DECLARATION

I NIDHI BHADANA hereby declare that the project titled “RECRUITMENT AND

SELECTION PROCESS IN DABUR” is my own work and efforts which is

completed under the supervision of Mr. PARITOSH SHARMA.

The Research report has been submitted to Vidya , Ghaziabad for the purpose of the

compliance of any requirement of any examination or any degree earlier.

NIDHI BHADANA

MBA III Sem

Roll No. - 0821002281

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ACKNOWLEDGEMENT

‘When a person is help, guide and co-operated his or her heart is bound to

pay gratitude.’

It is not a single man’s effort which is sufficient for the accomplishment of

a Research. Various factors, situations and persons integrate to provide the

background for accomplishment of a task requires the effort of so many

people and the work is no different.

I acknowledge here the names of those people who have been instrumental

in preparation of this Research.

I am sincerely indebted to Mr. Paritosh Sharma (Asst. H.R. Manager,

Dabur India Limited) for his valuable suggestion and inspiration to undergo

this study and his unstilted help which he gave for the completion of this

Research.

My grateful thanks are also due to various others technocrats, who inspire

of there multifarious pre-occupation, were kind enough to spare time to

grant me personal help and others cooperative activities. I would also like

to thanks co-operation for providing the recruitment & selection and

supplemental information used in this study.

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JUHI SHARMA

PREFACE

The purpose of my research report was to learn the

practical application of Recruitment and Selection

Process and its importance in Dabur along with the

HR policies of Dabur which prides itself to be the

market leader.

While carrying out the study I have gained a good

amount of knowledge and insights of how HR

department works but I have touched the tip of

iceberg. There was more to learn but due to constraint

of time it was not possible. The HRD manager has to

work with the missionary spirit. Unlike many roles in

an organization where tangible short- term benefits

can be obtained, it is difficult for HRD functionary to

demonstrate any tangible short- term

accomplishment. Yet HRD managers are tempted to

show to the top management, line manager and

themselves that they are making things happen

through training program, recruitment& selection.

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In Dabur a meticulously natural team stands at the

very heart of the group. 4,000 Personnel evince perfect

camaraderie. A steadfast dedication to qualify an

attainment of maximum team potential is the

touchstones of the company.

The company is engaged in constant learning process

through intensive selection and training program.

Indeed, the aspiration is to shape a winning team of

self motivated, empowered, professionals with

knowledge and confidence to take independent

decision. Dabur recognizes each employee’s

individuality, ability and efforts and also applauds for

their contribution to the success of the group.

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TABLE OF CONTENTS Preface 3

Executive summary 6

Objective of Study 8

Introduction 9

Company profile 21

Recruitment & selection process in Dabur 44

Research methodology 49

o Research design

o Data collection

Data Analysis 53

Findings 73

Conclusion 75

Recommendations 77

Limitations 80

Bibliography 81

Questionnaire 82

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EXECUTIVE SUMMARY

The recruitment and selection procedure of the company determines the level

of achieving organizational goals in the long run. As per definition it is stated

that which is all about selecting right person for the right job at the right time

at the best possible position. Although it sounds quite simple but it is also not

an easier job to evaluate a person with his ability and skills that may satisfy

the core competency for the job so that his degree of willingness to pursue a

job becomes positive. From job seeker’s prospective it is the core

competencies, which matter much for a job. So it is the effective recruitment

and selection procedure, which determines not only the right candidature for

a job but also a long-term accomplishment of organizational goals.

I have chosen Dabur for studying their methods of recruitment and

selection function. In the course of study I came to know that, it has the

probability of achieving more than 50% of the people to be placed for the

right job, which reflects some of the unique ways for recruiting the

candidates to fill up various vacancies.

The aim of the company is to achieve overall organizational goal not only

by way of fulfilling the targeted top-line but also employee satisfaction

towards various position of job to the maximum level. This I will see as I

proceed subsequently in my Research.

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Basically recruiting is the discovering of potential candidates for actual or

anticipated organizational vacancies. It also can be said in another way that

bringing together those with jobs to fill and those seeking jobs.

It is important to study Recruitment and Selection because through it I

can identify our human resource needs. I can know what kind of people must

be select to fill up the specified vacancies.

The ideal recruitment effort will attract a large number of qualified

applicants who will take the job if it is offered. It should also provide

information so that unqualified applicants can self select themselves out of

job candidacy, that is, a good recruiting program should attract the qualified

and not attract the unqualified.

Recruiting people is done by various ways, for the study first I have to

know the recruiting sources. There are internal and external sources as well

as employee referrals/recommendation.

In this Research I am studying recruitment and selection process of

Dabur. To find out actual recruitment and selection process of Company is

my main objective of study.

Through this kind of surveys I will be able to achieve real recruitment

program of the company where for all kinds of operational level technical

qualification is needed. I also have the picture of Selection cost of the

company. It is very interesting to study recruitment and selection process as

it will give me clearer picture of the process.

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Objective of Study

The basic objective of this report is to “Recruitment and selection

process In Dabur”. Following fundamental objectives have been

identified as the sub-objectives of the study:-

1. To study the identity of the recruitment & selection process in the

organization as a whole.

2. To find out the employees as per company’s vacancies.

3. To find out the various sources of advertisement of vacancies

like-media (electronic or paper or both), schools, posters etc.

4. To study the work environment and select the pattern of

interview, which can help out to select the suitable employee for

the organization.

5. To study the interpersonal relationship.

INTRODUCTION

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Recruitment is the discovering of potential applicants for actual or anticipated

organizational vacancies. Certain influences constrain managers in determining

recruiting sources such as image of the organisation, internal policies,

attractiveness of the job, union requirements, government requirements and

recruiting budgets.

Popular sources of recruiting employees include internal search,

advertisements, employee referrals, employment agencies, schools, colleges and

universities; professional organizations and casual or unsolicited applicants. In

practice, recruitment methods appear to vary according to job level and skill.

Proper selection can minimize the costs of replacement and training, reduce

legal challenges, and result in more productive workforce. The primary purpose

of selection activities is to predict which job applicant will be successful if

hired. During the selection process, candidates are also informed about the job

and the organisation.

The discrete selection process would include the following: initial screening

interview, completion of the application form, employment tests,

comprehensive interview, background investigations, physical examination and

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final employment decision. In the discrete selection process, an unsuccessful

performance at any stage results in the rejection of the applicant.

