Summer Traning Project Report: ON Recruitment and Selection IN

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SUMMER TRANING
PROJECT REPORT
ON
RECRUITMENT AND SELECTION
IN
PARLE BISCUITS PVT .LTD.

(FOR PARTIAL FULLFILMENT OF MBA DEGREE)
PROJECT GUIDE: SUBMMITED BY:
MR.SAURABH RATHI N EERAJ KUMAR SINGH
Asst.Personnel Officer
MBA III SEM
AMRAPALI INSTITUTE OF MANAGEMENT AND

COMPUTER APPLICATION
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(Affiliated by uttrakhand technical University, Deharadun)
ACKNOWLEDGEMENT
I would like to thank first of god to complete my project without any interventions.
Next to PARLE BISCUIT INDUSTRIES, RUDRAPUR for giving me this opportunity
to do my summer training project there. The employee and the staff had very supportive
and have helped me in every possible way to finish the project . I would like to special
thanks Mr.Saurabh Rathi who is asst. personnel officer in PARLE (RUDRAPUR) for
guiding me and spending time with me on this project. I thank them for sharing all kinds
of human resource information related to recruitment and selection with me and
providing me with support material from library. This project has helped me clearing
human resource fundamental and has taught me some very important concept about
recruitment and selection process in industries, which no book could have given me
Training at PARLE was very good, learning experience for my professional career and it
will always help me in the future.
I would also like to thank my parents, brothers, daughter, friends, and well
wisher who contributed and encourage me in development of this project.
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PLACE
(Neeraj Kumar Singh)
PREFACE
With the help of this project I have come to know that mere knowledge is
not enough to understand the human behavior and the how the company recruit and
search talent to perform the job in their organization. The summer training project has
helped me to understand a few very important concepts that in today’s world are required
and make business do well.
Education imparts enlightenment but training polishes the personalities
of an individual. The Institute directed me to undertake summer training project in
PARLE, RUDRAPUR and prepare a report.
The whole project is divided in five segments:
o First segment consists of introduction, Objective of studies, Research
Methodology, scope of study.
o Second segment consists of industrial profile, Comapany profile.
o Third segment consists about recruitment and selection,
o Fourth segment consists about Data analysis and interpretation and finding.
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o Fifth segment consists of Recommendation and suggestion.
STUDENT DECLERATION
This project has been under taken in partial fulfillment of the requirement for the
award of the degree of Master in Business Administration of Uttrakhand Technical
University Dehradun.
This project was executed during the second semester under the supervision of…
Further, I declare that this project is my original work and analysis and finding are for
academic purpose only. This project has not been Presented in my seminar or submitted
elsewhere for the award of any degree or diploma.
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PLACE: AIMCA (Haldwani) ( Neeraj Kumar Singh)
CHAPTER ARRANGEMENT
CHAPTER- 1
1. Introduction
2. Objective
3. Methodology
4. Limitation of study
5. Scope of study
CHAPTER- ll
1. Industrial Profile
2. company profile
CHAPTER-lll
1. Recruitment and Selection
2. Process of recruitment and selection
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3. Factor affecting the process
CHAPTER- lV
1. Data analysis
2. SWOT Analysis
CHAPTER- V
1. Suggestions and Recommendation
Bibliography
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1.1 INTRODUCTION
As we know that in today’s competitive world it’s very tough for every organization to
compete to others. In any organization human capital is most important factor to compete
to this situation. Human resource affects every part in an organization. So today every
org. very attention to search the talent pool for their org. Recruitment & selection is so an
important exercise to a personnel manager.Every year a number of companies becomes
bankrupt due to their poor performance. Presently number technique available to judge
the current position of the business.
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Summer training is an activity where the person is trained for a person is
trained for a present job. It improved the performance of a person towards the society and
also towards the Organization.
I have taken this project to enhance or to gain knowledge in the field of
human resource management in an organization. I had completed my training from
PARLE BISCUIT PVT.LTD., RUDRAPUR.
1.1 OBJECTIVE OF THE STUDY
The project “Recruitment and Selection process in PARLE” to fulfill the following
objective:
 To understand about the recruitment &selection process of the company.
 To search the company performance and their talent pool
requisition
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 To indicate the true efficiency.
 To understand the employees thinking towards the presrnt recruitment policies of
the company.
1.2 PERIOD OF THE STUDY
I did my summer training in PARLE, RUDRUPUR under Mr. Saurabh Rathi, Asst.
Personnel Officer. My period of study is 8 weeks i.e., from 20-06-08 to 20-08 08. Mr.
Saurabh Rathi sir provide my all the information related to my summer training project.
During my summer training, I learnt a lot of new thing about the company and its
recruitment and selection policies, induction program etc.
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1.4 RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem and
consider the logic behind the method and tools used. Which we applied for research. This
project is based on direct interview and secondary data.
For the research I collected data from both primary and secondary data collection
method. For primary data collection I made a questioner and data collected from the
employees. For secondary data collection I took the help of Parle library and various
magazine and books.
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1.5 LIMITATION OF STUDY
1-This project is based on the method of recruitment and selection policies and due
to constraint of time is not possible to work on all tools and techniques of recruitment
policies.
2- The data collection is also limited.
3- This project report is based on my own perception and finding so it cannot used
for generalizing purpose.
4-Data are extracted from various employees and secondary sources so any error in
the statement will subsequent effect the company R&S process.
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1.6 SCOPE OF STUDY
1-It provides useful information for the research and also introduces the researcher to the
particle problem faced in a company.
2- This project work is very important to the management student to gain experience.
3- This project work also provides useful information about the company.
4- This project is based on human resource management, so its benefit for human
resource student.
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2.1 INDUSTRIES PROFILE:
India Biscuits Industry is the largest among all the food industries and has a turn over of
around Rs.3000 crores. India is known to be the second largest manufacturer of biscuits,
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the first being USA. It is classified under two sectors: organized and unorganized. Bread
and biscuits are the major part of the bakery industry and covers around 80 percent of the
total bakery products in India. Biscuits stand at a higher value and production level than
bread. This belongs to the unorganized sector of the bakery Industry and covers over 70%
of the total production.
India Biscuits Industry came into limelight and started gaining a sound status in the
bakery industry in the later part of 20th century when the urbanized society called for
ready made food products at a tenable cost. Biscuits were assumed as sick-man's diet in
earlier days. Now, it has become one of the most loved fast food products for every age
group. Biscuits are easy to carry, tasty to eat, cholesterol free and reasonable at cost.
States that have the larger intake of biscuits are Maharashtra, West Bengal, Andhra
Pradesh, Karnataka, and Uttar Pradesh. Maharashtra and West Bengal, the most
industrially developed states, hold the maximum amount of consumption of biscuits.
Even, the rural sector consumes around 55 percent of the biscuits in the bakery products.
The total production of bakery products have risen from 5.19 lakh tones in 1975 to 18.95
lakh tones in 1990. Biscuits contributes to over 33 percent of the total production of
bakery and above 79 percent of the biscuits are manufactured by the small scale sector of
bakery industry comprising both factory and non-factory units.
The production capacity of wafer biscuits is 60 MT and the cost is Rs.56,78,400 with a
motive power of 25 K.W. Indian biscuit industry has occupied around 55-60 percent of
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the entire bakery production. Few years back, large scale bakery manufacturers like
Cadbury nestle, and broke bond tried to trade in the biscuit industry but couldn't hit the
market because of the local companies that produced only biscuits.
The Federation of Biscuit Manufacturers of India (FBMI) has confirmed a bright future
of India Biscuits Industry. According to FBMI, a steady growth of 15 percent per annum
in the next 10 years will be achieved by the biscuit industry of India. Besides, the export
of biscuits will also surpass the target and hit the global market successfully. GROWTH
in the over 40-year-old Indian biscuit industry has remained slow. Back-of-the-envelope
calculations will show that per capita consumption is less than Rs 3 per month on biscuits
or less than Rs 15 per household per month. According to the Federation of Biscuit
Manufactures of India (FBMI), the biscuit industry in India in the organized sector
produces around 60% of the total production, the balance 40% is contributed by the
unorganized bakeries.
The production by organized players is estimated to be 1561, 000 tones, for the year
2005, which means if we include the unorganized sector the total tonnage should be at
least 2,600,000. The industry consists of 3 large-scale manufacturers, around 50 medium
scale brands and 2500 small-scale units in the country. The unorganized sector is
estimated to have approximately 30,000 small & tiny bakeries across the country.
The major brands are - Britannia, Parle, ITC, Priyagold, Cremica, Dukes, Anmol, Priya,
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etc besides various regional and state brands. Biscuit industry, which was reserved in the
small-scale industry sector, was unreserved in 1997-98, based on the recommendations of
the Abid Hussain Committee.
The annual production of biscuit in the organized sector continues to be predominantly in
the small and medium scale sector before and after de-reservation. Biscuit production
witnessed an annual growth of 10% to 12%, up to 1999-00.
According to the biscuit manufacturers federation, the annual growth of overall biscuit
