Narasaraopeta engineering college

Project topic On Recruitment and selection In Jocil.Ltd

Project report

Signature of guide: Signature of student:

INTRODUCTION TO HUMANRESOUECE MANA EMENT

Meaning and definition:
Human resource management is very important element in every area of the organization .the organization may e small! ig! or medium "hat ever it may e the human resource is very important. #he resources "hich are utilized y the man po"er that should e called as human resources. In the organization or usiness units the man po"er or human resource can e divided as top level managers, employees, & workers.

Function of human resource management:

#he function of human resource management is divided into t"o parts they are as follo"s. Managerial !unctions Operational !unctions

Managerial functions:
$. Planning %. Organizing &. 'irecting (. )ontrolling

Planning Organizing irecting !ontrolling

: planning is define as the estimation of future .

: organizing is define as : :

Operational functions: #he operational functions are as follo"s

*ecruitment and selection Human resource development )ompensation +dopting recent trends 'evelop internal , e-ternal relations

Recruitment and selection: it is the first operative function of human resource management. *ecruitment is concerned "ith securing and employee the people in other hand employeement of human resources. Human resource development: Human resource development is nothing ut training and development of the human resource. it includes jo analysis jo satisfaction! jo specification! and jo orientation. Compensation: "e can compensate same particular amount for their "or/. It is nothing ut salary fi-ation. Develop internal & external relations: the human resources "ho are 0or/ed in the organization sector they have to maintain same good relations "ith internal and e-ternal employees for organizational 'evelopment self development. Recent trends in human resources: the human resources management can e adopted some recent trends li/e changes in recruitment process! changes in training process. #hese are the important functions of human resources management. *ecruitment and selection is one of the important functions of the operational functions. #his "e can study riefly in the follo"ing

Meaning Of Recruitment
+ccording to 1d"in 2. 3lippo! 4*ecruitment is the process of searching the candidates for employment and stimulating them to apply for jo s in the organization5. *ecruitment is the activity that lin/s the employers and the jo see/ers. + fe" definitions of recruitment are: + process of finding and attracting capa le applicants for employment. #he process egins "hen ne" recruits are sought and ends "hen their applications are su mitted. #he result is a pool of applications from "hich ne" employees are selected. It is the process to discover sources of manpo"er to meet the re6uirement of staffing schedule and to employ effective measures for attracting that manpo"er in ade6uate num ers to facilitate effective selection of an efficient "or/ing force. *ecruitment of candidates is the function preceding the selection! "hich helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right jo from this pool. #he main o jective of the recruitment process is to e-pedite the selection process. *ecruitment is a continuous process "here y the firm attempts to develop a pool of 6ualified applicants for the future human resources needs even though specific vacancies do not e-ist. 7sually! the recruitment process starts "hen a manger initiates an employee re6uisition for a specific vacancy or an anticipated vacancy.

RECRUITMENT NEEDS ARE O" THREE T#PES$

P%ANNED

I.e. the needs arising from changes in organization and retirement policy. ANTICIPATED

+nticipated needs are those movements in personnel! "hich an organization can predict y studying trends in internal and e-ternal environment. UNE&PECTED

*esignation! deaths! accidents! illness give rise to une-pected needs

Purpose ' Importance O! Recruitment

+ttract and encourage more and more candidates to apply in the organisation. )reate a talent pool of candidates to ena le the selection of est candidates for the organisation. 'etermine present and future re6uirements of the organization in conjunction "ith its personnel planning and jo analysis activities. *ecruitment is the process "hich lin/s the employers "ith the employees.

Increase the pool of jo candidates at minimum cost. Help increase the success rate of selection process visi ly under 6ualified or over6ualified jo applicants. y decreasing num er of

Help reduce the pro a ility that jo applicants once recruited and selected "ill leave the organization only after a short period of time. 8eet the organizations legal and social o ligations regarding the composition of its "or/force. 2egin identifying and preparing potential jo applicants "ho "ill e appropriate candidates. Increase organization and individual effectiveness of various recruiting techni6ues and sources for all types of jo applicants

Recruitment Process
#he recruitment and selection is the major function of the human resource department and recruitment process is the first step to"ards creating the competitive strength and the strategic advantage for the organizations. *ecruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the intervie"s and re6uires many resources and time. + general recruitment process is as follo"s: Identi!(ing t)e *acanc(: #he recruitment process egins "ith the human resource department receiving re6uisitions for recruitment from any department of the company. #hese contain: 9 Posts to e filled 9 :um er of persons 9 'uties to e performed 9 ;ualifications re6uired Preparing t)e jo+ description and person speci!ication, Locating and developing the sources of re6uired num er and type of employees -Ad*ertising etc<. Short=listing and identi!(ing t)e prospecti*e emplo(ee "ith re6uired characteristics. Arranging t)e inter*ie.s "ith the selected candidates. )onducting the intervie" and decision ma/ing

$. Identify vacancy %. Prepare jo description and person specification &. +dvertising the vacancy (. 8anaging the response >. Short=listing ?. +rrange intervie"s @. )onducting intervie" and decision ma/ing #he recruitment process is immediately follo"ed y the selection process i.e. the final intervie"s and the decision ma/ing! conveying the decision and the appointment formalities.

Sources o! Recruitment
1very organization has the option of choosing the candidates for its recruitment processes from t"o /inds of sources: internal and e-ternal sources. #he sources "ithin the organisation itself Ali/e transfer of employees from one department to other! promotions< to fill a position are /no"n as the internal sources of recruitment. *ecruitment candidates from all the other sources Ali/e outsourcing agencies etc.< are /no"n as the e-ternal sources of recruitment. SOURCES O" RECRUITMENT

Internal Sources o! Recruitment

1. TR !"#$R"

#he employees are transferred from one department to another according to their efficiency and e-perience.
%. &ROMOT'O!"

#he employees are promoted from one department to another "ith more enefits and greater responsi ility ased on efficiency and e-perience. &. Others are Upgrading and Demotion of present employees according to their performance.

(. Retired and Retrenc)ed emplo(ees may also e recruited once again in case of shortage of 6ualified personnel or increase in load of "or/. *ecruitment such people save time and costs of the organizations as the people are already a"are of the organizational culture and the policies and procedures. >. #he dependents and relatives of Deceased emplo(ees and Disa+led emplo(ees are also done y many companies so that the mem ers of the family do not ecome dependent on the mercy of others. E0ternal Sources O! Recruitment
1. &R$"" D($RT'"$M$!T"

+dvertisements of the vacancy in ne"spapers and journals are a "idely used source of recruitment. #he main advantage of this method is that it has a "ide reach.
%. $D)C T'O! * '!"T'T)T$"

Barious management institutes! engineering colleges! medical )olleges etc. are a good source of recruiting "ell 6ualified e-ecutives! engineers! medical staff etc. #hey provide facilities for campus intervie"s and placements. #his source is /no"n as )ampus *ecruitment.
+. &* C$M$!T ,$!C'$"

Several private consultancy firms perform recruitment functions on ehalf of client companies y charging a fee. #hese agencies are particularly suita le for recruitment of e-ecutives and specialists. It is also /no"n as *PO A*ecruitment Process Outsourcing<
-. $M&*O.M$!T $/CH !,$"

Covernment esta lishes pu lic employment e-changes throughout the country. #hese e-changes provide jo information to jo see/ers and help employers in identifying suita le candidates.
0. * 1O)R CO!TR CTOR"

8anual "or/ers can e recruited through contractors "ho maintain close contacts "ith the sources of such "or/ers. #his source is used to recruit la our for construction jo s.
2. )!"O*'C'T$D &&*'C !T"

8any jo see/ers visit the office of "ell=/no"n companies on their o"n. Such callers are considered nuisance to the daily "or/ routine of the enterprise. 2ut can help in creating the talent pool or the data ase of the pro a le candidates for the organization.

