Copy of Dabur HR Recruitment & Selection

7/28/2019 Copy of Dabur HR Recruitment & Selection

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DISSERTATION

RECRUITMENT AND SELECTION

IN

DABUR INDIA LTD (DIL)

By

Pinky singh

(Class of 2009)

In Partial Fulfillment for the award of the degree of

Master of business Administration

2009-11

ARMY INSTITUTE OF MANAGEMENT & TECHNOLOGY,

PLOT NO M-1, POCKET P-5, GREATER NOIDA-201306

JULY 2010


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ACKNOWLEDGEMENT

It is not possible to prepare a project report without the assistance & encouragement of

other people. This one is certainly no exception.

On the very outset of this report, I would like to extend my sincere & heartfelt obligation

towards all the personages. Without their active guidance, help, cooperation &

encouragement, I would not have made headway in the project.

Pinky singh

Signature:

Date:


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CERTIFICATE OF ORIGINALITY

I Pinky Singh_Class of 2009, a full time bonafide student of first year of Master of

Business Administration (MBA) Programme of Army Institute of Management &

Technology, Greater Noida. I hereby certify that the report submitted in partial

fulfillment of the requirements of the programme is an original work of mine under the

guidance of the faculty mentor __Mrs.Shikha Bhardwaj_, and is not based or

reproduced from any existing work of any other person or on any earlier work undertaken

at any other time or for any other purpose, and has not been submitted anywhere else at

any time.

(Student's Signature)

Date: , 2010

(Faculty Mentors signature)

Date: , 2010


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SUPERVISOR CERTIFICATE

I certify that Ms PINKY SINGH, from Army Institute of Management & Technology

MBA -06 batch has done a Project on DABUR HR RECRUITMENT & SELECTION

& has successfully completed her project under my supervision..

Mrs Shikha Bhardwaj SIGNATURE

(Faculty Supervisor) (External Examiner)


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PROJECT CONTENT

CHAPTER TITLES PAGE NO

1 EXECUTIVE SIMMARY 6

2 OBJECTIVE OF THE

STUDY

7

3 LITERATURE REVIEW 9-27

4 COMPANY PROFILE 30-48

5 RESEARCH

METHODOLOGY

50

6 FINDINGS 51-52

7 CONCLUSION 53-54

8 LIMITATIONS 55

9 RECOMMENDATIONS 56-57

10 BIBLOGRAPHY 58


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EXECUTIVE SUMMARY

As in case of any other functional area like marketing, production or finance, the work of

personnel department has also to be planned. Planning in the personnel area is mainlyconcerned with crystallizing from where the right type of people can be secured for future

anticipated vacancies.

Manpower planning is the process by which management determines how the

organization should move from its current manpower position to its desired manpower

position. Through planning, management strives to have the right number and the right

kinds of people, at the right places, at the right time, doing things, which result in the

growth and success of both- the organization and the individual. The manpower planning

is one of the basic steps in the recruitment and selection procedure.

Recruitment and Selection is the process wherein the organisation finds the best

candidate among the vast array of candidates.

This project entitled "Recruitment and Selection in Dabur India Ltd (DIL)"aims at

studying the recruitment and selection procedure undertaken at this ever growing

organisation. The project gives a brief idea as to how the whole process works. Every

organisation has different policies, at times unique and it is very rare that the policy of

one organisation matches to the policies of another organisation.

It is true that the success of any organisation depends upon the old dictum: right

person for the right job. DIL has succeeded over hundred years because it still follows

the basic dictum and is being guided by the vision and the age-old the principles which

are followed religiously.


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OBJECTIVE OF THE STUDY

STATEMENT OF OBJECTIVE

This project entitled Recruitment and Selection in Dabur India Ltd (DIL) is aimed at studying

the recruitment and selection procedures at DIL. Recruitment and selection procedures of any

organisation are very important functions because these decide the most suitable manpower

which steers the industry to its desired goals.

OBJECTIVES

The main objectives of this project are:

To study the Recruitment and Selections procedures used at DIL.

To analyze the effectiveness of this very important function in terms of development

of the organisation and the individual


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LITERATURE REVIEW


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LITERATURE REVIEW

RECRUITMENT AND SELECTION

Introduction

Recruitment, selection theory is based on an organization's accomplishment of hiring valuable

employees, constituting a major function of human resource department. Recruitment process

involves a systematic procedure from sourcing the candidates to arranging and conducting the

interviews and requires many resources and time.The recruitment process is immediately

followed by the selection process i.e. the final interviews and the decision making, conveying

the decision and the appointment formalities.Hiring activities need to be responsive to the

ever-increasingly competitive market to secure suitably qualified and capable recruits at all

levels

Recruitment of skilled and effective staff is a central workforce development issue.