industry showed a decline of 3.5% in 2000-01, mainly due to 100 percent hike in central
excise duty (from 8 % to 16%). Production in the year 2001-02 increased very marginally
by 2.75%, whereas in 2002-03 the growth was around
RECENT TRENDS:
This is according to a study done by Market Search, a Mumbai-based market research
agency which has attempted to explain the dynamics of the Indian biscuit market.
Having just two national players, Parle and Britannia, the prices have remained almost
constant for the past few years in most categories and in some categories the prices have
actually decreased to 1997-98 levels. As per the study, the market is even now dominated
by basic biscuit categories such as Glucose and Marie which `aim to satisfy hunger' and
have little success in moving up the value chain. The bottom-line is that the biscuit
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market seems reluctant to move up the value chain. Tracking the factors holding back the
growth of the biscuit industry in India, Market Search has arrived upon the following
points:
Disguised monopoly
- Although at all levels there are just two major players, Parle and Britannia, a closer look
at the State-level markets show the presence of strong regional players such as
Bakeman's, Priya Gold, Shalimar, Windsor and Champion - brands present in almost all
markets. Thus for the two national players, each State market is similar to a perfectly
competitive market, each with its own dynamics.
The competitive scenario at the national level is more of a disguised duopoly than a real
one. This has held the prices in check for a long time.
Freebie-driven purchase behaviour
- A slew of successful gift offers/schemes from the biscuit marketers over the last two
years has led to a situation where the choice of brand is driven by the gift solely and not
by the brands. More and more marketing budgets are being spent on below-the-line
promotions and less on brand building.
According to the research, the delivery efficiency of schemes and gift offers in Indian
FMCG markets is just about 60 per cent, leaving the rest of the potential customers
disappointed with the brand.
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Apart from the long-term damage to the brands, these gift-laden schemes have started
damaging the brand in the short term and even the indifference of their distribution
channels at times leads to pilferage of these gifts.
Superior packaging
- However, biscuits' packaging has undergone a swift transformation. From Britannia's
functional protective blister wraps, which prevent breakage, to Parle's stylish and enticing
BOPP offering, packaging has been completely transformed. Both the players are now
trying to differentiate their brands to reflect their superior quality through superior
packaging.
This up gradation in packaging has been neutralised by multi-unit packing, thereby
effectively neutralizing the potential premium for superior packaging.
Discounts
- The other trend in this industry is the competitive discounting of popular and premium
brands. This trend has not spared even the large brands, such as Parle G. Such
competitive discounting, even on low-value products such as Glucose biscuits, has led to
stagnation of top line and erosion of bottom-line.
The impact of this is being felt in the biscuit makers' inability to invest in brand building
activities and thus move the market away from the low-priced basic categories to the
middle and high-end `snacking' and `indulgence'-driven categories.
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While the Indian market is moving towards superior products in all categories, biscuits
are the odd ones out, sticking to basic products in its own category. There is still scope to
finely segment the market through different value propositions in taste, need and image,
as per the latest report on the biscuit market dynamics prepared by Market Search.
2.2 ABOUT COMPANY
In 1929 a small company by the name of Parle products emerged in British
dominated India. The intent was to spread joy and cheer to children and adults alike,
all over the country with its sweets and candies. The company knew that it wouldn’t
be an easy task, but they decided to take the brave step. A small factory was set up
in the suburbs of Mumbai, to manufacture sweets and toffees. A decade later it was
upgraded to manufacture biscuits as well. Since then, the Parle name has grown in
all directions, won international fame and has been sweetening people's lives all over
India and abroad.
Apart from the factories in Mumbai and Bangalore Parle also has factories in
Bahadurgarh in Haryana and Neemrana in Rajasthan, which are the largest biscuit
and confectionery plants in the country. Additionally, Parle Products also has 7
manufacturing units and 51 manufacturing units on contract. Parle Products with its
wide platter of offering of biscuits and sweets like Parle-G, Krackjack, Monaco,
Melody, Mango bite and many others since 1929 is also actively engaged to change
& uplift the social face of India. As a part of Corporate Social Responsibility Policy
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Parle is keenly involved in the overall development of younger generation with
focused endeavor to built New Face of India and spread happiness & joy all over.
Parle Centre of Excellence as an institution is dedicated to enrich the lives of people
through conducting various cultural programs across all region to facilitate the all
round development of the children. Every year, Parle organises Saraswati Vandana in
the state of West Bengal during the festival of Saraswati Puja, inviting schools from
all across the state to participate. The event is one of much fanfare and celebration,
keeping alive the culture and traditions of ages. Our involvement in cultural activities
has seen the inception of Golu Galata in Tamil Nadu, held during Navratri. Its gives a
platform to all the members of a household to showcase their creativity and being
judged by immanent personalities. Thousands of families participate and celebrate
the occasion on a grand scale.
These events give us a chance to interact with children on a one-to-one basis, and
promote our belief of fun and health for the whole family.
Parle –The world of Happiness.
Parle Products (Parle) is an Indian manufacturer of cookies and confectionery (including
toffees, candies, savories, and mints). The company has a 40% share of the Indian biscuit
and a 15% share of the confectionery market within the country.
The companies major biscuit brands include Parle-G, Monaco and Krackjack; with
principle confectionery brands comprised of Melody, Poppins, Mango bite and Kismi.
Parle’s production facilities include a flagship plant in Mumbai, producing biscuits and
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confectionary; while another factory at Bahadurgarh, Haryana manufactures biscuits.
Apart from this, Parle has manufacturing facilities at Neemrana, Rajasthan and at
Bangalore, Karnataka. The factories at Bahadurgarh and Neemrana are amongst the
largest biscuit and confectionary manufacturing facilities in India. In addition, to
complement its wholly-owned facilities, the company has a further 14 manufacturing
units for biscuits; and five units for confectioneries operating under contract.
The companies distribution network is a major strength for Parle. Parle products are made
available to consumers, even in the most remote places and in the smallest of villages.
The company has around 1,500 wholesalers, serving in excess of 425,000 retail outlets.
In addition, Parle maintains a 200 strong dedicated field sales force to service wholesalers
and retailers. The company also has 31 depots and cost and freight (C&F) agents
supplying goods to the distribution network.
Parles marketing philosophy emphasizes catering to the masses. Consequently, most
Parle offerings are in the low and mid-range price segments. However, the company also
manufactures a variety of premium products for up-market, urban consumers.
Parles international operations consist of serving markets in the Middle East, Africa,
South America, Sri Lanka, Australia and North America. A concerted effort is made to
target Indian expatriate communities in these countries. To further enhance its
international reputation and open up new markets, the company is in the process of
obtaining an ISO certification.
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Parle Products emerged in British dominated India. The intent was to spread joy and
cheer to children and adults alike, all over the country with its sweets and candies. Since
then, for almost 80 years, Parle Products has been India’s largest manufacturer of biscuits
and confectionery. Makers of the world’s largest selling biscuit, Parle-G, and a host of
other very popular brands, the Parle name symbolizes quality, nutrition and great taste.
With a 40% share of the total biscuit market and a 15% share of the total confectionary
market in India, Parle has grown to become a multi-million dollar company. While to
consumers it’s a beacon of faith and trust, competitors look upon Parle as an example of
marketing brilliance. Hygiene is the precursor to every process at Parle. Using the most
modern equipment, ensuring the same perfect quality across the nation and abroad; we
deliver the best product of long-lasting freshness. With products designed keeping both
health and taste in mind, Parle appeals to both health conscious mothers and fun loving
kids. The great tradition of taste and nutrition is consistent in every pack on the store
shelves, even today. The value-for-money positioning allows people from all classes and
age groups to enjoy Parle products to the fullest. Parle products have been shining with
the golds and silvers consistently at the Monde Selection ever since they were first
entered in 1971. Monde Selection is an international institute for assessing the quality of
foods and is currently the oldest and most representative organization in the field of
selecting quality foods worldwide. Parle has more than 50 manufacturing units and equal
number of distribution points spread all over India and abroad.
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2.3CORE VALUES OF COMPANY
An in-depth understanding of the Indian consumer psyche has helped Parle evolve a
marketing philosophy that reflects the needs of the Indian masses. With products
designed keeping both health and taste in mind, Parle appeals to both health conscious
mothers and fun loving kids. The great tradition of taste and nutrition is consistent in
every pack on the store shelves, even today. The value-for-money positioning allows
people from all classes and age groups to enjoy Parle products to the fullest.
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PRODUCTS OF THE COMPANY:
Parle G
The taste, energy and nourishment Parle-G offer, along its quality and value-for- money,
contributes to making its an unchanged success. Parle-G is the winner of 8 Gold and
Silver awards at the method selection
Share the company of great taste anytime, anywhere with Monaco. A light crispy biscuit
sprinkled with salt, Monaco adds a namkeen twist to life’s ordinary moments.
Orange: Tickle your senses with Parle Orange

