would like to flow out on a positive note are:
i. The company can adopt psychological testing at levels other than GET & DET
levels, so that it gets to know about the employee better in terms of his personality
type, attitude, behaviour and type of person.
ii. The concepts of Job Enlargement, Job Enhancement and Job Rotation should be
introduced at each level so that employee tends to acquire more knowledge and as
a results becomes an all rounder and dynamic for possible duties/tasks. Generally,
the company follows the procedure of assigning particular task to specific
employees, which makes them specialized in one field only. Job rotation aims at
specializing at all possible steps.
iii. The company faces a problem of lack of reverting back by the potential candidates,
so to avoid this the company should give the potential candidate a specific numbers
 of days to revert back and if the candidate in unable to revert in those specific days,
he/she will be considered non-eligible.
iv. There are many agencies available that provides candidates and their data for short
listing as per the specific needs of the company. At times, the data of 2 or 3 agencies
duplicate/match due to the collaboration of potential candidate with the agency. To
avoid this problem of duplication the company should rely only on a specific (1 or
2) agencies for providing candidates and their data.
v. In case of reference checking that is background data verification, which is
considered an important part of hiring, the company should either set up a separate
reference checking block which will be specialized in this task only or consult a
good reference checking mediator that has an overall good knowledge and
availability of sources.
 Reference And Bibliography
• https://www.wikipedia.org/

• https://www.jcb.com/en-in

• Newspapers and Magazines.

Content
Company Profile
History of Company
Joseph Cyril Bamford
Literature Review
About the Topic
Research Methodology and
process
Data Analysis
Findings
HR Functions at JCB
Selection Process
T-A Questionnaire
Conclusion and
Recommendations
Reference and Bibliography