An alternative to the discrete selection process is the comprehensive approach,

where all applicants go through every step in the selection process and the final

decision is based on a comprehensive evaluation of the results of each stage. To

be an effective predictor, a selection device should be reliable, valid and predict

a relevant criterion.

Selection devices provide managers with information that will help them predict

whether an applicant will prove to be a successful job performer. The

application blank is effective for acquiring hard biographical data, while the

weighted application can provide information for predicting job success.

Traditional tests that assess intelligence, abilities and personality traits can

predict job proficiency but suffer from being non-job related. On the other

hand, interviews consistently achieve low marks for reliability and validity.

Background investigations are valuable when they verify hard data from the

application, although they offer little practical value as selection devices.

Physical examinations are valid when certain physical characteristics are

required to be able to perform a job effectively.

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SCOPE OF STUDY

The scope of study is to observe the degree of satisfaction levels of the

employer as well as the employees towards the process of recruitment and

selection techniques adopted by the company. It will also show the deviations if

any, towards this affect that will be experienced in research. Apart from getting

an idea of the techniques and methods in the recruitment procedures it will also

give a close look at the insight of corporate culture prevailing out there in the

organization. This would not only help to aquanaut with the corporate

environment but it would also enable to get a close look at the various levels

authority responsibility relationship prevailing in the organization. Also the

stipulated time for the research is insufficient to undergo an exhaustive study

about the topic assigned and moreover the scope of the topic (recruitment and

selection) is wide enough, so it is difficult to cover all the topic within the

stipulated time.

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HISTORY OF COMPANY

MILESTONES TO SUCCESS

Dabur India Ltd. made its beginnings with a small pharmacy, but has continued

to learn and grow to a commanding status in the industry. The Company has

gone a long way in popularizing and making easily available a whole range of

products based on the traditional science of Ayurveda. And it has set very high

standards in developing products and processes that meet stringent quality

norms. As it grows even further, Dabur will continue to mark up on major

milestones along the way, setting the road for others to follow.

1884 - Established by Dr. S K Burman at Kolkata

1896 - First production unit established at Garhia

1919 - First R&D unit established

Early 1900s - Production of Ayurvedic medicines Dabur identifies nature-based

Ayurvedic medicines as its area of specializations. It is the first Company to

provide health care through scientifically tested and automated production of

formulations based on our traditional science.

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1930 - Automation and upgradation of Ayurvedic products manufacturing

initiated

1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated

1940 - Personal care through Ayurveda Dabur introduces Indian consumers to

personal care through Ayurveda, with the launch of Dabur Amla Hair Oil. So

popular is the product that it becomes the largest selling hair oil brand in India.

1949 - Launched Dabur Chyawanprash in tin pack Widening the popularity and

usage of traditional Ayurvedic products continues. The ancient restorative

Chyawanprash is launched in packaged form, and becomes the first branded

Chyawanprash in India.

1957 - Computerization of operations initiated

1970 - Entered Oral Care & Digestives segment Addressing rural markets where

homemade oral care is more popular than multinational brands, Dabur

introduces Lal Dant Manjan. With this a conveniently packaged herbal

toothpowder is made available at affordable costs to the masses.

1972 - Shifts base to Delhi from Calcutta

1978 - Launches Hajmola tablet Dabur continues to make innovative products

based on traditional formulations that can provide holistic care in our daily life.

An Ayurvedic medicine used as a digestive aid is branded and launched as the

popular Hajmola tablet.

1979 - Dabur Research Foundation set up

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1979 - Commercial production starts at Sahibabad, the most modern herbal

medicines plant at that time

1984 - Dabur completes 100 years

1988 - Launches pharmaceutical medicines

1989 - Care with fun The Ayurvedic digestive formulation is converted into a

children's fun product with the launch of Hajmola Candy. In an innovative

move, a curative product is converted to a confectionary item for wider usage.

1994 - Comes out with first public issue

1994 - Enters oncology segment

1994 - Leadership in health care Dabur establishes its leadership in health care

as one of only two companies worldwide to launch the anti-cancer drug Intaxel

(Paclitaxel). Dabur Research Foundation develops an eco-friendly process to

extract the drug from its plant source

1996 - Enters foods business with the launch of Real Fruit Juice

1996 - Real blitzkrieg Dabur captures the imagination of young Indian

consumers with the launch of Real Fruit Juices - a new concept in the Indian

foods market. The first local brand of 100% pure natural fruit juices made to

international standards, Real becomes the fastest growing and largest selling

brand in the country.

1998 - Burman family hands over management of the company to professionals

2000 - The 1,000 crore mark Dabur establishes its market leadership status by

staging a turnover of Rs.1, 000 crores. Across a span of over a 100 years, Dabur

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has grown from a small beginning based on traditional health care. To a

commanding position amongst an august league of large corporate businesses.

2001 - Super specialty drugs with the setting up of Dabur Oncology's sterile

cytotoxic facility, the Company gains entry into the highly specialized area of

cancer therapy. The state-of-the-art plant and laboratory in the UK have

approval from the MCA of UK. They follow FDA guidelines for production of

drugs specifically for European and American markets.

2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4 crore

2003 - Dabur demerges Pharmaceuticals business

2005-Dabur acquires balsara

2006-Dabur announces bonus after 12 years

2006-Dabur crosses $2 bin market cap, adopts US GAAP

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MAINTAINING GLOBAL STANDARDS

As a reflection of its constant efforts at achieving superior quality standards,

Dabur became the first Ayurvedic products company to get ISO 9002

certification.

SCIENCE FOR NATURE

Reinforcing its commitment to nature and its conservation, Dabur Nepal, a

subsidiary of Dabur India, has set up fully automated greenhouses in Nepal.

This scientific landmark helps to produce saplings of rare medicinal plants that

are under threat of extinction due to ecological degradation.

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RECRUITMENT

Recruitment and selection are the most important

functions in an organization because with the help of

these functions the management selects the best

available candidate from a batch of them. The

organizations, in this growing competitive world, need to

have the best of the manpower so as to have an edge

over its competitive.

According to Flippo, "Recruitment is the process of

searching for prospective employees and stimulating and

encouraging them to apply for jobs in an organization."

In the words of Yoder,"Recrutiment is a process to

discover the sources of manpower to meet the

requirements of the staffing schedule and to employ

effective measured for attracting that manpower in

adequate numbers to facilitate effective selection of an

efficient working force."

The recruitment needs can be classified into-

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Planned.

Anticipated.

Unexpected.