3. $M&*O.$$ R$#$RR *" 4 R$COMM$!D T'O!"

8any organizations have structured system "here the current employees of the organization can refer their friends and relatives for some position in their organization. +lso! the office earers of trade unions are often a"are of the suita ility of candidates. 8anagement can in6uire these leaders for suita le jo s. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended y the trade union.
5. R$CR)'TM$!T T # CTOR. , T$

7ns/illed "or/ers may e recruited at the factory gate these may e employed "henever a permanent "or/er is a sent. 8ore efficient among these may e recruited to fill permanent vacancies

"actors A!!ecting Recruitment

#he recruitment function of the organizations is affected and governed y a mi- of various internal and e-ternal forces. #he internal forces or factors are the factors that can e controlled y the organization. +nd the e-ternal factors are those factors "hich cannot e controlled y the organisation. #he internal and e-ternal forces affecting recruitment function of an organization are:
"ACTORS A""ECTIN RECRUITMENT

Internal "actors A!!ecting Recruitment #he internal forces i.e. the factors "hich can e controlled y the organisation are:
1. R$CR)'TM$!T &O*'C.

#he recruitment policy of an organisation specifies the o jectives of recruitment and provides a frame"or/ for implementation of recruitment programme. It may involve organizational system to e developed for implementing recruitment programmes and procedures y filling up vacancies "ith est 6ualified people.
%. H)M ! R$"O)RC$ &* !!'!,

1ffective human resource planning helps in determining the gaps present in the e-isting manpo"er of the organization. It also helps in determining the num er of employees to e recruited and "hat 6ualification they must possess.
+. "'6$ O# TH$ #'RM

#he size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and e-pand its usiness! it "ill thin/ of hiring more personnel! "hich "ill handle its operations.
7. CO"T

*ecruitment incur cost to the employer! therefore! organizations try to employ that source of recruitment "hich "ill ear a lo"er cost of recruitment to the organization for each candidate.
-. ,RO8TH !D $/& !"'O!

Organization "ill employ or thin/ of employing more personnel if it is e-panding itDs operations. E0ternal "actors A!!ecting Recruitment #he e-ternal forces are the forces "hich cannot e controlled y the organisation. #he major e-ternal forces are:
1. ")&&*. !D D$M !D

#he availa ility of manpo"er oth "ithin and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the mar/et for the professionals demanded y the company! then the company "ill have to depend upon internal sources y providing them special training and development programs.

%. * 1O)R M R9$T

1mployment conditions in the community "here the organization is located "ill influence the recruiting efforts of the organization. If there is surplus of manpo"er at the time of recruitment! even informal attempts at the time of recruiting li/e notice oards display of the re6uisition or announcement in the meeting etc "ill attract more than enough applicants.
+. 'M ,$ 4 ,OOD8'**

Image of the employer can "or/ as a potential constraint for recruitment. +n organization "ith positive image and good"ill as an employer finds it easier to attract and retain employees than an organization "ith negative image. Image of a company is ased on "hat organization does and affected y industry. 3or e-ample finance "as ta/en up y fresher 82+Ds "hen many finance companies "ere coming up.
7. &O*'T'C *:"OC' *: *$, * $!('RO!M$!T

Barious government regulations prohi iting discrimination in hiring and employment have direct impact on recruitment practices. 3or e-ample! Covernment of India has introduced legislation for reservation in employment for scheduled castes! scheduled tri es! physically handicapped etc. +lso! trade unions play important role in recruitment. #his restricts management freedom to select those individuals "ho it elieves "ould e the est performers. If the candidate canDt meet criteria stipulated y the union ut union regulations can restrict recruitment sources.
-. )!$M&*O.M$!T R T$

One of the factors that influence the availa ility of applicants is the gro"th of the economy A"hether economy is gro"ing or not and its rate<. 0hen the company is not creating ne" jo s! there is often oversupply of 6ualified la our "hich in turn leads to unemployment.
0. COM&$T'TOR"

#he recruitment policies of the competitors also effect the recruitment function of the organisations. #o face the competition! many a times the organisations have to change their recruitment policies according to the policies eing follo"ed y the competitors. Recruitment Polic( O! a Compan( In todayDs rapidly changing usiness environment! a "ell defined recruitment policy is necessary for organizations to respond to its human resource re6uirements in time. #herefore! it is important to have a clear and concise recruitment policy in place! "hich can e e-ecuted effectively to recruit the est talent pool for the selection of the right candidate at the right place 6uic/ly. )reating a suita le recruitment policy is the first step

in the efficient hiring process. + clear and concise recruitment policy helps ensure a sound recruitment process. It specifies the o jectives of recruitment and provides a frame"or/ for implementation of recruitment programme. It may involve organizational system to e developed for Implementing recruitment programmes and procedures y filling up vacancies "ith est 6ualified people. COMPONENTS O" THE RECRUITMENT PO%IC# #he general recruitment policies and terms of the organisation *ecruitment services of consultants *ecruitment of temporary employees 7ni6ue recruitment situations #he selection process #he jo descriptions #he terms and conditions of the employment + recruitment policy of an organisation should e such that: It should focus on recruiting the est potential people. #o ensure that every applicant and employee is treated e6ually "ith dignity and respect. 7n iased policy. #o aid and encourage employees in realizing their full potential. #ransparent! tas/ oriented and merit ased selection. 0eightage during selection given to factors that suit organization needs. Optimization of manpo"er at the time of selection process. 'efining the competent authority to approve each selection.

+ ides y relevant pu lic policy and legislation on hiring and employment relationship. Integrates employee needs "ith the organisational needs. RECRUITMENT PO%IC#

"ACTORS A""ECTIN

Organizational o jectives Personnel policies of the organization and its competitors. Covernment policies on reservations. Preferred sources of recruitment. :eed of the organizations *ecruitment costs and financial implications.

Di!!erence +et.een Recruitment and Selection 2oth recruitment and selection are the t"o phases of the employment process. #he differences et"een the t"o are: 1. *ecruitment is the process of searching the candidates for employment and stimulating them to apply for jo s in the organisation "here as selection involves the series of steps y "hich the candidates are screened for choosing the most suita le persons for vacant posts. 2, #he asic purpose of recruitments is to create a talent pool of candidates to ena le the selection of est candidates for the organisation! y attracting more and more employees to apply in the organisation "here as the asic purpose of selection process is to choose the right candidate to fill the various positions in the organisation. 3, *ecruitment is a positive process i.e. encouraging more and more employees to apply "here as selection is a negative process as it involves rejection of the unsuita le candidates.

4. *ecruitment is concerned "ith tapping the sources of human resources "here as selection is concerned "ith selecting the most suita le candidate through various intervie"s and tests. 5, #here is no contract of recruitment esta lished in recruitment selection results in a contract of service et"een the employer and the selected employee.