Kream – The tangy orange cream between two
scrumptious biscuits makes for a real treat.
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Here’s a choco biscuit that flirts with your taste buds. Seek out the chocolate chips that
aren't really hidden. And relish a delectable experience as they melt in your mouth. Also
know to work as an effective icebreaker it’s easy to see why it’s tasty itna, ki dil aaj
The ingredients that go into making this prized cookie

are a well-guarded secret. What is, is the effect it has on
those who eat it. A cookie with a reputation for
romance. Indulge in the sinful taste of Milano and
everything that follows it.
Digestive Marie will change your daily dipping

and sipping routine; making it more enjoyable and
much healthier.
With five times more fibre than the regular Marie,

you can actually see the differences in Digestive
Marie. With lower fat and calories than other
digestive biscuits, Digestive Marie helps you stay
Active-Lite all day.
Yahi Marie, Sahi Marie

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Your favorite Marie biscuit, Parle Marie is now

even more exciting. It’s lighter. It’s crispier. And
it’s tastier. Making it even more appealing than
before.
So the next time you’re hanging out with your

buddies, just tear open a pack of Parle Marie. And
immerse yourself in an engaging conversation and
an even more engaging taste.
From boy-next-door to Super Boy, no that’s not the

plot for the next Hollywood blockbuster it’s the
effect of Milk Shakti. The Shakti of milk fortified
with the goodness of honey, a zabardast combo that
even ace batsman Dhoni swears by. So get that cape
out and head straight to for a pack of Milk Shakti
toda
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Mouth watering cookies that you’ll want to nibble as ‘sweet nothings’. Not to mention,
always have them within your reach. The delicious taste of butter, sugar and milk in an
all-you-can-have tasty offering
.
A crispy cracker that adds a namkeen zing to the
usual biscuit. Goes well with a cup of tea, an evening
snack or an occasional namkeen thought. Just bite in
and let the rich golden texture melt in your mouth.
Share the company of great taste anytime, anywhere