Recruitment and selection is not only about choosing the most suitable candidate. The

recruitment and selection experience can also impact on the likelihood that a candidate will

accept a job offer and on their subsequent commitment to remaining with the organisation.

RULES OF RECRUITMENT AND SELECTION

Commonality Openess Competitiveness Legality Non-discrimination Constancy of criteria Neutrality Objectivism Transparency Personal data security


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Acting without delay

STRATEGIES FOR SUCCESSFUL RECRUITMENT

Recruitment and selection is not only about choosing the most suitable candidate.The

recruitment and selection experience can also impact on the likelihood that a candidate will

accept a job offer and on their commitment to remaining with the organisation.Committing

time and resources to develop a comprehensive recruitment strategy is a worthwhile

investment. Poor recruitment choices (i.e., poor person-jobfit) can have a range of undesirable

consequences for the organisation and the worker including:

Higher rates of turnover

Reduced performance effectiveness

Lowered job satisfaction

Reduced work motivation.

In this section we consider three steps in an effective recruitment process:

Step 1: Ensure an up-to-date job description

Step 2: Develop an effective recruitment strategy

Step 3: Evaluate the recruitment strategy.

EFFECTIVE RECRUITMENT STEPS

DISCUSSION IN DETAILStep 1: Ensure an up-to-date job description

A clear, accurate and up-to-date job description is crucial to ensuring a good person-job fit.

It is worthwhile spending some time making sure that the job description matches the

everyday reality of the job.


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A job description contains two types of information:

Specific tasks and activities required for a particular job (e.g., conduct counselling

sessions, write client reports)

The knowledge, skills and abilities required for effective performance by the job

incumbent (e.g., good communication skills, capacity to establish good client rapport).

The best person-job fi t may be achieved by focusing on the tasks and activities as well

as the knowledge, skills and abilities of an effective performer.

The accuracy of a job description is likely to be improved by gathering information from

different sources. Different perspectives on the knowledge, skills, responsibilities, challenges

and demands of a position are likely to be provided by supervisors and workers in the same or

similar roles.

Useful information to gather from supervisors and coworkers includes:

1. What knowledge, skills, abilities and other personal characteristics (KSAOs) are

necessary for the position?

2. What KSAOs can be practically and reasonably expected?

3. What KSAOs are essential for effective job performance?

4. What KSAOs distinguish between good and poor performers on the job?

It may also be useful to consider whether the organisation is willing to take on less

experienced workers and provide professional development activities (in-house or

external) to build up their knowledge and skills.

Step 2: Develop an effective recruitment strategy

Two important issues to consider when developing a recruitment strategy are:

The source of recruitment (i.e., advertisements, personal referrals,employment

agencies, direct applications)

The recruiter (i.e., the personal face of the organisation).


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The source of recruitment

A range of strategies (e.g., newspaper advertisements, personal networks) can be used to

recruit new workers. There is evidence that hiring new staff through referrals from existingstaff or direct (unsolicited) applications is likely to result in lower turnover rates and higher

job satisfaction compared to more traditional avenues of recruiting (e.g., newspaper

advertisements).

The recruiter

A range of people within an organisation may be called upon to act as recruiters (i.e., to

answer telephone enquiries, conduct interviews, etc.). A recruiter can have a signifi cant

impact on job applicants, particularly their interest in a position and their intention to accept a

job offer.The supervisor for the position and coworkers are likely to be the most effective

recruiters as they will be viewed as trustworthy and credible sources of information about a

position and the organisation. There is also evidence to indicate that friendly and informative

recruiters are associated with firmer intentions to accept job offers. An experienced recruiter

who is familiar with the organisation can also be an important source of realistic and accurate

information for candidates (i.e., providing a realistic job preview). Emphasising the positive

aspects of a position is important in order to attract desired candidates. However, an

unrealistically optimistic job description may create problems in the longer term if a new

employees expectations are not met.

Step 3: Evaluate the recruitment strategy

Periodically evaluating the effectiveness of your recruitment strategy, such as the type of

sources used for recruiting, can be a useful activity.

For instance, a cost-benefi t analysis can be done in terms of the number of applicants

referred, interviewed, selected, and hired. Comparing the effectiveness of applicants hired

from varioussources in terms of job performance and absenteeism is also helpful. One could

also examine the retention rates of workers who were hired from different sources.