Planned need arise from changes in the organization

and retirement policy. These occur due the expected

changes in the organization so the management can

make a proper policy for it.

Anticipated need refer to the movements in personnel

which an organisation can predict by studying the trends

in the internal and external environments.

Resignations, deaths, accidents and illness result in to

the unexpected needs.

FEATURES:

Recruitment is a process or a series of activities

rather than a single event.

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It is a linking activity as it brings together the

employers and employees.

It is positive process because in this activity the

employers want to have the maximum number of job

seekers so as to have a wider scope for choice

ultimately leading in spotting right persons for job.

It is an important function as it makes it possible to

acquire the number and type of persons required for

the effective functioning of the organization.

It is an on going function in all the organizations,

but the volume and nature of recruitment varies

with the size, nature and environment of the

organization.

It is a complex process because a number of

factors affect it --the nature of the job offered,

image of the organization, organizational policies,

working conditions etc.

SOURCES OF RECRUITMENT:

The various sources of recruitment are -

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Internal Sources : Include-

Present Employees who can be transferred or given

promotions.

The retired and retrenched employees who want to

return to the company.

Dependents and relatives of the deceased and

disabled employees.

External Sources : Consist of-

Press advertisements.

Campus Interviews.

Placement Agencies.

Recommendations.

Recruitment at factory gate.

Employment Exchanges.

During my short stint at DIL, it was observed that the

recruitment need of DIL is diversified. It needs

persons who have knowledge of use, processing of

natural ingredients of number of varied products,

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technical know-how of latest industrial technical

knowledge, and computer applications to

pharmaceutical industry to manual workers. The

importance of the process could be understood that

the present work force of DIL is 2,500 employees.

Hence, the recruitment and selection procedure

should match the complexities of the need and at the

same should commensurate with the complex need of

the organization.

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SELECTION

Selection is the process of choosing the best candidate out of the all the

applicants. In this process, relevant information about the applicants is collected

through a series of steps so as to evaluate their suitability for the job to be filled.

It is the process of matching the qualifications with

those required for the job so that the candidate can be

entrusted with the task that matches with his credibility.

It is a process of weeding out unsuitable candidates and

finally identifying the most suitable candidates.

This process divides the candidates into two

categories-the suitable ones and the unsuitable ones.

The suitable people prove to be the asset for the

organization. Selection is a negative process because in

this process the management tries to minimize the

number of people at each step so that the final decision

can be in the light of all the factors and at the end of it

best candidate is selected. Selected candidate the has to

pass through the following stages-

Preliminary Interview.

Application Form.

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Selection Test.

Selection Interview.

Physical Examination.

Reference Check.

Final Approval.

Employment.

Preliminary Interview is the initial screening

done to weed out the undesirable candidates. This is

mainly a sorting process in which the prospective

candidates are given the necessary information about

the nature of the job and the organization. Necessary

information about the candidate is also taken. If the

candidate is found suitable then he is selected for

further screening else he is dropped. This stage saves

the time and effort of both the company and the

candidate. It avoids unnecessary waiting for the

candidate and waste of money for further processing

of an unsuitable candidate.

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Application Form is a traditional and widely used

device for collecting information from candidates.

This form asks the candidates to fill up the necessary

information regarding their basic information like

name, address, references, date of birth, marital

status, educational qualifications, experience, salary

structure in previous organization and other such

information. This form is of great help because the

scrutiny of this form helps to weed out candidate who

are lacking in education, experience or any other

criterion provided by the organization. It also helps in

formulation of questions, which will be asked in the

interview. These forms can also be stored for future

references thus maintaining a databank of the

applicants.

Selection Tests are being increasingly used in

employee selection. Tests are sample of some aspect of

an individual's attitudes, behavior and performance. It

also provides a systematic basis for comparing two or

more persons. The tests help to reduce bias in

selection by serving as a supplementary screening

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device. These are also helpful in better matching of

candidate and the job. These reveal the qualifications,

which remain covered in application form and

interview.

Selection Interview involves the interaction of the

employer and the employee. Selection involves a

personal, observational and face-to-face appraisal of

candidates for employment. It is an essential element

of the selection procedure. The information obtained

through application form and test can be

crosschecked in the interview.

The applicants who have crossed the above stages

have to go through Physical Examination either by the

company's physician or the medical officer approved

for the purpose. The main aim is to ensure that the

candidate is physically fit to perform the job. Those

who are found physically unfit are rejected.

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The next stage marks of checking the references. The

applicant is asked to mention in his application form

the names and addresses of two or three person who

know him well. The organization contacts them by

mail or telephone. They are requested to provide their

frank opinion about the candidate without incurring a

liability. The opinion of the references can be useful in

judging the future behaviour and performance of a

candidate.

The executives of the concerned departments then

finally approve the candidates short-listed by the

human resource department. Employment is offered in

the form of an appointment letter mentioning the

post, the rank, the salary grade, the date by which the

candidate should join and other terms and conditions

in brief. Appointment is generally made on probation

of one or two years. After satisfactory performance

during this period the candidate is finally confirmed in

the job on permanent basis or regularized.

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Selection is an important function as no

organization can achieve its goals without selecting

right persons for the required job. Faulty selection

leads to wastage of time and money and spoils the

environment of an organisation. Scientific selection

and placement of personnel can go a long way in

building up a stable workforce. It helps to reduce

absenteeism and labour turnover. Proper selection is

helpful in increasing the efficiency and productivity of

the enterprise.

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COMPANY PROFILE

“WHAT IS LIFE WORTH WHICH CAN NOT BRING COMFORT TO OTHERS”

Dr. S.K. Burman lays the foundation of what is today known as Dabur India

Limited. Starting from a small shop in Calcutta, he began a direct mailing

system to send his medicines to even the smallest of village in Bengal. The

brand name is derived from the words ‘Da’ for Daktar or doctor and ‘bur’

from Burman.

The principal activies of the group are manufacturing of natural/herbal and

ayurvedic product, healthcare and food product and pharmaceuticals. The

Group export its products to middle-east and other countries which accounted

for 9% of sale .Consumer goods accounted for 70% of 2002 gross revenues;

Pharmaceuticals products,12%;Food products,6% Ayurvedic

products,6%; and other ,6%.

The founder SK BURMAN was a physician of par excellence who brought

ayurvedic medicines to the ailing masses of Bengal. Dabur commenced

operation in 1884 and is today a multinational multi-product enterprise. The

company has major interest in health and beauty care.