with Monaco. A light crispy biscuit sprinkled with
salt, Monaco adds a namkeen twist to life’s ordinary
moments.
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3.1 ABOUT RECRUITMENT AND SELECTION
Introduction
HRM is seen by practitioners in the field as a more innovative view of workplace
management than the traditional approach. Its techniques force the managers of an
enterprise to express their goals withspecificity so that they can be understood and
undertaken by the workforce, and to provide the resources needed for them to
successfully accomplish their assignments. As such, HRM techniques, when properly
practiced, are expressive of the goals and operating practices of the enterprise overall.
HRM is also seen by many to have a key role in risk reduction within organisations The
Human Resources Management (HRM) function includes a variety of activities, and key
among them is deciding what staffing needs you have and whether to use independent
contractors or hire employees to fill these needs, recruiting and training the best
employees, ensuring they are high performers, dealing with performance issues, and
ensuring your personnel and management practices conform to various regulations.
Activities also include managing your approach to employee benefits and compensation,
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employee records and personnel policies. Usually small businesses (for-profit or
nonprofit) have to carry out these activities themselves because they can't yet afford part-
or full-time help. However, they should always ensure that employees have -- and are
aware of -- personnel policies which conform to current regulations. These policies are
often in the form of employee manuals, which all employees have.
Difference between HRM (a major management activity) and HRD (Human Resource
Development, a profession). HRD includes the broader range of activities to develop
personnel inside of organizations, including, eg, career development, training,
organization development, etc.
There is a long-standing argument about where HR-related functions should be organized
into large organizations, eg, "should HR be in the Organization Development department
or the other way around?"
The HRM function and HRD profession have undergone tremendous change over the
past 20-30 years. Many years ago, large organizations looked to the "Personnel
Department," mostly to manage the paperwork around hiring and paying people. More
recently, organizations consider the "HR Department" as playing a major role in staffing,
training and helping to manage people so that people and the organization are performing
at maximum capability in a highly fulfilling manner.
Human resource management (HRM) is the strategic and coherent approach to the
management of an organization's most valued assets - the people working there who
individually and collectively contribute to the achievement of the objectives of the
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business. The terms "human resource management" and "human resources" (HR) have
largely replaced the term "personnel management" as a description of the processes
involved in managing people in organizations. Human Resource management is evolving
rapidly. Human resource management is both an academic theory and a business practice
that addresses the theoretical and practical techniques of managing a workforce. Features
Feature:
Its features include:
Personnel administration
Personnel management
Manpower management
Industrial management
But these traditional expressions are becoming less common for the theoretical discipline.
Sometimes even industrial relation and employee relations are confusingly listed as
synonyms although these normally refer to the relationship between management and
workers and the behavior of workers in companies.

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DEFFINITON
Synonyms such as personnel management are often used in a more restricted sense to
describe activities that are necessary in the recruiting of a workforce, providing its
members with payroll and benefits, and administrating their work-life needs, Torrington
and Hall define personnel management as
“a series of activities which: first enable working people and their employing
organisations to agree about the objectives and nature of their working relationship and,
secondly, ensures that the agreement is fulfilled"
".......those decisions and actions which concern the management of employees at all
levels in the business and which are related to the implementation of strategies directed
towards creating and sustaining competitive advantage".
Academic theory
The goal of human resource management is to help an organization to meet strategic
goals by attracting, and maintaining employees and also to manage them effectively. The
key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the
management of an organization's employees, and the overall strategic direction of the
company .
The basic premise of the academic theory of HRM is that humans are not machines,
therefore we need to have an interdisciplinary examination of people in the workplace.
Fields such as psychology,industrial engineering, industrial and organizational
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psychology,industria lrelations,sociology,and critical
theoriespostmodersition,poststructuring, play a major role. Many colleges and
universities offer bachelor and master degrees in Human Resources Management.
Function:
One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines
4 fields for the HRM function
Strategic business partner
Change agent
Employee champion
Administration
However, many HR functions these days struggle to get beyond the roles of
administration and employee champion, and are seen rather as reactive than strategically
proactive partners for the top management. In addition, HR organizations also have the
difficulty in proving how their activities and processes add value to the company. Only in
the recent years HR scholars and HR professionals are focusing to develop models that
can measure if HR adds value.
Critical Academic Theory
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Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess
the debate of whether HRM is a modernist project or a postmodern discourse). In many
ways, critically or not, many writers contend that HRM itself is an attempt to move away
from the modernist traditions of personnel (man as machine) towards a postmodernist
view of HRM (man as individuals). Critiques include the notion that because 'Human' is
the subject we should recognize that people are complex and that it is only through
various discourses that we understand the world. Man is not Machine, no matter what
attempts are made to change it Critical Theory also questions whether HRM is the pursuit
of "attitudinal shaping, particularly when considering empowerment, or perhaps more
precisely pseudo-empowerment - as the critical perspective notes. Many critics note the
move away from Man as Machine is often in many ways, more a Linguistic (discursive)
move away than a real attempt to recognise the Human in Human Resource Management.
Critical Theory, in particular postmodernism (poststructualism), recognises that because
the subject is people in the workplace, the subject is a complex one, and therefore
simplistic notions of 'the best way' or a unitary perspectives on the subject are too
simplistic. It also considers the complex subject of power, power games, and office
politics. Power in the workplace is a vast and complex subject that cannot be easily
defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best
practice' and HR models are often overly simplistic, but in order to sell an idea, they are
simplified, and often lead Management as a whole to fall into the trap of oversimplifying
the relationship.
Business practice
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Human resources management comprises several processes. Together they are supposed
to achieve the above mentioned goal. These processes can be performed in an HR
department, but some tasks can also be outsourced or performed by line-managers or
other departments.
Recruitment (sometimes separated into attraction and selection)
Induction AND Oriention
Skils management
Training and development
Workforce planning
Personnel administration
Compensation in wage or salary
Time management
Travel management (sometimes assigned to accounting rather than HRM)
Payroll (sometimes assigned to accounting rather than HRM)
Employ benefits administration
Personnel cost planning
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Performance appraisal
Strategic Workforce Planning involves analyzing and forecasting the talent that
companies need to execute their business strategy, proactively rather than reactively, it is