Selection Process 6 C)oosing t)e Rig)t Candidate

Selecting a suita le candidate can e the iggest challenge for any organization. "ccording to ale #oder = ESelection is the process in "hich candidates for employment are divided into % classes = those "ho are to e offered employment and those "ho are not.E #he success of a sales organization largely depends on its staff. Selection of the right candidate uilds the foundation of any organizationFs success and helps in reducing turnovers. #hough there is no fool proof selection procedure that "ill ensure lo" turnover and high profits! the follo"ing steps generally ma/e up the selection process for the right sales personnel = &re 'ntervie; "creening & &reliminar< 'ntervie;

#his is generally the starting point of any employee selection process. Pre Intervie" Screening eliminates un6ualified applicants and helps save time. +pplications received from various sources are scrutinized and irrelevant ones are discarded. + preliminary Intervie" may e conducted as "ell. pplication #orm

+ candidate "ho passes the preliminary intervie" and is found to e eligi le for the jo is as/ed to fill in a formal application form. Such a form is designed in a "ay that it records the personal as "ell professional details of the prospective sales employee. &ersonal 'ntervie;

8ost sales managers elieve that the personal intervie" is an a solute F87S#F. It helps them in o taining more information a out the prospective employee. It also helps them in interacting "ith the candidate and judging his communication a ilities! his ease

of handling pressure etc. In some )ompanies! the selection process comprises only of the Intervie".

Chec=ing References

8ost application forms include a section that re6uires prospective candidates to put do"n names of a fe" references. *eferences can e classified into = former employer! former customers! usiness references! reputa le persons. Such references are contacted to get a feed ac/ on the person in 6uestion including his ehaviour! s/ills! conduct etc. Credit Chec=s

8any )ompanies chec/ the financial condition of a prospective employee. If a person faces the urden of heavy loan or de t! a prospective employer "ould "ant to /no" that. Tests

'ifferent types of tests are conducted to evaluate the capa ilities of an applicant! his ehavior! special 6ualities etc. Separate tests are conducted for various types of jo s. &h<sical $xamination

If all goes "ell! then at this stage! a physical e-amination is conducted to ma/e sure that the candidate enjoys sound health and does not suffer from any serious ailment. >o? Offer

+ candidate "ho clears all the steps is finally considered right for a particular jo and is presented "ith the jo offer. +n applicant can e dropped at any given stage if considered unfit for the jo . Only after successfully clearing all the hurdles! an applicant can enjoy the feeling of eing selected for a particular jo .

NEED "OR THE STUD#$ *ecruitment is an important aspect of every organization in order to have a good and efficient management. #hrough proper recruitment process the firm can give etter service to the customers and can get a etter image in the e-isting mar/et. In order to get the right /ind of people in the right places! at right time! an organization should have the specific and clear personnel policies and recruitment methods "hich are very essential to the gro"th of organization. So there e-ists need for the study of recruitment , selection process

O78ECTI9ES O" THE STUD#

#o find out "hether consistency is selection process in the organization. #o find out on "hat asis the selection process is conducted on the organization. #o find out effectiveness of recruitment and selection in the company. #o study the satisfaction level of the employees "ith regarding to recruitment and selection. #o study the mode of information gathering the vacancies of the organizationDs. eing maintained in the recruitment and

METHODO%O #

NATURE O" STUD#$ #he study "as very fact= finding study. #he main o jective of the study is to identify and elected the recruitment program conducted to the employees "ho are "or/ing at JO)IL Ltd.! DATA CO%%ECTION$ 'ata collection from primary and secondary collection of data is the primary aspect in the organization process of research high still proper analysis to develop finding high full to conduct research effectively. #he data registered "hich is very important collecting data oth primary and secondary. Primar( Data$ #he data "hich is collected to administrate the 6uestionnaire y direct contact and also involved in personnel discussion to o tain in the sides of in the information. Secondar( Data$ #he data collected from record manual and company approaches maintained y the organization STUD# AREA$ #he study has een conducted at 'o/iparru in 8edi/onduru 8andaI of Cuntur 'istrict in +.P SAMP%E SI:E$ #he sizes of the sample chosen for study are $GG out of (%> "or/ers.

SAMP%E DESI N$ Once the researcher has formulated the pro lem and developed a research design including the 6uestioner he has to decide "hether the information is to e collected from all the people comprising the population. In case the data recollected from each mem er of the population of interest! it is /no"n as census survey. If on the other hand! data are to e collected only from some mem ers of the population. it is /no"n as the sample survey. #hus! the researcher has to decide "hether the "ell conducts census or sample survey to collect the data needed for the study. Some asic terms have een defined T(pes o! Sample Design$ 1, pro+a+ilit( sampling$ a; Random sampling$ 1very mem er of the population has a /no"n e6ual chance of selection. +; S(stematic sampling$ #he sampling fraction is calculated. #he selection of unit is dependent on the election of preceding unit in contrast to simple random sampling here the selection of units is independent of each other. Systematic random sampling is sometimes called 6uasi=random sampling. c; Strati!ied random sampling$ #he population is decided into mutually e-clusive groups a sample is dra"n from each group. d; Cluster sampling$ )luster sampling implies that instead of selecting individual units from the population! entire groups or clusters re selected at random. 2, Non6pro+a+ilit( sampling$ a; Con*enience sample$ #he research selects the most accessi le population mem ers from "hich to o tain the information action

+; 8udgment sample$ #he research used his or her judgment to select population mem ers "ho are good prospects accurate information. c; <uote sample$ #he research finds and intervie"ed a prescri ed num er of people in each of several categories. SAMP%IN TECHNI<UE$

I used simple random sampling techni6ue for this study.

SCOPE O" THE STUD#

#he study is confined to the recruitment of employees. #he aim of the Project is to study the present recruitment system and to find the effectiveness of it and suggest recommendations if necessary. #he study includes all level 8anagement. #he scope of the study is confined to the follo"ing aspects. Soaps are the useful product for people and are used every day y ever one and every home! so these products should e availa le in a re6uired time for the people concern has to people. 0hen these products are essentially the production concern has produce in re6uired time if it has to produce in a re6uired time its usiness has to run smoothly.

%IMITATIONS O" THE STUD#

#he information covers only a fe" employees in JO)IL.ltd #he respondents "ere not readily availa le and the data "as collected as per the convenience of respondents. +s the simple size is small! the inference and conclusion may not e appropriate. #o time period is very less to conduct servant property.

1mployees is not a le provide all details and to spare some time.