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An overview of best practice in selection techniques

A wide selection of techniques are available which range from intensive (and expensive)

activities (e.g., multi-day assessment centres), to the more commonly used interviews and

reference checks. Based on the evidence alone, best practice in selection requires a

comprehensive program that includes realistic tests of work practice and the use of validated

psychometric instruments. This is clearly an unrealistic expectation for most of the

organisations.

The next section describes evidence-based best practice for three of the most commonly

used selection techniques: Curriculum vitaes / rsums and written applications

Conducting interviews

Reference checks.

1.Curriculum vitaes / rsums and written applications

Information about a persons professional qualifi cations and experience can be obtained fromtheir curriculum vitae (CV) / rsum and their written applications. This information needs to

be verified as far as possible before the person is hired.

When reviewing the CV / rsum and written application, look for items that may need further

clarification such as:

Unexplained gaps in employment history

Ambiguous wording

Unanswered or partly answered questions

Inconsistent information

Frequent job changes.

Consider requesting job applicants to address specifi c selection criteria (i.e., essential and

desirable) for the job position. The onus is then on the applicant to summarise their work


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experience and qualifications and present it in an accessible manner. This makes for a more

efficient and time-saving process to fi nd relevant information about each applicant that

matches the criteria for the job.

2.Conducting interviews

In order to obtain the best person-job fit (i.e., matching the right person for the right job), a

structured interview format is recommended.

A structured interview involves asking each candidate the same set of questions and assessing

their responses on the basis of pre-determined criteria. The questions and assessment criteria

are based on an accurate, updated job description.The more common types of structured

interview questions are situational and experience-based.

Situational questions

Situational questions ask candidates about hypothetical scenarios that may be encountered in

the job and how they would respond in that situation.

The questions directly tap into the workrelated experience and problem-

solving style of the candidate.

Experience-based questions

Experience-based questions focus on specific examples of the candidates prior work

experiences and their responses to past situations that are relevant to the job in question. Oneadvantage of experience-based questions is the opportunity to tap into actual behaviour and

feelings rather than hypothetical ones.

Developing criteria to assess candidates responses

To effectively distinguish between candidates, it is recommended that structured questions are

accompanied by a pre-determined scoring key. The scoring key should contain examples of

excellent,good, average, and unsatisfactory answers against which candidates answers can be

compared.

Advantages of pre-determined scoring criteria include:

Reduced reliance on interviewers memory or written notes

Increased clarity regarding the criteria against which candidates are assessed (i.e.,

what is a good answer?)


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Consistency ofassessment across candidates and between interviewers (if a panel is

used).

Interview panels

It is recommended that an interview panel, rather than a single interviewer, is used. Using a

panel of interviewers can help to minimise potential biases, as well as provide the opportunity

to compare evaluations of the candidate before a final decision is made.

Where appropriate, the panel should be representative of gender and professions.

Representation on an interview panel can provide frontline workers / team members with an

opportunity to participate in the recruitment and selection process.

Ground rules for effective interviews

Consider the following evidence-based guidelines for conducting effective interviews.

Prior to the interview, review applicant information (e.g., CV, test scores, etc.) and detailed

job requirements

Consider providing a copy of interview questions to candidates prior to the interview (e.g.,

allow 15-20 minutes prior to the interview for review of questions). This can help candidates

prepare a response to questions that require an in-depth answer (e.g., problem-solving

questions)

Establish and maintain rapport greet the applicant pleasantly, display genuine interest, and

listen carefully

Pay attention to body language facial expressions, gestures, body positions, and

movements usually provide clues to the persons attitudes and feelings

Provide information honestly and freely to the applicant

Devise objective questions which have no hints to a desired response

Separate fact from inference jot down factual information during the interview and

inferences or interpretations later.Compare notes with other interviewers

Avoid making evaluations about the candidate until the interview is complete


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Make judgements according to specifc criteria based on the job description, rather than a

global rating of suitability for the job.

Control the course of the interview allow the applicant to talk freely but ensure that all

objectives of the interview are met

Ask standardised questions i.e., ask the same questions for all applicants.

Adhere to Equal Employment Opportunity (EEO) policies and procedures.

Give candidates the option of receiving feedback on their performance in the interview

(strengths and potential areas for improvement) at a later date.