a critical strategic activity, enabling the organization to identify, develop and sustain the
workforce skills it needs to successfully accomplish its strategic intent whilst balancing
career and lifestyle goals of its employees.
Strategic Workforce Planning is a relatively new management process that is being used
increasingly to help control labour costs, assess talent needs, make informed business
decisions, and assess talent market risks as part of overall enterprise risk management.
Strategic workforce planning is aimed at helping companies make sure they have the
right people in the right place at the right time and at the right price
Through Strategic Workforce Planning organizations gain insight into what people the
organization will need, and what people will be available to meet those needs. In creating
this understanding of the gaps between an organization’s demand and the available
workforce supply, organizations will be able to create and target programmes, approaches
and develop strategies to close the gaps
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Workforce analytics approach:
The focus is to analyse current and historical employee data to identify key relationships
among variables and use this to provide insight into the workforce they need for the
future..
Modeling approach:
This approach incorporates forecasting and scenario planning. Forecasting uses
quantitative data to create forecasts incorporating multiple what-if and modeling the
future. Scenario Planning being the more useful tool where there are uncertainties,
therefore incorporating quantitative and qualitative.
Segmentation approach:
Breaking the workforce into segments along the lines of their jobs and determining
relevance to strategic intent. Provides a technique for prioritizing.
Steps in Workforce Planning
Though there is no definitive ‘Start here’ activity for any of the approaches to Strategic
Workforce Planning, there are five fundamentals activities that most Workforce Plan
models have:
Environment Scan
Current Workforce Profile
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Future Workforce View
Analysis and Targeted Future
Closing the gaps
Envoriment scanning
Environment Scanning is a form of business intelligence. In the context of Workforce
Planning it is used to identify the set of facts or circumstances that surround a workforce
situation or event.
Current Workforce Profile
Current State is a profile of the demand and supply factors both internally and externally
of the workforce the organization has ‘today’.
Future Workforce View
Future View is determining the organization’s needs considering the emerging trends and
issues identified during the Environment Scanning.
Future View is often where the different approaches identified above are applied:
Quantitative futuring: understanding the future you are currently tracking to by
forecasting; Qualitative futuring: scenario planning potential alternative futures in terms
of capabilities and demographics to deliver the business strategy.
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Analysis and Targeted Future
Qualitative and quantitative futuring creates the content for an organizational unit to
analyse and identify critical elements. As the critical elements are identified the Targeted
Future begins to take form. The targeted future is the future that the organization is going
to target as being the best fit in terms of business strategy and is achievable given the
surrounding factors (internal/external, supply/demand).
Closing the Gaps
Closing the gaps is about the people management (human resources) programs and
practices that deliver the workforce needed for today and tomorrow. The process is about
determining appropriate actions to close the gaps and therefore deliver the targeted future.
There are 8 key areas that Closing the Gaps needs to focus on -
Resourcing, Learning and Development, Remuneration, Industrial Relations,
Recruitment, Retention, Knowledge Management, Job design.
Recruitment refers to the process of sourcing, screening, and selecting people for a job
or vacancy within an organization. Though individuals can undertake individual
components of the recruitment process, mid- and large-size organizations generally retain
profesional recruities.
The recruitment industry has four main types of agencies. Their recruiters aim to channel
candidates into the hiring organisation’s application process. As a general rule, the
agencies are paid by the companies, not the candidates. The industries practice of
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information asymmetry and recruiters' varying capabilities in assessing candidate quality
produces the negative economic impacts described by The Market for Lemons.
PURPOSES AND IMPORTANCE:
In gerenal purposes of recuritment is to provide a pool of potencially qualifide job
candidates. Specifically the purposes are to;
1. Determining the present and future recuritement of the organization in
conganction with its personel planning and job-analysis acativities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the suscess rate of the selection process by reducing the number of
visibley under qualified or ovetqualified job application.
4. Help reduce the probability that job applicants, once recruited and selected ,will
have the organazation only after a short period of time.
5. Meet organazation’s legal and social obilagations regarding the composition of its
workforce.
FACTOR GOVERNING RECRUITMENT
Extrrnal Forces Enternal Forces
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 Supply and demand S Recruitment policy
 Unemployment rate HRP
 Labour market RECRUITMENT Size of the
firm
 Political-social Cost
 Son of soil Growth and expan-
 Image soon
TRADITIONAL RECRUITMENT
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
endeavour to match their pool of candidates to their clients' open positions. Suitable
candidates are with potential employers.
Remuneration for the agency's services usually takes one of two forms:
A contingency fee paid by the company when a recommended candidate accepts a job
with the client company (typically 20%-30% of the candidate’s starting salary), which
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usually has some form of guarantee, should the candidate fail to perform and is
terminated within a set period of time.
An advance payment that serves as a retainer, also paid by the company.
It may still be legal for an employment agency to charge the candidate instead of the
company, but in most places that practice is now illegal, due to past unfair and deceptive
practices.
Online recruitment websites
Such sites have two main features: job boards and a résumé/Curriculum Vitae (CV)
database. Job boards allow member companies to post job vacancies. Alternatively,
candidates can upload a résumé to be included in searches by member companies. Fees
are charged for job postings and access to search resumes.
In recent times the recruitment website has evolved to encompass end to end recruitment.
Websites capture candidate details and then pool then in client accessed candidate
management interfaces (also online). Key players in this sector provide e-recruitment
software and services to organisations of all sizes and within numerous industry sectors,
who want to e-enable entirely or partly their recruitment process in order to improve
business performance.
The online software provided by those who specialise in online recruitment helps
organisations attract, test, recruit, employ and retain quality staff with a minimal amount
of administration.
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Online recruitment websites can be very helpful to find candidates that are very actively
looking for work and post their resumes online, but they will not attract the "passive"
candidates who might respond favorably to an opportunity that is presented to them
through other means. Also, some candidates who are actively looking to change jobs are
hesitant to put their resumes on the job boards, for fear that their current companies, co-
workers, customers or others might see their resumes.
Headhunters
Headhunters are third-party recruiters often retained when normal recruitment efforts
have failed.
Headhunters are generally more aggressive than in-house recruiters. 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, or to find very specialized individuals.
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While in-house recruiters tend to attract candidates for specifisc 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.
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 employee
referral schemes, 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).
The Recruitment Process
Peresonel Job Analysis Employee Applicant