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Dabur is a leader in ayurveda, the traditional Indian health care system. The

company manufacturers and markets a range of oncologicals. Dabur is one of

the few companies in the world to produce paclitaxel-an anti cancer drug.

The company has 12 manufacturing plants in India, Nepal and Egypt. Dabur

products are also manufactured in Dubai. It has a transactional network of 19

offices serving both rural and urban markets in India. The company has sales

and marketing offices in Dubai and London. Dabur

Products are available over 50 countries. It has collaborated with leaders in

their fields to set up joint ventures in India. The joint ventures are with

Agrolimen of Spain, general Deconfeteria India ltd., manufactures

confectioneries. Dabur International ltd., the joint venture with Bongrain of

France, will manufacture specialty cheese. Dabur has collaborated with Osem of

Israel to manufacture bakery specialties & other food products.

DABUR RESEARCH FOUNDATION

Incorporated in 1979, Dabur Research Foundation (DRF) is a premier research

organization. It is possibly the only one of its kind in the country carrying out

research in divergent field like Ayurvedic Herbal products; plant derived

medicines allopathic, and bulk drugs, foods, cosmetics, oil & fats, as well as

basic research bin the field of Pharmaceuticals

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DABUR FINANCE LIMITED

Dabur finance ltd. is a well diversified non-banking finance company offering

a full array of commercial finance & services. It focuses on

transparency, commitment and high quality. Set up in 1992, DFL derives its

skills and belief from its parent from its parent organization, Dabur India ltd. It

is involved in issue management, portfolio management, leasing and finance.

ECO FRIENDLY DABUR

Dabur is committed to maintain the ecological balance. The company’s

afforestation programs at planting medical herbs, plants and trees in the

Himalayan range. Extending into Nepal this exercise is actively supported by an

in-house tissue culture programs.

CORPORATE OBJECTIVE

Corporate goals for the next two years. This journey has been called the STARS

PROGRAMME.

The specific goals are:

- Sales turnover of Rs. 3500 crores in 2009-10.

- Profit after tax Rs. 334 crores in 2009-10.

- MAC (Most admired FMCG Company) within the top 5.

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QUALITY POLICY

The management is fully committed to quality and ensures all resources to

accomplish this task.

QUALITY OBJECTIVES

THE COMPANY’S QUALITY OBJECTIVES ARE AS FOLLOWS:

- To focus on its customers and successfully meet their needs and

requirements.

- To manufacture effective health care products at competitive prices and to

improve the quality of life of the common masses.

- To implement system to ensure prevention of errors rather than detection

of errors.

- To ensure global competitiveness by striving to achieve Current Good

Manufacturing Practices (CGMP).

- To ensure safety in all operations by working according to the systems in

all areas of operations.

- To provide appropriate training to improve their skills and expertise.

- To increase productivity and reduce wastage within the organization.

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DABUR INDIA LTD.

Market capital- Rs. 2615 crores.

Sales – Rs. 918.3 crores, up by 12.9%.

Net profit- Rs. 50.1 crores, up by 15.1%.

Equity (2006-07) - Rs. 28.5 crores.

Earning Per Share- Rs. 25.3.

All India Rank-40th (Business Today)

- 7th in FMCG companies.

Spending on Advertising & Marketing:

Total expenditure- Rs. 114.12 crores (2006-07).

This is a change of 65.39% over the previous year.

All India rank- 3rd in spending on advertisement.

Ad/Sales- 12.43% (2006-07).

32

RECRUITMENT AND SELECTION PROCEDURE IN

DABUR INDIA

Dabur India Ltd. selects the future employees keeping

everything in mind right from the qualification of the

employees to the future prospects-both of the

organisation and the employees.

The first step involves the filling up of Manpower Indent

Form. This form is filled up by the department, which is

having the vacancy. The form consists of various

questions which are to be answered like if the current

vacancy is a replacement vacancy, its reason is to be

specified -the factors which resulted it like death,

retirement etc.

The department is required to give the qualifications

that the future candidate should possess.

In the next step, this form is given to the Human

Resource (HR) department; this department sees if the

position can be filled through internal sources. The

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internal sources can be transfers, promotion etc. In the

case of internal sources, the recommendations of the

employees are not taken into consideration. If the HR

department does not find suitable candidate within the

organisation then this department has to give reasons

for it. The form then goes to the Corporate HR for its

approval.

When the suitable candidate is not available within the

organisation, the organisation then moves to the outside

world for filling up the vacancies.

If the number of employees required is large then the

company has in its consideration three ways-

The Data bank of the organisation.

Advertisements.

Contacting large consultants.

The company maintains a databank of the candidates,

which is used when the number of vacancies to be filled

up is large. The sources of databank can be the qualified

34

candidates who had applied in the organisation earlier

but due to some reasons could not join the organisation.

Advertisements are the second big source to attract the

candidates. These are having much larger scope and

reach to a number of people. The qualifications required

by the organisation and the criteria could be described

in detail.

Large number of consultants also constitutes a big

source. Many people register themselves with these

consultants and they act as a bridge between the

organisation and the candidates. The consultants

provide the company required details about all criteria.

These consultants are fixed for the organisation, which

are chosen on the basis of their performance. In case of

overseas recruitment it is checked whether their Indian

counterparts can perform the job efficiently or not. If

need arises then they are also taken through

consultants.

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But if the number of vacancies is very small then the

organisation takes the help of the local consultants.

The candidates are then required to fill up the

Application Form. This form requires the candidate to fill

the details regarding the previous employment, if any

and his personal data. The form is having details

regarding like the marital status, organisation structure,

the position held by the candidate, his salary structure,

the top three deliveries to the organisation that proved

to be beneficial to the organisation, career goals, his

strengths and weaknesses etc.

After the application form has been duly filled and

submitted, the selection process starts wherein the

candidate has to pass through various stages and

interview. The interview panel consists of the persons

from Corporate (HR), and other persons including the

executives from the department for which the vacancy is

to be filled.

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The selected candidates are then short-listed. The short

listed candidates are then given priority numbers; this is

due to the reason that sometimes the candidate who is

having first priority is unable to join the organisation

due to some reasons then in that case the candidate next

in the priority list is given preference. The candidate has

to under go medical examination and his credentials are

verified.

After qualifying these stages, the candidate is then

absorbed in the organisation and explained his/her

duties. This phase marks the end of the selection

procedure.