3.Reference checks

It is recommended that only limited use is made of reference checks. The accuracy of

reference checks has not been strongly supported in the research literature.Reference checks

may be useful for identifying applicants who should not be recruited because of past

employment problems (i.e., asking whether the person would be willing to rehire the

candidate).Referees can also be used to check the accuracy of candidates description of their

educational and work histories (i.e., work roles, responsibilities and achievements).It is

important to recognise that only a small percentage of all reference checks are negative

Therefore, it is often difficult to differentiate between candidates on the basis of reference

checks alone.

Equal opportunity for recruitment

Every worker has rights and obligations under various legislated acts. Key legislation relevant

to recruitment practices involves equal opportunity and anti-discrimination in employment.

Such legislation includes the:

Human Rights Legislation and Equal Opportunity Commission Act (1986)

Equal Employment Opportunity for Women in the Workplace Act (1999)

The Disability Discrimination Act (1992).Organisations must be mindful of Government

legislation and related statutes and ensure that recruitment practices are not influenced by any

irrelevant features of the candidate such as age, gender, physical impairment, marital status,

medical record, nationality, cultural background, religion, sexual preference, social origin, or

trade union activity.


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Recruitment practices should be based on a candidates knowledge, skills and abilities

relevant to those specifically required for the duties of the position. Such practices should be

free from discrimination (adhering to legislation) and patronage (such as employing friends or

jobs for the boys)..

Recruitment and Selection test

If you are currently applying for a job then the chances are that you will need to sit a

recruitment and selection test as part of the process. These tests aim to provide a potential

employer with an insight into how well you work with other people, how well youhandle

stress, and whether you will be able to cope with the intellectual demands of the job.

Recruitment and selection tests are only part of the selection process and you will still beasked to complete an application form, send in a copy of your resume and attend at least one

interview. All of these things will tell the employer something about you and help them to

choose the most appropriate candidate for the vacancy.

Recruitment and selection tests can be split into personality tests and aptitude / abilitytests.

Personality Test

The principle behind personality tests is that it is possible to quantify yourpersonality

characteristicsby asking you about your feelings, thoughts and behavior. Personality has a

significant role to play in deciding whether you have theenthusiasm and motivationthat the

employer is looking for and whether you going to fit in to the organization, in terms of your

personality,attitude andgeneral work style? Personality tests can be applied in a

straightforward way at the early stages of selection to screen-out candidates who are likely to

be unsuitable for the job.

Aptitude and ability tests

Aptitude and ability tests are designed to assess your intellectual performance. These types of

test can be broadly classified onto the groups shown and you may be asked to sit a test which
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consists only of numerical questions or these may form part of a test which consists of

questions of different types.

This will depend very much on the job you are applying for. For example, jobs that require

you to handle figures on a day to day basis may have a higher proportion ofnumerical

reasoning questions, whereas tests used for information technology jobs tend to have a

higher proportion of abstract reasoningquestions.

You may be asked to answer the questions either on paper or using a PC or palm-top, as

online testing is becoming increasingly popular. The advantage of online testing is that once

the test is completed, an analysis of the results can be calculated straight away. This means

that the organization can continue with the selection process with the results in hand rather

than keep you waiting or send you home and call you back in at a later date. Another

advantage is that you can take the test at a recruitment agency or even in your own home.

Online testing is particularly suitable for initial screening as it is very cost-effective.

Which ever type of test you are given, the questions are almost always presented in multiple-

choice format and have definite correct and incorrect answers. As you proceed through the

test, the questions may become more difficult and you will usually find that there are more

questions than you can comfortably complete in the time allowed. Very few people manage to

finish these tests and the object is simply to give as many correct answers as you can.
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Yourtest scoreis then compared with the results of acontrol groupwhich has taken the tests

in the past. This control group could consist of other graduates, current job holders or a

sample of the population as a whole. Your reasoning skills can then be assessed in relation to

this control group and judgments made about your ability.

Remember, recruitment and selection tests are only part of the overall assessment procedure.

Employers will use them alongside interviews, application forms, academic results and other

selection methods, so yourYour test result won't be the only information looked at.

Recruitment Policy

In todays rapidly changing business environment, a well definedrecrui tment poli cyis

necessary for organizations to respond to its human resource requirements in time.

Therefore, it is important to have a clear and concise recruitment policy in place, which

can be executed effectively to recruit the best talent pool for the selection of the right

candidate at the right place quickly. Creating a suitable recruitment policy is the first

step in the efficient hiring process. A clear and concise recruitment policy helps ensure a

soundrecruitment process.

It specifies theobjectives of recruitmentand provides a framework for implementation

of recruitment programme. It may involve organizational system to be developed for

implementing recruitment programmes and procedures by filling up vacancies with best
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qualified people.