Potencialplanning Requisition post
hires
Job vacancies Recruitment Searching
Planning activition
-Number “selling”
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-Types -Massage
-Media
Strategy Evaluation
Development and
-Where Applicant Control
-How population
-When
These are the main recruiting stages.
Sourcing
Sourcing involves 1. advertising, a common part of the recruiting process, often
encompassing multiple media, such as the Internet, general newspapers, job ad
newspapers, professional publications, window advertisements, job centers, and campus
graduate recruitment programs; and 2. recruiting research, which is the proactive
identification of relevant talent who may not respond to job postings and other
recruitment advertising methods done in. This initial research for so-called passive
prospects, also called name-generation, results in a list of prospects who can then be
contacted to solicit interest, obtain a resume/CV, and be screened .
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Screening & selection
Suitability for a job is typically assessed by looking for skills, e.g. communication,
typing, and computer skills. Qualifications may be shown through résumés, job
applications, interviews, educational or professional experience, the testimony of
references, or in-house testing, such as for software knowledge, typing skills, numeracy,
and literacy, through psychological tests or employment testing.
In some countries, employers are legally mandated to provide equal opportunity in hiring.
Agencies are particularly suitable for recruitment of executives and specialists. It is also
known as RPO (Recruitment Process Outsourcing)
SOURCES OF RECRUIMENT
EMPLOYMENT EXCHANGES
Government establishes public employment exchanges throughout the country. These
exchanges provide job information to job seekers and help employers in identifying
suitable candidates.
LABOUR CONTRACTORS
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Manual workers can be recruited through contractors who maintain close contacts with
the sources of such workers. This source is used to recruit labor for construction jobs.
UNSOLICITED APPLICANTS
Many job seekers visit the office of well-known companies on their own. Such callers are
considered nuisance to the daily work routine of the enterprise. But can help in creating
the talent pool or the database of the probable candidates for the organization.
EMPLOYEE REFERRALS / RECOMMENDATIONS
Many organizations have structured system where the current employees of the
organization can refer their friends and relatives for some position in their organization.
Also, the office bearers of trade unions are often aware of the suitability of candidates.
Management can inquire these leaders for suitable jobs. In some organizations these are
formal agreements to give priority in recruitment to the candidates recommended by the
trade union.
RECRUITMENT AT FACTORY GATE
Unskilled workers may be recruited at the factory gate these may be employed whenever
a permanent worker is absent. More efficient among these may be recruited to fill
permanent vacancies. Factors Affecting Recruitment
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Effective human resource planning helps in determining the gaps present in the existing
manpower of the organization. It also helps in determining the number of employees to
be recruited and what qualification they must possess.
RECURITMENT PROCESS PARLE’S RUDRAPUR PLANT
Here the company adopted to system for recruited their staff and worker .for staff
member the company adopted generally the traditional process like by the test , G.D ,
interview and for the worker level the company adopted the flowing process.
 On gate
 By the contractor
 By the camp
 On the reference
Thus the recruitment process of the Parle’s in
as like as the other company but one thing different the camp based selection process .I
think this a different kind of process and unique it self . The company run the camp in the
rural and remote area in state for the
Recruitment .they conducts one week program and this time interval the select number of
candidate. This helps not only the company but also the life of rural people who cut of the
rest world due to several reasons. This also helps increasing the economic and social
condition of the remote area which ultimately helps the nation development.
By this process the company also full fills the social
objective of the company.
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FACTOR AFFECTING THE RECRUITMENT PROCESS:
SIZE OF THE FIRM
The size of the firm is an important factor in recruitment process. If the organization is
planning to increase its operations and expand its business, it will think of hiring more
personnel, which will handle its operations.
COST
Recruitment incur cost to the employer, therefore, organizations try to employ that source
of recruitment which will bear a lower cost of recruitment to the organization for each
candidate.
Influence the recruiting efforts of the organization. If there is surplus of manpower at the
time of recruitment, even informal attempts at the time of recruiting like notice boards
display of the requisition or announcement in the meeting etc will attract more than
enough applicants.
IMAGE / GOODWILL
Image of the employer can work as a potential constraint for recruitment. An organization
with positive image and goodwill as an employer finds it easier to attract and retain
employees than an organization with negative image. Image of a company is based on
what organization does and affected by industry. For example finance was taken up by
fresher MBA's when many finance companies were coming up.
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POLITICAL-SOCIAL- LEGAL ENVIRONMENT
Various government regulations prohibiting discrimination in hiring and employment
have direct impact on recruitment practices. For example, Government of India has
introduced legislation for reservation in employment for scheduled castes, scheduled
tribes, physically handicapped etc. Also, trade unions play important role in recruitment.
This restricts management freedom to select those individuals who it believes would be
the best performers. If the candidate can't meet criteria stipulated by the union but union
regulations can restrict recruitment sources.
UNEMPLOYMENT RATE
One of the factors that influence the availability of applicants is the growth of the
economy (whether economy is growing or not and its rate). When the company is not
creating new jobs, there is often oversupply of qualified labor which in turn leads to
unemployment.
COMPETITORS
The recruitment policies of the competitors also affect the recruitment function of the
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organizations. To face the competition, many a times the organisationsS have to change
their recruitment policies according to the policies being followed by the competitors.
RECENT TREND:
Company need not plan for human resources much in advance.
Value creation, operational flexibility and competitive advantage
turning the management's focus to strategic level processes of HRM
Company is free from salary negotiations, weeding the unsuitable resumes/candidates.
Company can save a lot of its resources and time
POACHING/RAIDING
"Buying talent" (rather than developing it) is the latest mantra being followed by the
organisations today. Poaching means employing a competent and experienced person
already working with another reputed company in the same or different industry; the
organisation might be a competitor in the industry. A company can attract talent from
another firm by offering attractive pay packages and other terms and conditions, better
than the current employer of the candidate. But it is seen as an unethical practice and not
openly talked about. Indian software and the retail sector are the sectors facing the most
severe brunt of poaching today. It has become a challenge for human resource managers
to face and tackle poaching, as it weakens the competitive strength of the firm.
E-RECRUITMENT
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Many big organizations use Internet as a source of recruitment. E- recruitment is the use
of technology to assist the recruitment process. They advertise job vacancies through
worldwide web. The job seekers send their applications or curriculum vitae i.e. CV
through e mail using the Internet. Alternatively job seekers place their CV's in worldwide
web, which can be drawn by prospective employees depending upon their requirements.
Advantages internal of recruitment are:
Low cost.
No intermediaries
Reduction in time for recruitment.
Recruitment of right type of people.
Efficiency of recruitment process.
RECRUITMENTPOLICY
1. The recruitment policy of an organization specifies the objectives of recruitment and
provides a framework for implementation of recruitment programmed. It may involve
organizational system to be developed for implementing recruitment programmed and
procedures by filling up vacancies with best qualified people.
2. Recruitment is a positive process i.e. encouraging more and more employees to apply
WHEREAS selection is a negative process as it involves rejection of the unsuitable
candidates.
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3. Recruitment is concerned with tapping the sources of human resources WHEREAS
selection is concerned with selecting the most suitable candidate through various
interviews and tests.
4. There is no contract of recruitment established in recruitment WHEREAS selection
results in a contract of service between the employer and the selected employee.
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4.1 DATA ANALYSIS
Qn 1: Did you satisfied with the present recruitment process adopt by the company?
(a) Yes (b) no (c) some
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(d)Can’tsay
Qn 2 How did you recruited in this company?
(a) Internally (b) by test and interview (c) on the reference
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(d) On gate
Qn 3: In whole recruitment process which part you feel very interesting?
(a) Written test (b) G D
(c) interview
(d) all
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Qn 4:In recruitment process which part you feel lengthy?
(a) Written test (b) GD
(c) interview
(d) all
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Qn 5: Test question asked in test are level to the post offer?
(a)yes
(b)no
Qn 6: The post offer and the salary are equal to the employment notice?
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(a) yes
(b)no
Qn 7: The eternal work environment according to the required level.
(a) Yes
(b) no
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Qn 8: Your experience about the company at the time of joining is
(A) Good (b) fair (c) best
(d) Not good
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Qn 9: Do you satisfied with the induction and orientation process?
(a) Yes (b) no
Qn 10: Do you want to give any suggestion for the company to improved recruitment and
selection process?
Ans:
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4.2 SWOT ANALYSIS
The SWOT ANALYSIS summarizes the internal factor of the firm as list of its strength
and weakness and the opportunity and threats it faces from its external environment.
INTERNAL ANALYSIS:
The internal analysis comprehensive evaluation of the internal environment’s potential
strength and weaknesses.
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 Company image: A closely held company of a Parle product Limited
headquartered at MUMBAI; “PARLE PARIVAR”- a family oriented work culture which
provides flexibility and discretion in ones key resources area.
 Company Image: A biscuit and confectioner major in the Indian market, Parle
has a unique position in the heart of million Indian.
 Organizational Structure: A flat organizational with minimum overhead, mainly
dependent on direct communication with colleagues and superiors. No succession policy.
Parle (Rudrapur) organizational structure
Unit head
Depty Manager
Executives
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Officer Officer Officer Officer Officer
Engineering Mechanical Accounts Production Personal
Assistance Assistance Assistance Assistance Assistance