Dabur India Ltd.also performs Campus interviews as and

when the need arises. The esteemed organisation also

provides apprentice training-wherein the organisation

trains the people in the working of the organisation and

gives then stipend. If these trainees are found useful to

the organisation then they are absorbed in the

37

organisation else they are given certificate so that they

can show this as an experience and get a job elsewhere.

38

RECRUITMENT AND SELECTION IN DABUR

HIERARCHY OF DABUR

39

Mrs. Vandana Bhargava Deputy dDirector

Mr. U.K. Bose CEO

Mr. Samir Bhargave Controller

Mr. Kapil Kaul C.G.M. (M&S)

Capt. S.P.S. Sandhu C.G.M. (Operations)

Manager Personal

Mr. Manchanda G.M (North)

Mr. Roshan Nowroj G.M. (South)

Mr. Sanjay Kumar Commercial Mrg.

R.S.M. Delhi

Manager Sales

Deputy Manager Sales

Asst.Manager Sales

Senior Officer Sales

Officer Sales

Manager FFP Department

Manager International MRTG.

Manager CSC & Automation

Product Manater

A.S.M. Delhi

Senior Officer

Officer

Brand Manater

A.S.M. Delhi

Senior Officer

Officer

HRM in the food Industry

When we talk of human resource management, we have in our mind a variety of

things. These include:

Training

Skill development and up-gradation of knowledge and skills of the

employees.

Motivating the employees,

Effective utilization of the employees skills and capabilities

Attracting the personnel and their retention

Wages, salaries and rewards and

Monitoring and controlling the employees performance

These aspects of human resource management and development are essential

for every sector but in the case of tourism, they have a special significance.

This is because tourism is a service industry and here the customer is not only

buying a service or a product but he is also experiencing and consuming the

quality of service which is reflected in the performance of the person involved

in the production and delivery of the service. Since what is marketed here is a

relationship between the customer and the producer of services, the importance

of human resources becomes vital for the success of the business. Generally, in

such service operations the emphasis has been on courtesy and efficiency and it

40

is assumed that the service in tourism is all smiles and effective communication.

However, with the changing nature of tourism and growing special sation only

smiles, communications skills and courtesy will not serve the purpose. For

example, a guide may be very good in communication but unless he or she is

equipped with knowledge and information related to the monument or the city,

he or she will not be able to perform quality service. Similarly, a driver may be

very good at driving but unless he knows the roads and addresses of the city,

only his driving capabilities will be of no help in providing quality service. And

we must remember here that tourists, whether foreign or domestic, are

increasingly becoming more demanding as regards quality of service.

Generally, human resource management, planning and development in tourism

have to be taken at both macro as well as micro levels. At the macro level, one

takes into account the educational and training infrastructure available in a

country and the efforts initiated by the ICAO. This also includes the efforts

initiated by the private sector. At the micro level, one takes into account how

best individual organizations plan and manage their human resources V S

Mahesh, formerly Vice President (Human Resources) with the Taj Group of

Hotels, is of the opinion that two central features common to all sectors of the

tourism industry must be considered in this regard:

41

1) The concept of Moments of Truth (MOT), and

2) MOT’s relationship to the attainment of service excellence in an

organization.

Jan Carlzon has defined MOT “as an intention between a customer and an

organization, which leads to a judgement by the customer about the quality of

service received by her or him”. In tourism industry, 95% of the MOTs take

place between customers and the front line staff and most of the time they are

not visible to the management. For example, how a hotel receptionist is

handling the customers or how an escort is conducting the tour is not visible to

the management. Yet, the tourist’s experience of the holiday is dependent on

how the staff manning such services has treated him or her. Mahesh has

pointed out that in case of negative experiences, only less than five percent

cases get reported to the management by the customers and hence according to

him the crucial questions is “are human beings capable of doing their job

correctly, willingly and with a smile, when they know that their management is

most unlikely to be able to see or hear them, let alone bear of their failure to do

so”? This puts additional on the human resources management factor in the

tourism industry. Certain organizations, companies and even destinations are

known for their hospitality and are even termed as service leaders in their areas

of operations. Researches conducted by various scholars in this area show that

they have achieved this, status, through effective human resource management

42

in their organizations. According to Gail Cook Johnson these companies have

applied the principal of empowerment to all employees. This empowerment is

manifested in the way that companies:

Are highly focused and consistent in everything they do and say in relation

to employees,

Have manager who communicate with employees

Facilitate, rather that regulate, their employees response to customers

Solicit employee feedback about how they can do things better

Stress the importance of team work at each level of the organization and

Plan carefully the organization’s recruitment and training needs.

These companies give less emphasis on hierarchy and formal relationship

rather; they adopt flat organizational structure in terms of span of control.

Johnson further states that these service leaders can be recognised for:

Their unfailing commitment to service principles,

Their investments in people to ensure staffing competence,

A management philosophy which stresses communication a proactive

orientation and employee feedback and

A dedication to teamwork

43

In fact, human resource management and customer’s care/expectations

management are inter related area in the area of tourism. Sarah Mansfield has

identified four key principles in the development of customer care within

companies. These according to her are

1) Customer care ‘starts at the top’ was meaning that commitment to the

principle of customer care must emanate from senior management levels

within an organization. Successful management’ is not only about the

right management style but also an attitude, ethos or culture of the

organization which overrides the management techniques used, such that

in the absence of other instructions these values will dictate how an

employee will behave.

2) ‘Customer care involves everyone’ within the organization. It is not just

about front-line staff. The contrary view ‘only services to reinforce the

electricians’ or administrators, opinion that the standard of service they

give in support of the front-line staff is not important. How can cleaners

do the right job unless they fully appreciate their customer’ needs and the

importance of their role? High standards of customer care cannot be

achieved by ignoring seasonal, part time or voluntary staff that represents

the face of the business to many customers.

3) ‘Care for your staff and they will care for your customers. Too often

organizations look first to the customer, whereas the emphasis should be

44

placed on the staff. Improving the experience of the staff encourages a

better service and a better experience for customers. More customers are

obtained thereby improving the climate in which management and staff

work. Investment and greater professionalism follow success and the

cycle of achievement is reinforced.’

4) ‘It’s a continuous’, meaning that ‘customer care is not a quick fix

Research but it long term plan’.

According to V S Mahesh “The nature, determinates and problem areas of

service quality within tourism points clearly to the central role of personnel, at

all levels, in attaining levels, of excellence in this respect. Development the

service culture, within a company, and within tourism industry, cans he seen as

crucial to the success of tourism.” Hence, the activities of an HRD manager in

tourism can be categorised as:

Human resource planing and

Human resource development

Aspect like forecasting, recruiting and induction in the human resource area are

taken care of through human resource planning. The identification of specific

developmental needs for the manpower aimed at developing and exploiting the

competencies of the human resources are taken care of through human resource

development.