INDUSTR#
2,1 Industr( Pro!ile$
#he *s. (> illion Indian Soaps and 'etergents Industry has een e-periencing lo" gro"th and intense competition in ur an areas. #he physical mar/et for detergents at a out %.@ million tones is one of the largest mar/ets in the "orld. It categorized popular economy! premium and super premium. In India! the per capita consumption of detergents is only $.? /g! per annum as against over $? /g 0estern 1urope. +ccording to a report given in the year H&=H( the percentage consumption of soaps in #ai"an ?.%/g! #hailand &%/g! per annum! Indonesia %/g.! Iorea @.& /g per annum per capita! 8alaysias&. @ /g per annum per capita! Japan J.H /g per annum per capita. #he per capita consumption of #oilet Soap in India is at present "hole fully lo" as compared to many developing countries. #he industry has made rapid progress after lifting of the price control. #he overall gro"th rate of the industry in the recent years has een in the neigh orhood of $>K per annum. #he total turnover of toilet soap industry is *s. l GGG crore. #he mar/et is estimated at more than & la/h tones and its gro"th rate is a out $>K per annum. #he overall consumption of toilet soaps in the country has een increasing at the rate of >.@ and at more than $%K per annum in rural areas. #he industry faces serious pro lem on account of inade6uate availa ility of linear enzene! "hich has to e imported on a large scale. #he gap et"een demand and supply of oils for production of toilet soap is a matter of serious concern. #he "or/ing .group has assessed the availa ility of oils y the

year $HHH and %GGG +.'. at ?.> la/hs tones and $%.$ la/h tones respectively "hereas the demand "ould e the order of @.> la/h tones and $? la/h tones "hich "ill have to e the asis of present rec/oning y imports. #he soap mar/et is divided into su =popular! popular and premium on the asis of fatty matter. 2ut for the purpose of mar/et study! the mar/et is categorized into popular and premium. #he popular segment contri utes a out J@K "hile the premium soaps ma/e upon the remaining $&K. Segmentation o! t)e total Toilet Soaps$ Price Range Soap Segment *s.?=JAfor @> Cms< *s.J=$% Afor @> Cms< *s. $% L Afor @> gms.< Su =Popular Popular Premium

Mar/et s)are o! Premium= Popular= Su+6Popular. Segment Premium Popular Su =Popular Market share K %( (> &$ Growth Rate K & $ $>

#he a ove ta le sho"s the volume of gro"th rate of toilet soaps at different segments. Premium "hich is the range of *s.$% and a ove has price range et"een *s.G= J has $K gro"th and su =popular has a gro"th rate of $>GMG "hich is in the range *s.J= $%. Personal 0ash mar/et in India is very high. 1veryone is using toilet Soaps It is one of the fast moving consumer products in personal care segment. #he consumption percentage of toilet soaps "as increased year y year. #he total consumption of toilet soaps in India is >.& la/h tonnes per year. #he gro"th rate is %=& percent per annum. 2ut the consumption rate of soap used

per an Indian is lo"! "hen "e compare "ith #hailand! Italy and 2razil people. #heir consumption rate is (JG gms! @GGgms and per head in a month. #here are a num er of reputed companies in the toilet soap mar/et. 'ue to increased competition! along "ith those companies several small scale manufacturers are also entered in to the mar/et. #he cro"ded mar/et place has also rought to the consumer as mar/eters of soap have tried to "oo consumers through upgraded offerings and etter 6uality soaps. #he mar/eters of toilet soaps have increase the #38 A#otal 3atty 8atter< content in their rands! to offer etter 6uality soaps at lo"er prices. Industry "atchers say that the I38 content on some rands has moved up from the >G=?G percent earlier to over @G percent of late. +s 38)C major I#) Ltd is e-panding its product portfolio in the *s ?!>GG crore Indian toilet soaps industry! Codrej )onsumer Products and 0ipro )onsumer )are , Lighting are eefing up their operations to "oo consumers. #o sustain its leadership in the over=cro"ded category! Hindustan 7nilever Ltd AH7L< is currently chal/ing out a fresh game plan "hich includes product innovation and high=voltage ad campaigns, + rief profile of the various players in the personal "ash mar/et is given elo":

Hindustan %e*er %td,= -H%%;$

Hindustan Lever Ltd. has ecomes a major player in the Indian personal "ash mar/et. In India HLL has gained ?GK of share in the total toilet soap mar/et. HLL gives its products in several rand names. #he rand names of HLL are Liril! Pears! 'ove! Lu-! 'enim! 3air , Lovely! *e-ona! Life uoy! Hamam! 2reeze! +yush. 'ifferent rands are popular in different regions. HLL have rought a fe" enefits to the consumer as a mar/eter of toilet soap has tried to "oo. +s a result of sharp fall in farm disposa le incomes! the consumers persuaded lo"=income householdFs to do"n trade! that is! s"itch from high to=lo" priced rands. HLL too appears to endorse the phenomenon of do"n trading. #he major competitors of HLL are :irma! Codrej consumer care and 0IP*O.

Codrej consumer care has introduced! fairness soap! fairglo" "hich claims to enhance fairness! has een a success too! as against this spa"ning competitive response from HLL in the form of 3air , Lovely soap. HLL offering to com ine t"o enefits in a single ta let! 2reeze %=in$ actually offers a cost=effective replacement to consumers "ho "e hair "ash products and soap. HLL claims 2reeze is the largest rand in the discount segment. HLL has increased Life uoyFs mar/et share y introducing! Life uoy +ctive! Life uoy Cold! Life uoy plus. HLL has gained major or share in discount segment.

>ipro$
0IP*O has ecome a major player in the Indian personal "ash mar/et. In India 0ipro has gained >GK of share in toilet soap mar/et. 0ipro gives its products in rand names of Santoor! 0ipro 2a y Soap! and )handri/a. It covers $.? million outlets across the country for its distri ution. >G percent of 0ipro consumer care usiness comes from the toilet soap category. #he iggest rand of 0ipro is Santoor "as launched in the late JGFs. 0ipro through Santoor is the leading Soap mar/eter in +ndhra Pradesh "ith $J percent mar/et share. 0ipro a y soft diapers gained almost ?> percent of the usiness from :orthern 8ar/ets.

Nirma:
:irma has 6uic/ly ecome a significant player in the domestic toilet soap mar/et. #he companyFs aggressive pricing strategy has een the /ey ehind its performance. Launches such as :irma have paid off ecause consumers have seen the rand as offering good value for money. #he company has managed healthy top line gro"th in the mar/et. :irma has gained major mar/et share just a couple of years after its entry. It tries to made rands such as :irma availa le at least $G percent lo"er than its nearest competitors. #he company offers its rands :irma Lime! :irma premier! :irma. #he company faces competition from HLL! 0ipro! and Codrej. #he :irma "as succeeded "ithin a

short period due to its aggressive pricing strategy.

odrej Consumer Care$

0ith at least three entirely ne" launches under its elt! Codrej consumer care has improved its mar/et share in the personal "ash mar/et. #he companyFs recent .restructuring e-ercise! offer "hich the consumer products usiness "as diverted from the Codrej industries and vested "ith Codrej consumer care! has also helped pep up profita ility performance. 3air Clo"! the fairness soap from Codrej )onsumer )are! "hich claims to enhance fairness! has een a success too. +s a relatively small player in the usiness! the company has managed a ro ust sale.