Officers Officers Officers Officers Officer
Foreman
Coordinators
Supervisor
Trannies
Operator / Fitters
Assistance Operator/
Fitters
Helper
 KEY STAFF: The general manager.
 Access to natural resources: good accessibility
 Position on the experience curve :more than 60 years of experience in the
biscuit manufacturing industry, it has not bothered to raise the price of its flagship brand
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for the past 6 years and has always tried to provide its offerings at nearly 33 percent
discount to competitive brands
 Operational efficiency: highly efficient production units, 4 factories of its own
and 18 contract manufacturing units for biscuits 6 under PBPL. The Bahadurgarh factory
prides itself of having the longest oven in Asia ; automated printing and packing section.
 Operational capacity: 200-250 tons per day at PBPL, Bgarh; Bahadurgarh and
Neemrana factories have the largest manufacturing facilities of biscuits.
 Brand awareness: highly aware product and brand profile (esp. Parle-G,
Krackjack and Monaco) due to a strong and efficient marketing team. The other biscuits
in the Parle product’s basket include Monaco, Krackjack, and Marie; Hide n Seek,
Cheeslings, Jeffs, Sixer and Fun Centre. But consumers need to be aware that are from
Parle.
 The marketing strength: Parle has nearly 1500 wholesalers, catering to 4,
25,000 retail outlets directly or indirectly. A 200 strong dedicated field force services
these wholesalers and retailers. Additionally, there, there are 39 depots and C& F agents
supplying goods to the wide distribution network.
 Market Share: The company commands a 40% market share in the rs .35 billion
biscuits market in India. Has established a dominant position in the glucose biscuit
market share (around 65%): Marie segment (12-13%) ; sweet and salty category at 90%
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 Financial resources: A cash rich company having major investments. Needs to
emphasize on budgeting and cost minimization.
 Patents and trade secrets: the Parle-G formula…..
EXTERNAL ANLYSIS
An opportunity is the chance to introduce a new product or service that can generate
superior returns. Opportunity can arise when changes occur in external environment.
Many position of existing products and may necessitates a change in product
specifications or developments of new products in order for the firm to remain
competitive . Changes in the environment may be related to:
 Customers: Customers an expectation has increased over the years, Parle needs
to evolve with the changing environment and focus upon R&D and advertising.
 Competitors: the competitive scenario at the national level is more of a disguised
duopoly than a real one. Acloser look at state-levels markets show the presence of strong
regional players such as Barman’s, Priyagold, Shalimar, Windsor and Champion other
than the national players, Parle and Britannia. This has held the prices in check for a long
time.
 Market trends: Growth in the over 40 year-old Indian biscuit industry has
remained slow. Back-of -the-envelope calculations will show that per capital household
per month. Hence there is immense opportunity for Parle to move up the value chain in
the Indian an export market.
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 Social changes: more and more marketing budgets are being spent on below-the-
line promotions and less on brand building. The freebie driven purchase behavior may
lead to long-term damage of the brand.
 New technology: both Parle and Britannia are now trying to different iate their
brands to reflect their superior quality through superior packaging. Being a national
player, Parle can afford to concentrate on continuous technological updation.
 Economic environment: a reduction in the 16% excise to 8% has proved to be a
boon to the biscuit industry.
PARLE G-THE EVOLUTION!!!
Parle-G has been strong household name across India. The great taste, high nutrition, and
the international quality, makes Parle-G a winner. No wonder, it’s the undisputed leader
in the biscuit category for decades. Parle-G is consumed by people of all ages, from the
rich to the poor, living in cities & in villages. While some have it for breakfast, for others
it is a complete wholesome meal. For some it’s a way of getting charged whenever they
are low on energy. Because of this, Parle-G is the world’s largest selling brand of
biscuits.
Launched in the year 1939, it was one of the first brands of Parle products. It was called
Parle Gluco Biscuits mainly to cue that it was a glucose biscuit. It was manufactured at
the Mumbai factory, Vile Parle and sold in units of half and quarter pound packs.
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The incredible demand led Parle to introduce the brand in special branded packs and in
large festive tin packs. By the year 1949, Parle Gluco biscuit were available not just in
Mumbai but also across the state. It was also sold in parts of North India. By the early
50’s, over 150 tones of biscuits were produced in the Mumbai factory. Looking at the
success of Parle-G, a lot of other me-too brands were introduced in the market. And
these brands had names that were similar to Parle Gluco Biscuits so that if not by
anything else, the consumer would err in picking the brand. This forced Parle to change
the name from Parle Gluco Biscuits to Parle-G.
Originally packed in the wax paper pack, today it is available in a contemporary,
premium BOPP pack with attractive side fins. The new airtight pack helps to keep the
biscuits fresh and tastier for a longer period.
Parle-G was the only biscuit brand that was always in the short supply. It was heading
towards becoming an all-time great brand of biscuit. Parle-G started being advertised
in the 80’s. It was advertised mainly through press ads. The communication spoke about
the basic benefits of energy and nutrition. In 1989, Parle-G released its Dadaji
commercial, which went on to become one of the most popular commercials for Parle-
G. The commercial was run for a period of 6 years.
Parle-G grew bigger by the minute. Be it the packs sold, the areas covered or the number
of consumers. It became a part of the daily lives of many Indians. It wasn’t a biscuit any
more. It had become an icon. The next level of communication associated the brand with
the positive values of life like honesty, sharing and caring.
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In the year 1997, Parle-G sponsored the tale-serial of the Indian superhero, Shaktimaan
that went on to become a huge success. The personality of the superhero matched the
overall superb benefits of the brand. Parle extended the association with Shaktimaan and
gave away a lot of merchandise of Shaktimaan which was supported by POS and press
communication. The children just could not get enough of Parle-G and Shaktimaan.
In the year 2002, it was decided to bring the brand closer to the child who is a major
consumer. A national level promo- ‘Parle-G Mera Sapna Sach Hoga’ was run for a
period of 6 months. The promo was all about fulfilling the dreams of children. There
were over 5 lakh responses and of that, over 300 dreams were fulfilled. Dreams that were
fulfilled ranged from trips to Disneyland at Paris & Singapore, meeting their favorite
film stat Hrithik Roshan, free ride on a chartered plane, 20 scholarships worth Rs
50,000, a special cricket coaching camp with the Australian cricketer – Ricky Ponting
etc.
The year 2002 will ago down as a special year in Parle-G’s advertising history. A year
that saw the birth of G-Man a new ambassador for Parle-G. Not just a hero but also a
super-hero that saves the entire world, especially children from all the evil forces. A
campaign that is not just new to the execution that is loved by children all over the world-
Animation. A TV commercial that showed G-Man saving the children from the evil force
called Terrolene laughed this campaign. It was also supported by print medium through
poster and streamers put up at the retail outlets. G-Man, a new superhero of Parle-G has
the potential of making it big. And will be supported by a campaign that will see many a
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new creative in the future so as to keep the children excited and generate pride in being a
consumer of Parle-G.
To make the brand much more interesting and exciting with children, it was decided to
launch a premium version of Parle-G called Parle-G Magix in the year 2002. Parle-G
Magix is available in two exciting tastes –‘Choco’ and ‘Cashew’. The year 2002 also
witnessed the launch of Parle-G Milk Shakti, which has the nourishing combination of
milk and honey, especially launched for the southern market.
Parle-G continues to climb the stairs of success. Take a look at the global market were it
is being exported. First came the Middle East then USA followed by Africa and then
Australia. An Indian brand, that’s exported to almost all parts of world. After all that’s
what you would expect from the Parle-G World’s Largest Selling Biscuit.
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SUGGESATION AND RECOMDATION:
Parle no doubt world famous biscuit company. It has unique place in every Indian. By
strong financial and structural position it is top to his competitor. In era of globalization
the company growth and feature are safe. The price policies fowled by the company do
separate to its competitor. The recruitment and selection policies are very good. Talent
search in rural area, in my concerned first time adopted by any company in India.
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In hole training period I learn a lot in Parle and find that some of the area where the
company required improvement like
INDUCTION PROCESS:
It has been rightly said that if the beginning of a new voyage in our
lives be good, all goes well after that. The true in many organizations, which go an extra
mile when they have new employees on board. If a new hire gets inducted into the
organization in a proper manner, he/she feels more connected to the organization and
eventually, loyalty and long-terms association follow.
After joining a new organization, many of us find ourselves thrown into a new
environment, with a lot of apprehensions. This be where induction trainee can help
familiarize us with the organization’s philosophy, along with key business processes and
our work responsibilities.
it is absolutely necessary to unbolt the door to international business customs and
practices so as to enable international managers to conduct business successfully around
the world.
CROSS CULTURE ISSUES:
Today, when business has become global, to achieve success, one not only needs to
communicate in a language that can be understood, but also needs to know the customs
and the non-verbal practices of every culture.
IN THE AREA OF TALLENT SEARCH:
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Organizations recognized the need for maintaining reserve talent to fill a vacancy as and
when it arises. But the whole process of talent acquisition, i.e., how to fix and select
talent for the organization remains largely undefined and is often left to the discretion of
the individual managers hiring then. As a result of this the process varies from one
manager to another which is highly undesirable. For example, some
Managers adopt the procedure of posting their job requirements on major websites and
news papers, or search for suitable resumes available on different job sites, while some
other prefer an internal recruiter, a search firm, attending job fair or hiring known people.
The following basic steps can be taken developing the process of talent acquisition.
 Defining talent acquisition strategy.
 Advertising about the openings in the medium never tried before and building
contacts with people.
 Creating a referral network comprising newly selected employees, retirees and
also the previous employees who have left the organizations.
 Interacting with the prospective job-seekers regularly.
 Maintaining a website of the company containing the detailed profiles of the
openings, history and nature of business being carried on, the referral lists and also the
method of contacting the company.
 Reducing the application process and workload for the job. Invite interested
job seekers to create a ‘self-profile’ which can be used in case a suitable job vacancy
arises.
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BECAUSE DYNAMIC PERSONALITY IS VERY IMPORTAN TO SUCCESS IN
THE PRESENT ERA, SO COMPANY
 Understanding the demographics of workforce both current and future.
 Identification of economic issues which have an impact on the
organization’s sustainability.
 Identification of organizational and cultural issues which influence talent
acquisition..
 Knowledge about industry trends and emerging issues.
According to the Talent Acquisition Strategies Benchmark Report by Aberdeen Group, a
market research-based organization found that 59% of the best in class companies
reported that their overall performance was increased after implementation of their talent
acquisition strategy compared to 41% of industry average and 33% of laggard companies.
The report also offered the following recommendation:
 Alignment of talent acquisition strategy with the overall corporate strategic plan.
 Measuring workforce performance on the basis of quality of hire and time per
hire.
 Elimination of traditional paper methods and using latest technological
developments.
 Focusing on a long -term plan.
 Managing workforce wholly.
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BIBLLOGRAPHY
1Singh A.K. Human resource management
2 Flippo Edwin B., Human resource management
3 Jha A.K., Management of human resource
4 ASWTHAPA K, Human resource management
5 Human resource management review IFCIA Unv.
6 Parle web site and library (www.parleproductpvt.ltd.com )
7 Internet (google.com)
8. Kumar Ashok, Encyclopedia of HUMAN RESOURCES
9. Times of India dated 12-08 08