45

HUMAN RESOURCE PLANNING

In this Section, we will deal with certain aspects which are relevant for

managers or entrepreneurs at an organization’s level in the area of human

resource planning. Human resource planing can be termed as a process for

preparing a plan for the future personnel needs of an organization. It takes into

account the internal activities of the organization and the external environmental

factors. In a service industry like tourism, such planning also aims at improving

the quality of manpower resources. Human resource planning involves:

Analysis of existing manpower resources,

Planning for future needs taking into account how many people with what

skills and at what levels the organization will need, and

Planning for the development of the employees by adopting in-house

training and continuing education methods to upgrade the knowledge and

skills of the employees.

46

RECRUITMENT AND SELECTION PROCEDURES IN HR

Recruitment and selection procedure is a vital factor of an organization. If it is

not done properly the production procedure will be hampered. Hence

productivity will fall down. So the organization will be in trouble and it will

affect the employer- employee relationship. So recruitment and selection

procedure should be done in proper and correct manner. The new candidates

should replace the vacant post so that the production of the company does not

hamper. By this the productivity will increase and the organization will gain

profit. So the employer will be happy and will not hesitate to distribute bonus

and increments to the workers. The workers will also be more motivated to

work. Hence there will be harmonious relationship in the organization. It will

also stabilize the organization in the long run.

47

HUMAN RESOURCE MANAGEMENT IN

DABUR

Organisation structure:

The whole organisation behaves as a Parivar, with one legal guardian. All

directors and shareholders are from among workers and the entire have taken an

oath through affidavit. In the court of law that neither their family members

shall have claim or share in the assets or profits of the company. All workers of

company are the proud owners of the organisation. The workers believe in the

concept that “manpower is superior to money power”.

Recruitment and selection

Recruitment is the process of seeking out and attempting to attract individuals in

external labour markets, who are capable of and interested in filling available

vacancies. Recruitment is an intermediate activity whose primary function is to

server as a linked between Human Resource Planning on the one hand and

selection on the other. Sources of recruitment are through internal and external

channels. Dabur recruits it’s employees both externally as well as internally.

Recruitment for the airline is done through interviews of selected applicants and

people who pass the interviews of selected applicants and people who pass the

48

interview are required to undergo a medical test before he/she is finally placed

in the Dabur.

Employees are also recruited through internal mobility. This is done on the basis

of merit and seniority. After passing the examination the candidates are called

for an interview along with the employees who have become eligible for

promotion on the basis of seniority.

49

HUMAN RESOURCE FUNCTIONS

Recruitment and selection.

Performance Appraisal.

Training and Development.

Promotion, Transfer, Separation.

General administration & Welfare.

Security.

Public Relations.

Industrial Relations.

50

HUMAN RESOURCE PROCESS IN ORGANISATION

51

Human Resource

Recruitment Selection

Socialization Training & Development

Performance Appraisal

Promotions, Transfers,Demotions &

HUMAN RESOURCE DEPARTMENT

52

Unit Head

Deputy Manager-Deputy Manager-HRHR

Additional General Manager-Corporate HR & IR

Senior Executive-HR

Assistant HR Officer

Supervisor-Administration

Security

Housekeeping

General Administration

Executive Assistant-HR

RESEARCH METHODOLOGY

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

includes overall research design, the sampling procedure, the data collection

method, and analysis procedure.

Out of total universe 15 respondents from dabur have been taken for

convenience. The sample procedure chosen for this are statistical sampling

method. Here randomly employees are selected and interviewed. Information,

which I collected, was based on the questionnaires filled up by the sample

employees.

Under secondary method I took the help of various reference books which I

have mentioned in bibliography and also by way of surfing through the

company website.

Primary Data

Questionnaire: Corresponding to the nature of the study direct, structured

questionnaires with a mixture of close and open-ended questions will be

administered to the relevant respondents within the Personnel and other

Departments of the organisation.

Secondary Data

Organizational literature: Any relevant literature available from the

organisation on the Company profile, recruitment & selection procedures,

53

Job specifications (dabur), department-wise break up of manpower strength

and the organisational structure.

Other Sources: Appropriate journals, magazines such as Human Capital,

relevant newspaper articles, company brochures and articles on www sites

will also be used to substantiate the identified objectives.

Sampling Plan and Design

A questionnaire will be used for the purpose of research:

Questionnaire: To test the validity and effectiveness of the recruitment and

selection procedures within the organisation and to test the validity and

effectiveness of the policies and procedures within the organisation.

The basic rationale of Questionnaire is to ascertain the perception of the non-

HR departments in terms of the validity and effectiveness of the policies and

procedures used by the organisation. It is also in line with the assessment of

any suggestions/recommendations that the respondents from these

Departments might have in terms of the use of an alternative source/device

of recruitment and selection, than what already forms the current practice of

the HR Department.

Questionnaire would be administered to 15 respondents, holding a senior

designation within the Personnel Department of the organisation. It will also

be administered to at least 15 respondents belonging to typical Departments

54

within the organisation and holding senior designations within their

respective Departments.

Sampling Element

For the purpose of administering the Questionnaire, the respondents would

comprise of personnel holding senior designations within the Personnel

Department of the organisation. The respondents for the Questionnaire will

also be preferably being panel members of the Recruitment & Selection

Board of the organisation.

The respondents would comprise of personnel holding senior designations

within certain typical Departments identified within the organisation,

namely:

- Stores

- Finance

- Operations

- Electronics

- Engineering

Sample Extent: The extent of the sample is confined to the Sahibabad

operations of the Dabur, specifically to the Administration.

Sampling Technique

Judgement Sampling would be used for the purpose of choosing the sample

for the purpose of administering Questionnaire. The identified expert would

have a thorough knowledge about all the respondents within the Personnel

55

Department of the organisation. Thus his/her expertise would be

incorporated in locating, identifying and contacting the required respondents.

Again Judgement sampling would be effectively used in identifying the

typical non - HR Departments within the organisation and subsequently for

the location and identification of suitable respondents for Questionnaire.

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DATA ANALYSIS

The analysis of the various sources of recruitment and selection devices is

presented on the following pages.

The response entailed from the HR Department (as analysed from

Questionnaire) represents current practice within the organisation in terms

of the sources of recruitment and selection devices used.