ITC %imited$
I#) is one of IndiaFs foremost private sector companies and a diversified conglomerate "ith interests in 38)C! Hotels! Paper oards and Pac/aging! +gri 2usiness and Information #echnology. 0ith a mar/et capitalisation of nearly 7S N &G illion and a turnover of over 7S N ? illion! I#) has een rated among the 0orldFs 2est 2ig y 3or es )ompanies! +siaFs F3e . >GF and the 0orldFs 8ost *eputa le )ompanies

magazine! and among IndiaFs 8ost Balua le )ompanies y 2usiness #oday. It has een ran/ed as the "orldFs si-th largest Fsustaina le value creatorF among consumer goods companies glo ally! according to a report y the 2oston )onsulting Croup A2)C<. I#)Fs diversification is po"ered y a ro ust corporate strategy designed to unleash multiple drivers of gro"th. ItFs time tested core competencies! namely unmatched distri ution reach! superior ne" epicenters of gro"th. rand uilding! effective supply chain management and ac/no"ledged service s/ills in hoteliering have provided I#) the spring oard to create

"att( Acid Industr($

3atty +cids! as the name itself indicates! are in the organic acids derived from fats and oils. 3ats and oils are glycosides of the 3atty +cids. 3atty +cids are manufactured y hydrolysis of fats and oils! "hich is popularly /no"n as Cat Splitting. Clycerin is o tained as a yproduct in the production of fatty acid. 3atty +cids are having diversified application in various fields of industries li/e ru er manufacturing industries! #yres! plastic! )osmetics! 3oods and Pharmaceuticals.

Present Status$ o! Industr($

Present manufacture of 3atty +cids is dispersed all over the country "ith units in various states. Production of fatty acid in India "as insignificant! prior to the period of Second 0orld 0ar. Production on a small scale "as initially started in the mid forties that too "ith o solete e6uipment. #he 6ualities of fatty acid coming out from these units are far from desira le and recovery of glycerin "as inefficient. It is in $H>&! the first high pressure 3at Splitting Plant in our country "ent into stream in 2om ay. #e started production as a atch=operating unit! "hich "as soon converted to a semi=continuous one.

+ 7rie! Note on "att( Acid Industr( in A,P$

#he 3atty +cid Industry is dependent in availa ility of the Oils , Oils seeds for e-traction and further processing! as 8utton #allo" is anned in India. #he Industry found that *ice 2ran Oil A*.2.Oil< is one such source! "hich is cheaper than other oils. #hus! most of the 3atty +cidMStearic +cid manufacturers have chosen rice ran oil as their ra" material and the rice ran oil e-traction units founds placement near the ra" material source i.e.! *ice 2ran! even though the customers are "ill spread all over the country. #he consumption pattern of *ice 2ran Oil depends on the level of free 3atty +cid content availa le for industrial grade varies from time to time as the *ice 2ran availa ility is seasonal! having direct relation to the rice cropping and harvesting schedules.

In India! as e-plained already *ice 2ran Oil e-traction is mostly availa le in the major rice gro"ing states of +ndhra Pradesh and Punja . 3atty +cid manufacturing units have also found their duration in these states to e near to the ra" material source. #amil :adu State! even though produces major 6uantities of rice! most of it is consumed as oiled rice for local consumption. In +ndhra Pradesh there are a out @G *ice 2ran Oil 1-traction 7nits and ? 3atty +cid manufacturing units. +nother ne" unit is coming up. +mong all these! 8Ms Jocil Limited is the second oldest and its products are "ell accepted among the customers. #he installed capacity sales of Stearic +cid y these +ndhra Pradesh ased units account appro-imately for (J percent of the all India Sales volume.

Stearic Acid Industr($

#he Stearic +cid and other 3atty +cid using Industries li/e PO)! )hemical! *u er *etreating and related Industries are still possi le to e set up in +ndhra Pradesh! is still to! gro"! in spite of the competition among the 3atty manufacturers. #he idle capacity thus! is not a permanent feature.#he industries using Stearic +cid in +ndhra Pradesh are mostly PB) pipes *u er retrading! Ha"aii )happals! )ycle #yres! )hemical +u-iliaries! Stearates! )ement Paints and )osmetics. #he gro"th rate even though is high in cosmetics industry at %> percent. #he volumes are lo" due to lo"er production levels of cosmetics industry. In the Stearic +cid different grades are produced "ith standard specification for different industrial consumers.

Soap Industr( to gro. at ?61@A per annum

0ith increasing a"areness of hygienic standards! the soap industry is gro"ing at J=$GK per annum in India. #he soap mar/et in India is "ell developed and dominated y multinational companies and a fe" large Indian

companies. H7L has the largest mar/et share of ?(K in the soap industry.

Compan( H7L :irma Codrej Others

S)are ?(.GK $?.JK (.(K $(.JK

Soaps Lu-! Life oy! Hamam! Lori :irma 2ath , *ose )inthol! 3airglo"! Codrej :o.$ 'ettol! 8edimi- .etc

MANU"ACTURERS >ISE

:+81 O3 #H1 8+:73+)#7*1* == Codrej Soaps Ltd BB3 Limited Jocil Limited 333 Limited :ahar +gro *aj +gro O)L K #hapar 0ipro Limited Sirs +gro Limited Sudha +gro Limited *ayalaseem a +l/alies Ltd S"asti/ )hemicals Imports ,Oleo

;7+:#I#O 8+*I1# A8.#< $@GGGG HGGG $GGGG ?GGG >GGG >GGG %GGG %GGG >GGG %GGG >GGG %% $% $& J @ @ & & @ & @

SH+*1 AK<

*1CIO:

:orth :orth +.P. +.P. :O*#H :O*#H :O*#H Iarnata/a +.P. +.P. +.P.

@GGG

+.P.

$GGG

2.2 COMPAN# PRO"I%E$ Histor( o! t)e compan($6

+ Pu lic Limited )ompany incorporated in 3e ruary $H@J as +ndhra Pradesh Oil and )hemical Industries Ltd. Listed in :ational Stoc/ 1-change A:S1< 8adras and Hydera ad Stoc/ 1-changes.

*enamed as 4Jayala/shmi Oil and )hemical Industries Limited5 in $HJ%.

2ecame a Su sidiary of #he +ndhra Sugars Ltd A+SL< on %@ Octo er $HJJ.

+SL Croup of )ompanies have diversified interests in Sugar! )hemicals such as )austic Soda! +cetic +cid! Industrial +lcohol! Sulfuric +cid! +spirin etc.! Petrochemicals and #e-tiles at various locations in +ndhra Pradesh! India.

+SL is also the Sole Supplier of *oc/et 3uel A7'8H< to IS*O.

*enamed once again as 4Jocil Limited5 in $HH%.

&G years of e-perience in the field of manufacture of Stearic +cid 3la/es! 3atty +cids! #oilet Soap! Soap :oodles and *efined Clycerin.

Stearic +cid 3la/es are availa le in various grades for use in Pharmaceuticals! )osmetics! #e-tiles! Paints! Plastics! #yres! #read *u Industries. er! 8etal Polish and Other

+ ? 8" 2iomass )ogeneration Po"er Plant commissioned in %GG$! to meet captive re6uirements of Steam , Po"er.

1-ports Surplus Po"er to +PSP')L APu lic 7tility )ompany<.

)ontinuous un ro/en dividend paying record Since $HJJ P JH

)ele rated Silver Ju ilee in the year %GG&.

ISO HGG$:%GGG )ertification y ':B in year %GG(.

Bentured into 0ind energy in the Oear %GG>.

0ind farm is registered as )'8 Project "ith 7:3))) in Oear %GGH.

T)e Compan( policies are$

;uality. )onsumer Safety. Health and 1nvironment ASH1<.