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Summer Traning Project Report: ON Recruitment and Selection IN

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www.final-yearprojects.co.cc | www.troubleshoot4free.

PARLE BISCUITS PVT .LTD.

PROJECT GUIDE: SUBMMITED BY:

MR.SAURABH RATHI N EERAJ KUMAR SINGH

AMRAPALI INSTITUTE OF MANAGEMENT AND

Next to PARLE BISCUIT INDUSTRIES, RUDRAPUR for giving me this opportunity

of human resource information related to recruitment and selection with me and

will always help me in the future.

wisher who contributed and encourage me in development of this project.

and make business do well.

Education imparts enlightenment but training polishes the personalities

of an individual. The Institute directed me to undertake summer training project in

PARLE, RUDRAPUR and prepare a report.

The whole project is divided in five segments:

o First segment consists of introduction, Objective of studies, Research

Methodology, scope of study.

o Second segment consists of industrial profile, Comapany profile.

o Third segment consists about recruitment and selection,

award of the degree of Master in Business Administration of Uttrakhand Technical

elsewhere for the award of any degree or diploma.

PLACE: AIMCA (Haldwani) ( Neeraj Kumar Singh)

1. Recruitment and Selection

2. Process of recruitment and selection

1. Suggestions and Recommendation

important exercise to a personnel manager.Every year a number of companies becomes

the current position of the business.

also towards the Organization.

I have taken this project to enhance or to gain knowledge in the field of

human resource management in an organization. I had completed my training from

PARLE BISCUIT PVT.LTD., RUDRAPUR.

1.1 OBJECTIVE OF THE STUDY

 To understand about the recruitment &selection process of the company.

 To search the company performance and their talent pool

 To understand the employees thinking towards the presrnt recruitment policies of

1.2 PERIOD OF THE STUDY

recruitment and selection policies, induction program etc.

1.4 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem and

project is based on direct interview and secondary data.

magazine and books.

1.5 LIMITATION OF STUDY

2- The data collection is also limited.

for generalizing purpose.

the statement will subsequent effect the company R&S process.

1.6 SCOPE OF STUDY

particle problem faced in a company.

2.1 INDUSTRIES PROFILE:

of the total production.

industrially developed states, hold the maximum amount of consumption of biscuits.

bakery industry comprising both factory and non-factory units.

market because of the local companies that produced only biscuits.

least 2,600,000. The industry consists of 3 large-scale manufacturers, around 50 medium

small-scale industry sector, was unreserved in 1997-98, based on the recommendations of

the Abid Hussain Committee.

The annual production of biscuit in the organized sector continues to be predominantly in

witnessed an annual growth of 10% to 12%, up to 1999-00.

by 2.75%, whereas in 2002-03 the growth was around

This is according to a study done by Market Search, a Mumbai-based market research

competitive market, each with its own dynamics.

Freebie-driven purchase behaviour

promotions and less on brand building.

disappointed with the brand.

channels at times leads to pilferage of these gifts.