The analysis of the response entailed from all the other departments (as

analysed from Questionnaire) forming the sample, represents the perception

of the respondents from these Departments in terms of the validity and

effectiveness of the various sources/devices of recruitment/selection (specific

to these Departments)

The analysis further entails any suggestions/recommendations given by these

non-HR Departments (forming the sample for administering

Questionnaire), in terms of any recruitment source and/or selection device

that should be deployed by the organisation apart from what already

constitutes current practice (specific to these Departments)

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DOES THE RECRUITMENT AND SELECTION PROCEDURE AFFECTS THE

PERFORMANCE OF THE EMPLOYEES?

INTERPRETATION:

Yes, it does because if in appropriate candidates are selected it would lead to loss of

productivity, labor turnover.

90 out of 100 employees said that recruitment and selection procedure affects the

performance of the employees while 10 out of 100 employees said that it does not.

58

DOES THE COMPANY RECRUIT EMPLOYEES INTERNALLY?

INTERPRETATION:

100 out of 100 employees said Dabur recruit employees internally.

59

IS THE RECRUITMENT AND SELECTION PROCEDURE FOLLOWED BY THE

COMPANY APPROPRIATE?

INTERPRETATION:

75 out of 100 employees believe that the recruitment and selection procedure followed by the

company is appropriate while 25 out 100 employees believe its inappropriate.

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DOES YOUR COMPANY DISCLOSE THE JOB SATISFACTION AT THE TIME OF

SELECTION OF A CANDIDATE ?

INTERPRETATION:

Disclosing of job specification basically depends on the job profile of the candidate.

65 out of 100 employees say that the economy discloses the job specifications at the time of

selection of a candidate while 35 out of 100 employees said the company doesn’t disclose job

specifications at the time of selection.

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DOES YOUR COMPANY ASK FOR REFERENCES AT THE TIME OF SELECTION?

INTERPRETATION:

100 out of 100 employees said that the company ask for references at the time of selection.

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WHAT PERCENT OF THE SELECTION PROCEDURE DOES THE WRITTEN TEST

CONTRIBUTE?

INTERPRETATION:

70 out of 100 employees say that the written test contribute the main factor of recruitment but

30% employees say that written test not take a main part of recruitment.

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WHICH TYPE OF INTERVIEW METHODS DOES YOUR COMPANY USUALLY

FOLLOW?

INTERPRETATION:

70 out of 100 employees say that company follows direct interview method, and 30 out of

100 says company follow the GD interview.

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DABUR GO FOR A CAMPUS RECRUITMENT FOR FRESHER’S

INTERPRETATION:

In the survey I find that DABUR prefer the fresher only 55% in campus and 45% Not prefer

for fresher in campus.

65

DOES YOUR COMPANY RECRUITMENT FOR THE OTHER STATE

INTERPRETATION:

In the survey I find that DABUR recruit the people in other state.

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YOU ARE SATISFIED WITH THE QUESTION AND WHICH ARE ASKED FROM THE

CANDIDATES AT THE TIME OF INTERVIEW

INTERPRETATION:

In the survey I find that maximum 45% persons are agree with DABUR and some 30%

persons are disagree.

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MANPOWER IS BASED ON PREVIOUS PRODUCTION DATA

INTERPRETATION:

In the survey I find that 100% manpower is based on previous production data.

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MANPOWER IS LINKED OF VISION OF THE COMPANY

INTERPRETATION:

In the survey I find that maximum 80% is linked of vision of the company.

69

MEDICAL TEST IS DONE AT THE TIME IN DABUR

INTERPRETATION:

In the survey I find that maximum cases 80% medical test is done at the time in DABUR but

in some cases medical test is not required.

70

INTERVIEW CONDUCTED BY DABUR IS FREE FROM BIAS

INTERPRETATION:

In the survey I find that maximum DABUR conducted the interviews is free from bais.

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DABUR CHECK ALL INFORMATION WHICH IS GIVEN BY THE APPLICANT

BEFORE SELECTION

INTERPRETATION:

In the survey I find that DABUR check all the information before interview.

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DABUR CONDUCT THE PHYSICAL EXAMINATION BEFORE SELECTION

INTERPRETATION:

In the survey I find that maximum cases DABUR not conduct the physical examination

before selection but in some cases DABUR conduct the physical examination.

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YOU ARE SATISFIED WITH RECRUITMENT PROCESS IN DABUR

INTERPRETATION:

In the survey I find that maximum 75% persons are satisfied with recruitment process in

DABUR but 25% persons are not satisfied with recruitment process in DABUR.

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DABUR ALSO RECRUITMENTS THE PEOPLE FOR FUTURE NEEDS

INTERPRETATION:

In the survey I find that maximum DABUR recruitment process for the people for future

needs.

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FAVORITISM IS DONE DABUR AT THE TIMED OF RECRUITMENT PROCESS

INTERPRETATION:

In the survey I find that maximum 55% favoritism is not done at the recruitment process but

in some cases 45% can done.

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FINDINGS 90% employees said that recruitment and selection procedure affects the performance

of the employees while 10% employees said that it does not.

100% employees said Shri Ram Piston recruit employees internally.

75% employees believe that the recruitment and selection procedure followed by the

company is appropriate while 25% employees believe its inappropriate.

65% employees say that the economy discloses the job specifications at the time of

selection of a candidate while 35% employees said the company doesn’t disclose job

specifications at the time of selection.

100% employees said that the company ask for references at the time of selection.

70% employees say that the written test contribute the main factor of recruitment but

30% employees say that written test not take a main part of recruitment.

70% employees say that company follows direct interview method, and 30% says

company follow the GD interview.

DABUR prefer the fresher only 55% in campus and 45% Not prefer for

fresher in campus.

DABUR recruit the people in other state.

Maximum 45% persons are agree with DABUR and some 30% persons

are disagree.

100% manpower is based on previous production data.

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Maximum 80% is linked of vision of the company.

Maximum cases 80% medical test is done at the time in DABUR but in

some cases medical test is not required.

Maximum DABUR conducted the interviews is free from bais.

DABUR check all the information before interview.

Maximum cases DABUR not conduct the physical examination before

selection but in some cases DABUR conduct the physical examination.

Maximum 75% persons are satisfied with recruitment process in DABUR

but 25% persons are not satisfied with recruitment process in DABUR. In

the survey

Maximum DABUR recruitment process for the people for future needs.

Maximum 55% favoritism is not done at the recruitment process but in

some cases 45% can done.