Compan(Bs P)ilosop)($
#o e a Successful Profit 8a/ing Organization. #o )onduct its Operations "ith Honesty! Integrity and #ransparency. #o e the 8ar/et Leader in its 3ield of Operations through )ontinuous

Improvement. 1fficiency and ;uality of Products , Services. #o have )oncern for 1mployees! Shareholders! )ustomers and 2usiness +ssociates ali/e. #o Serve Society through Industry. #o care for the 1nvironment and the 0orld in "hich "e live

Organization Structure of Jocil Ltd:

2oard of 'irectors 8anaging directors

President , 8anager

8/tg +C8

C8 1ng

8anager C8A'evelopment<

Sr!

Secretary A1lectrical< President ' Secretar( +sst.! )osting 8anager Store 1-ecutive Purchase Officer

AProduction<

La or Officer '.P.O

Security Officer Security Cuards

Sr! +ccounts Sr.! +ssistant Sr.! +ssistant +sst.!8anager Officer S.+.O +sst +ccounts Officer S.+.+

+sst )ler/ 1-ecutive

+sst.! #ime /eepers

+C8 A8ar/eting< 8/tg Officer 1-ecutive +sst.! )ler/

%ocations$
#he company is located at 'o/iparru in 8edi/onduru 8andaI of Cuntur 'istrict in the state of +ndhra Pradesh. #he area "as declared as ac/"ard one y the Covernment of +ndhra Pradesh. It is "ell connected y oth rail and road transportation. It is only (> /m from Bijaya"ada! "hich is industrially located.

Industrial %icensing$
+s the value of fi-ed assets envisaged in the project is less than *s. &.& crores the

Industrial license is not re6uired for setting of this project. #he company has

een

registered "ith 'irectorate Ceneral of #echnical 'evelopment A'3#'<! Covernment of India! :e" 'elhi earing :o. 'C#'MH;M'=S=SM*=(@&&M)=%?A:<MS1M@H "ith their letter dated %$=>=$H@H and &$=&=$HHG for the manufacture of

S)are Holders Patterns

Promoters A#he +ndhra Sugars Limited! Holding )ompany< Pu lic Institutions AI)I)I , IS1)<, 2an/s 2odies )orporate 3ace Balue of Share each Pro!ile o! 8ocil %imited$ #ype of the )ompany :ame of the 7nit = Large Scale 7nit = 8anufacturing

& $=G& P%G$G >>.G%K &$.&(K $%.((K $.%GK *s.IGM

"oreign E0c)ange Earnings And Outgo$

'uring the year the company e-ported '3+ and earned foreign e-change e6uivalent to *s. ((!?$!(J!>%JAp.y.$H!(H!G?!&((<.#he company imported ra" materials! spares during the resulting in foreign e-change outgo e6uivalent to *s. @>!H$!G>!??%APrevious Oear *s. >$!%G!&$!>??<.

Finance:
'uring the year under revie"! the company has purchased e6uipment leased from I3)I on completion of lease period. +ndhra 2an/ and State 2an/ of India have sanctioned term loans of 8rs. J.JG )rores and *s. &.%G )rores respectively for setting up ? 80 2iomass )ogeneration Po"er Plant in the e-isting premises. 'uring the year! term loan from +ndhra 2an/ "as dra"n and utilized. It is e-pected to dra" the amount from State 2an/ of India in the current year.

Mar/eting$
#he company mainly mar/ets its products from its depots held at 8um ai! 'elhi! Iol/ata and 2angalore and directly from the factory. #he prices are fi-ed asing on its competitors and the variations in the prices of ra" materials. :o advertising is done for the fatty acids. +s it is an industrial product! the company does not allocate any amount on advertisement and the consumers come to the depots or factory and place their orders. In the case of soaps! as they are manufacturers on the contract advertising is ta/en over y HLL. asis of HLL no advertising is re6uired. Jocil leads only "ith the soap production and the mar/eting ,

"uture Prospects$
. #he competition in fatty acids industry continues to e e-tremely severe. In vie" of this! considera le capacity in soap plant and fatty acid plant is eing used for processing on jo "or/ for others. #he company is ta/ing all necessary steps for cost reduction and 6uality improvement y ma/ing some additional investment in fatty acid and soap plants. #he surplus po"er from ?8B 2iomass cogeneration Po"er Plant after meeting captive re6uirements in process plant is e-ported to +P #ransco Crid. #hird party sale of surplus po"er is eing permitted on month=to=month asis! presently availa le up to %(th June %GG$! y +ndhra Pradesh 1lectricity *egulatory )ommission pending final decision on the su ject. #he purchase price of +P #ransco is not very attractive and therefore continuance of third party sale at least for fe" more years "ill help ne" entrants li/e Jocil for early recovery of huge investments made in the po"er plant. + out >GK of the po"er generated is e-ported to +P #ransco grid and such po"er is availa le for captive use of an/ing! for sale to +P #ransco or to third parties.

Products o! 8ocil$
Jocil has set up a modem plant for the manufacturing of fatty acids! toilet soaps and refined glycerin. #he major e6uipments "ere imported "ith latest technology. #he

products manufactures are of international standards to suit different industrial users.

8ocil is Manu!acturing T.o T(pes o! Products$

Industrial Coods A)hemicals< )onsumers Coods ASoaps<

Industrial products
3atty +cids Stearic +cids 'istilled *ice 2ran 3atty +cid Hydrogenated rice ran 3atty +cid Oleic +cid *efined Clycerin *ice 2ran Oil pitch Industrial O-ygen

consuma+le products
#oilet Soap :oodles #oilet Soaps

Cas) Management in 8ocil %imited$

)ash management in Jocil is done y preparing a cash udget availing the information from the pay order oo/s! "hich "ill in turn! help to eliminate over /eeping of cash. #o reduce the delay of clearing the che6ues! Jocil provides the facility of electronic fund transfer. #he cash management helps Jocil Limited to estimate the cash re6uirements and other day=to=day payments. Jocillimited collected the money in the follo"ing t"o "ays.

Aa< )oncentration 2an/ing A < 1lectronic 3unds transfer

Concentration 7an/ing$
)oncentration an/ing is a means of accelerating the flo" of funds of the firm y esta lishing strategic collection centers. Instead of a single collection centre located at the company had 6uarters multiple collection centers are esta lished. #his system helps to the company to shorter the period et"een the times. )ustomers mail their payments and the time the company has the use of funds. )ompany instructs its customers in a particular geographic area to remit their payments in the collection center in that area. 0hen the payments are received they are deposited in the collection centers or local an/ers. Surplus funds transferred from these local accounts to a concentration an/. Cenerally the an/s act as the collection centers. Jocil Limited is having different centers for collection i.e.! an/s accounts all over the country

Current Accounts .it) ot)er +an/s

Name o! t)e 7an/ State 2an/ of India State 2an/ of 2i/aner operation +ndhra 2an/ +-is 2an/ H'3) 2an/ Address 8ain 2ranch! Cuntur. Ihari 2aoil! )alcutta 8ain 2r.! Cuntur :aaz )enter!Cuntur La/shmi puram Purpose O)) 'epot. O)) )urrent, O)) )urrent

"unctions o! 8ocil %imited$

$. #o produce! manufacture! refine! process import! sell and generally to deal in all /inds of fatty acids and soaps and in connection there "ith the construction of factories and "or/shop. %. #o fa ricate manufacture and deal in all /inds of fatty acids plants. &. #o manufacture various rands of soaps under contract asis for HLL. (. #he company organizes annual general ody meeting "here it su mits all the four 6uarterly reports regarding the actual performance "ith standard performance and predicts the courses of vacancies. >. #o receive! consider and adopt the profit , loss aMc for the year ended and prepares alance sheet as at that date. ?. #o declare dividend on e6uity shares.

Per!ormance And Ac)ie*ements o! 8ocil %imited$

Jocil is a leading manufacturer of all /inds of 3atty +cids. #his also manufactures soaps. Jocil supplies different grades of Stearic +cid and other 3atty +cids to other manufacturing companies of pharmaceuticals! chemicals! plastic etc. Jocil supplies 3atty +cids to meet their specific re6uirement of Stearic +cid! Oleic +cid etc. Jocil supplies soap noodles of 8argo rand to 8is )alcutta )hemicals )ompany.

JocilFs production of 6uality goods is due to the follo"ing factors:

"actors are$
7sage of good 6uality ra" materials li/e rice ran oils! coconut oils! cotton seed oils etc. #he processing and purification of fatty acids is done y using latest technology. #he technology and re6uirement of Jocil has een imported from ).8.2.! Italy. 8aintenance of 6uality control personnel. #oilet Soaps and Clycerin are manufactured as per 2IS) Aformerly /no"n as ISI< standards. It uses high 6uality chemicals for the purification and processing of the 3atty +cids. It maintains international standards in manufacturing its products so as to suit different /inds of industrial users. y e-perienced and committed operating

QUESTIONNAIRE Name:___________________ Age: ___________________ Designation: __________________ Department: __________________ Place: ___________________ Q1. Do you have a c ear y !tate" Recruitment # Se ection $o icy% a. Yes b. No c. To some extent Q2. &hat i! the 'ua ity of (O)I* *TD )om+any recruitment Sy!tem,a. Quick Response time for requirement b. ringing in Qualit! People c. Proper coor"ination #it$ ot$er team or "epartment ". %fficient &aintenance ' (p"ating of Database

Q.. &hat i! the average time of re!+on!e to each can"i"ate% a. )*+ Da! b. ) ,eek c. )- Da!s ". .f an! /pecif! __________ Q/. &hich !ource of Recruitment i! 0etter for com+anie!,0.1 .nternal /ource 0..1 %xternal /ource 0...1 Depen"s on /ituation ' Post22222222222222 Q-. Do you have referra +o icy in your organi1ation% a. Yes b. No Q2. I! there a re3ar" for referring em+ oyee!% a. Yes b. No Q4. &hat are the interna Recruitment Source! among the fo o3ing,a. Present permanent emplo!ees b. Present temporar! emplo!ees c. Retrenc$e"3Retire" emplo!ees ". Disable" emplo!ees Q5. &hat E6terna Recruitment Source! are u!e"% a. A"4ertisement b. 5ampus inter4ie#s c. 5onsultant ". Portals e. All of t$ese2. Q7. Doe! (O)I* *TD a"o+t! Interna Recruitment Source i.e. Tran!fer # $romotion,0.1 Yes 0ii1 No .f Yes t$an for #$ic$ t!pe of post2222222222222. Q18. &hat form of intervie3 "i" you +refer% a. Personal .nter4ie# b. Telep$onic .nter4ie# c. 6i"eo 5onferencing ". An! T#o 0T$en tick t$ose t#o1 e. All t$ree Q)). 9o o3ing 3hich te!t organi1ation con"uct for !e ection of can"i"ate Aptitu"e

.ntelligence Personalit! Ps!c$ological An! ot$er Q12. Are you !ati!fie" 3ith the intervie3 +roce!!% a. Yes b. No c. To some extent Q)7. Are re:ecte" can"i"ate! informe" 0y %mail P$one Not informe" Q1/. Ran; the Qua itie! in the or"er of your +reference on the 0a!i! of 3hich you !e ect can"i"ate,a. Qualification b. %xperience c. /kills ". Personalit! e. Depen" on 8ob 6ariet! Q1<. =o3 many roun"! of intervie3! are con"ucte" 0efore a can"i"ate i! offere" the em+ oyment% )a"re (unior *eve Mi"" e *eve Senior *eve One T3o Three More

Q12. Doe! (O)I* *TD a!;! can"i"ate! to enter into >ONDS 3ith them,a. Yes b. No .f Yes t$en #$at kin" of 8ob or Department2222222222. Q14. I! the e!timation of Recruitment $roce!! co!t i! "one% a. Yes b. No Q15. =o3 "o you rate the =R +ractice! of the com+any% a. %xcellent b. 6er! 9oo" c. 9oo" ". A4erage e. a" Thank You for your Valuable Time

DATA ANA%#SIS AND DATA INTERPRETATION Ta+le 4,1$ 1, Do (ou )a*e a clearl( stated Recruitment ' Selection Polic(

Particulars
(es no To some e0tent total

No o! percentage respondent HJ HJK % %K

$GG

$GGK

INTERPRETATION$

c ear y !tate" Recruitment # Se ection $o icy

)+:; )::; $ercentage! >:; =:; <:; +:; :; !es no To some extent Rating total percentage

Ta+le 4,2$ 2, >)at is t)e Cualit( o! 8OCI% %TD Compan( recruitment S(stem particulars
<uic/ response !or recruitment 7ringing t)e Cualit( people Proper co6 ordination .it) ot)er team or department e!!icient maintenance' up dating o! data+ase total

no o! respondents H H$ G

percentage HK H$K GK

GK

$GG

$GGK

INTERPRETATION$

NO O9 RES$ONDENTS )+: ):: >: =: <: +: :

Ta+le 4,3$
Quick response for recruitment ringing t$e qualit! people RATIN? Proper co* or"ination #it$ ot$er team or "epartment efficient maintenance' up "ating of "atabase total /eries7 /eries+ /eries)

3. >)at is t)e a*erage time o! response to eac) candidate

'ua ity of (O)I* *TD )om+any recruitment Sy!tem

Particulars
162 da(s 1 .ee/ 15da(s I! an( speci!(

no o! respondents $J ?( $J G $GG

percentage $JK ?(K $JK GK $GGK

Total

INTERPRETATION

Average time of re!+on!e to each can"i"ate

NO O9 RES$ONDENTS )+: ):: >: =: <: +: :
#e ek )"a !s sp ec if ! To ta l "a !s

/eries) /eries+

)* +

.f

RATIN?

an !

Ta+le 4,4$ 4, >)ic) source o! Recruitment is +etter !or companies particulars

Internal source E0ternal source Depends up on situation ' post

no o! respondents (& (( $&

$GG

percentage (&K ((K $&K

$GGK

Total

INTERPRETATION

!ource of Recruitment i! 0etter for com+anie!

No of re!+on"ent! )+: ):: >: =: <: +: : .nternal source %xternal source Depen"s up on situation ' post Total /eries) /eries+

Rating

Ta+le 4,5$ >. Do (ou )a*e re!erral polic( in (our organiDation

Particulars
(es no

no o! respondents @H %$ $GG

percentage @HK %$K $GGK

#otal

INTERPRETATION

referra +o icy in your organi1ation

)+:; No of re!+on"ent! )::; >:; =:; <:; +:; :; !es no Total Rating /eries) /eries+

Ta+le 4,E$ ?. Is t)ere a re.ard !or re!erring emplo(ees Particulars

(es no

no o! respondents @& %@ $GG

percentage @&K %@K $GGK

Total

INTERPRETATION

. I! there a re3ar" for referring em+ oyee!