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CONCLUSION

REQUIREMENT:-

‘Necessity is the mother of Invention’ this is true

everywhere. In the study first of all I tried to find out

the cause of the process of Recruitment and selection.

I got the answer from Dabur that here in Dabur major

cause for the process is its Expansion program as

Dabur is growing vastly. Few other reasons are

Replacement vacancy Retirement hardly takes place

here.

SOURCES:-

An organization’s excellence depends upon its

employee’s performance, which has not only to be

maintained on a consistent level, but also must be

improved constantly. All this can be achieved if

suitable employees are selected, through proper

Recruitment and Selection procedure.

METHODS:-

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For the recruitment and selection various test include

for e.g. aptitude test ,personality test and group

discussion. As we all know that, in today’s highly

competitive age the biggest problem is of retention of

its highly skilled employees in the organization.

Recruitment plays a vital role in this regard. But it

should be seen that no system is without any flaws.

Every system has its strong and weak points and is

open for change at any time.

IMPROVEMENT:-

DABUR a well-developed Selection System for its

employee’s development. Thus, the company provides

scope for employees on future growth, career

planning, training and development.

80

81

RECOMMENDATIONS

The research in Dabur has helped me in broadening my

view. It has helped me to know that HR is the heart of

every organization. It made me aware about how policies

play an important role in the smooth functioning of any

organization. But I have found that there is something

that lacks in the company and which is possible to

overcome.

Dabur is engaged in making maximum sales, providing

satisfaction to its customers, as well as maintaining

good relations with the corporate world. But it has not

thought about marinating a health relation with its

employees. This is the reason that there was an increase

in the labor turnover. Also, it has never given

consideration to find the reason lying behind the same.

Employee retention is crucial to the long-term success of

your business and therefore the ability to retain

employees is a primary measure of the health of your

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organization. Of significant concern is the fact that

unplanned employee turnover directly impacts the

bottom line of a business.

The company can undertake the following steps to

maintain long and existing relationship with its

employees as well as a steady increase in sales:-

1. Employees should know clearly what is expected of

them-

Continually changing expectations minimize

employee’s sense of internal security and create

unnecessary stress. It is beneficial therefore to

provide a specific framework, in which people can

work.

2. Employees should be provided with quality

management and leadership-

It is well documented that people leave their

managers more often than they leave the company

83

or the job. Turnover issues that cause an employee

to feel unvalued by their manager include lack of

feedback about performance, lack of clarity

regarding earning potential, failure to hold

scheduled meetings, and the failure to provide a

framework for the employee to succeed. Ensure that

the right people are in place to lead your teams,

departments, business units and the organization as

a whole towards success.

3. The company should compensate candidates

applying for any position in the organization in case

of external recruitment; this will give candidates a

positive impression about the company.

4. The references given by the candidates at the time

of selection should be brought into use and should

be verified in order to avoid undesired candidates.

5. Job specifications should be disclosed at the time of

recruitment and selection so that employees are

well aware of the tasks to be performed by them and

the expectations their seniors have from them.

84

6. Company should undergo personality test in order

to judge the personality of the person applying for

the job.

7. Company should have a round of panel interview so

that decision of selecting a candidate is not based

on personal biasness of the interviewer, interviews

should therefore be followed by group discussion.

LIMITATIONS

The scope of the study in terms of coverage is limited to the Delhi

operations of the Dabur

Within the organisation the study is limited to the top-level management of

the Personnel Department of the organisation (out of which samples of the

respondents are also members of the Recruitment & Selection committee).

This is for the purpose of administering the questionnaire.

In line with the purpose of conducting employee interviews, the study would

be confined to personnel holding typical designations within the organisation

at different levels of management.

85

Although the limitations that I faced in the organizations is the absence of

Trade Unions co-operation, otherwise which could have help me in

understanding the industrial relations in a comprehensive manner.

Secondly, the limitation that I have is the scope of collection of sample size

which was confined to only one department, which would have other wise

made my study and observations in an effective manner.

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B IBLIOGRAPHY

1. BOOKS

Robbins P. Stephens, Organizational Behavior, Prentice Hall, 7th Edition,

Chapter 16, pages 636-641.

Koontz Harold & Weihrich Heinz, Essentials of Management, Mc Graw

Hill, 5th Edition, Chapter 11, pages 217-245.

Decenzo A. David & Robbins P. Stephen, Personnel/HR Management,

Prentice Hall, 3rd Edition, Chapters 6,7 & 8, pages 117-209.

2. Magazines

India Today

Today’s traveller

Business Today

3. News Paper

Times of India

Hindustan Times

Economic Times

4. Web sites

www.daburindia.com

www.indiatimes.com

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QUESTIONNAIRE

QUESTIONNAIRE ON RECRUITMENT & SELECTION FOR THE

EMPLOYEES

1. DABUR go for a campus recruitment for fresher’s?

Yes [ ] No [ ]

2. Does your company recruitment for the other state?

Yes [ ] No [ ]

3. You are satisfied with the question and which are asked from the candidates at

the time of interview?

Agree [ ] Partially agree [ ] disagree [ ]

4. Manpower is based on previous production data?

Yes [ ] No [ ]

5. Manpower is linked of vision of the company?

Yes [ ] No [ ]

6. Medical test is done at the time in DABUR?

Yes [ ] No [ ]

7. Interview conducted by DABUR is free from bias?

Yes [ ] No [ ]

8. DABUR check all information which is given by the applicant before selection?

Yes [ ] No [ ]

9. DABUR conduct the physical examination before selection?

Yes [ ] No [ ]

10. You are satisfied with recruitment process in DABUR?

88

Yes [ ] No [ ]

11. DABUR also recruitment the people for future needs?

Yes [ ] No [ ]

12. Favoritism is done DABUR at the time of recruitment process?

Yes [ ] No [ ]

13. Does the recruitment and selection procedure affects the performance of the

employees?

Yes [ ] No [ ]

14. Does the company recruit employees internally?

Yes [ ] No [ ]

15. Is the recruitment and selection procedure followed by the company

appropriate?

Yes [ ] No [ ]

16. Does your company disclose the job specifications at the time of selection of a

candidate?

Yes [ ] No [ ]

17. Does your company ask for references at the time of selection?

Yes [ ] No [ ]

18. What percent of the selection procedure does the written test contribute?

Yes [ ] No [ ]

19. Which type of interview methods does your company usually follow?

Direct [ ] GD [ ] Other [ ]

89