No of re!+on"ent! )+: ):: >: =: <: +: : !es no Total Rating

Ta+le 4,F$
F. >)at are t)e internal Recruitment Sources among t)e !ollo.ing

Particulars
Present permanent emplo(ees Present temporar( emplo(ees Retired or retrenc)ed emplo(ees Disa+led emplo(ees

no o! respondents H% G ( ( $GG

percentage H%K GK (K (K $GGK

#otal

INTERPRETATION

. &hat are the interna Recruitment Source! among the fo o3ing

No of re!+on"ent! )+: ):: >: =: <: +: : Present Present Retire" or Disable" permanent temporar! retrenc$e" emplo!ees emplo!ees emplo!ees emplo!ees Rating Total

/eries) /eries+ /eries7

Particulars
Ad*ertisement Campus inter*ie.s Consultants Portals All o! t)ese

no o! respondents %$ &> &G @ @ $GG

percentage %$K &>K &GK @K @K $GGK

total

Ta+le 4,?$ ?, >)at E0ternal Recruitment Sources are used

INTERPRETATION

. &hat E6terna Recruitment Source! are u!e"

No of re!+on"ent! )+:; )::; >:; =:; <:; +:; :;
s t en se s ls er 4i e# lta nt ta $e tis em Po r ft to ta l

/eries)

su

A" 4e r

5 am

pu s

5 on

Rating

Ta+le 4,G$ G, Does 8OCI% %TD adopts Internal Recruitment Source i,e, Trans!er ' Promotion$6

Al lo

in t

Particulars
(es no

no o! respondents H$ $ $GG

percentage H$K $K $GGK

#otal

INTERPRETATION

(O)I* *TD a"o+t! Interna Recruitment Source i.e. Tran!fer # $romotion,No of re!+on"ent! )+: ):: >: =: <: +: : !es no Total Rating

Ta+le 4,1@$ 1@, >)at !orm o! inter*ie. did (ou pre!er Particulars
Personal inter*ie. Telep)onic inter*ie. 9ideo con!erencing An( t.o All t)ree

no o! respondents HG @ % G $ $GG

Percentage HG @ % G $ $GG

#otal

INTERPRETATION

no of re!+on"ent!

Personal inter4ie#

Telep$onic inter4ie#

6i"eo conferencing

)+: ):: >: =: <: +: :

&hat form of intervie3 "i" you +refer

Rating /eries< /eries+ /eries)

An! t#o

All t$ree

Total

Ta+le 4,11$ $$. "ollo.ing .)ic) test organiDation conduct !or selection o! candidate Particulars
Aptitude intelligence personalit( ps(c)ological An( ot)er

no o! respondents $( @> J & G $GG

Percentage $(K @>K JK &K GK $GGK

#otal

3hich te!t organi1ation con"uct for !e ection of can"i"ate

no of re!+on"ent! )+: ):: >: =: <: +: :
ge nc pe e rs on ps al it! !c $o lo gi ca l An ! ot $e r Ap tit To ta l u" e

/eries) /eries+ /eries7

in te ll i

Rating

Ta+le 4,12$ 12, Are (ou satis!ied .it) t)e inter*ie. process

Particulars
(es no To some e0tent

no o! Percentage respondents HJ HJK % G $GG %K GK $GGK

#otal

Are you !ati!fie" 3ith the intervie3 +roce!!

No of re!+on"ent! )+: ):: >: =: <: +: : !es no To some extent Total

Rating

Ta+le 4,13$ 13, Are rejected candidates in!ormed +( Particulars

In!ormed immediatel( Email p)one Not in!ormed

no o! Percentage respondents $$ $$K ( J> G $GG (K J>K GK $GGK

#otal

Are re:ecte" can"i"ate! informe"

)+: ):: >: =: <: +: : .nforme" imme"iatel! p$one Total Rating No of re!+on"ent!

Ta+le 4,14$ 14, Ran/ t)e <ualities in t)e order o! (our pre!erence on t)e +asis o! .)ic) (ou select candidate$6 Particulars
Cuali!ication e0perience s/ills personalit( Depends up on jo+ *ariet(

no o! respondents $% %> %G & (G $GG

Percentage $%K %>K %GK &K (GK $GGK

#otal

Ran; the Qua itie! in the or"er of your +reference on the 0a!i! of 3hich you !e ect can"i"ate,no of re!+on"ent! )+: ):: >: =: <: +: : experience qualification personalit! Depen"s up on ?ob 4ariet! skills Total

/eries) /eries+ /eries7

Rating

Ta+le 4,15$ 15. Does 8OCI% %TD as/s candidates to enter into 7ONDS .it) t)em

Particulars
(es no

no o! respondents >& (@ $GG

Percentage >&K (@K $GGK

Total

(O)I* *TD a!;! can"i"ate! to enter into >ONDS 3ith them

No of re!+on"ent! )+: ):: >: =: <: +: : !es no Total Rating

Ta+le 4,1E$ 1E, Is t)e estimation o! Recruitment Process cost is done Particulars
(es no

no o! Percentage respondents H$ H$ H $GG HK $GGK

Total

E!timation of Recruitment $roce!! co!t i! "one

)+: No of re!+on"ent! ):: >: =: <: +: : !es no Total Rating

Particulars E0cellent 9er( good ood A*erage 7ad Total

no o! respondents >J &J & $ G $GG

Percentage >JK &JK &K $K GK $GGK

Ta+le 4,1F$ 1F, Ho. do (ou rate t)e HR practices o! t)e compan(

. =o3 "o you rate the =R +ractice! of the com+any

No of re!+on"ent! )+: ):: >: =: <: +: :
xc el le nt 6 er ! go o" 4e ra ge 9 oo " To ta l a"

"INDIN S
In organization most of the people satisfied "ith their present organization and some people respond negatively.

Rating

 HJK of respondents have /no"n clearly a out the recruitment policy in the JO)IL.L#' and remaining %K of respondents have no idea a out recruitment in JO)IL.L#' 1?A of employees in JO)IL.L#' have stated that the average time of response for each candidate for recruitment is $=% days and ?(K of respondents have stated that it "ill ta/e min $"ee/ and remaining $JK no of respondents have stated that it ta/e min $> days for each candidate .
H$K

of respondents have says that JO)IL have internal recruitment source i.e.

transfers and promotions and reaming HK says they have no internal recruitment source. HJK of respondents have said that they are satisfied "ith the intervie" process and remaining JK are not satisfied "ith intervie" process. +mong all of respondents >&K of employees says that they have entered in onds "ith jocil ltd at the time of their recruitment. H$K of employees says that jocil ltd estimates their recruitment process cost efore going for recruitment.

SU

ESTIONS
#his part deals "ith the some suggestions for effective *ecruitment in the

JO)IL.L#'

*ecruitment should e done timely in the organization as it consumes a lot of time , hence this ecomes a hindrance for applicants "ho are /ept on hold for a long time.

Proper Human *esource planning strategy should e follo"ed "hich "ill help in recruiting the right candidates.

Selection process is to e completed , offers to the candidates must e issued on the same day.

+ revaluation of the recruitment policies , methods is also suggested for improving the efficiency of the organizational o jectives.

Superiors in the organization should inculcate the importance of the self= development in the minds of the employees.