COMPONENTS OF THE RECRUITMENT POLICY

The general recruitment policies and terms of the organisation Recruitment servicesof consultants Recruitment of temporary employees Unique recruitment situations The selection process The job descriptions The terms and conditions of the employment

A recruitment policy of an organisation should be such that:

It should focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and

respect.

Unbiased policy. To aid and encourage employees in realizing their full potential. Transparent, task oriented and merit based selection. Weightage during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. Defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment

relationship.

Integrates employee needs with the organisational needs.

FACTORS AFFECTING RECRUITMENT POLICY

Organizational objectives Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization.
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Recruitment costs and financial implications.

Trends and changes in Recruitment and selection

Recruitment and selection has undergone a transformational change post recession.Trendsand Issues in recruitment and selection have taken paradigm shift with market gradually

recovering from slowdown .The effect of recession has brought new challenges for the

companies as well as job aspirants. The phase marked by lay offs and pink slips, now

seems to be getting over, opening new opportunities for the job seekers. At the same time,

taking advantage of an improving economy, employers are planning to recruit new

employees in their organization in near future while maintaining their talent pool.

RECENT CHANGES IN RECRUITMENT AND SELECTIONChanging Recruitment and selection Patterns post recession :An Employers

perspective

1. The focus is on Talent management:

Companies are open for great talent; thereby employees with specialized skills and an

experience in the respective domain have better options to choose as compared to

generalist's .The candidates scoring high on experience, technical skills, along with good

command of domain knowledge and excellent communication skills are the ones the

companies are looking for in the recovery phase .Moreover companies have a preference

for candidates that are working, reasoning that they must be the best of the best, if they

survived cuts.

2. Referrals are a good option:

This to be a "reliable channel" to reach out to its potential employees Employers need to

use their extensive contacts as companies are relying on referrals as compared to walk in


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interviews. When it comes to hiring, companies aren't putting ads for the vacancies for

senior levels rather using the referrals of their existing employees for vacancies.

3. Social networking sites:

Social networking websites are no longer used for personal purposes but also for hiring,

business marketing and promotions. This primarily includes much of senior-level hiring,

and makes it easier for the hiring managers to target candidates with niche skills or for

roles based in alien geographies.

4. Focus on reducing hiring costs:

During and post the recession the role of Human Resources during is to save money for

the organization.The traditional methods of recruitment of on campus as well as walk in

are time consuming and costly procedure , instead companies are preferring reputed

institutes and on line job sites for recruitment.

5. Rehiring of ex-employees;

The employees that were laid off or shown pink slip during recession as company were

downsizing due to slowdown are now being reconsidered and preferred upon new fresh

recruits , as they are aware of company culture and policies.

6. Rewards & recognitions:

Strategic initiatives on the part of the employer to increase the productivity and efficiency

of the whole organization and redesign of the compensation scheme


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Changing Recruitment and selection Patterns post recession: An Employee's

perspective

1. Good time for Changing and seeking new diversified Careers:

Many existing employees are waiting for the market to recover, in order to change

employers, careers or industries. This is the time when they can come up to new

challenging roles which they always desired, a shift from their previous roles which they

opted due to lack of options during the slow down of the market. The present job in which

they have working might be a compromise wherein they don't foresee growth, can now

benefit from the post recession scenario and can go ahead with changing career path..

2. Raise or Promotion:

Employees plan to ask their bosses for a raise or promotion once the recovery is

underway. As employers need to ensure their best employees remain with their firm when

they're presented with other opportunities, the better salary packages and other benefits

and perks will play a critical role in retaining their employees.

3. Demand for strong branded companies as employer.

Job seekers are opting for strong and stable brands rather than those who are offering

quick money. Companies with stable track record of growth and market share is being

preferred over new establishments.

4. Innovation & skills is the buzz word:

The job seekers need to ensure that they are adequately skilled and are abreast with the

latest changes in the market. They job seekers need to acquire knowledge and special


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traits necessary to be successful. The innovation along with planning and problem solving

skills is what they the need for their survival.

5. Increased competition :

Job seekers are facing competition not only from the fresh recruits but at the same time

experienced workforce who is looking for change and those who have been laid off in the

past due to recession. So job seekers need to face competition as result of more

availability of candidates and less opportunities.

RECENT CHANGES IN RECRUITMENT AND SELECTION1. USE OF TECHNOLOGY

Many scholars believe that technology will be the most notable HRM trend of the nextfew decades.

Many large public organizations use computer bulletin boards and electronic mail toimprove recruitment process

Managers can have online access to applicants' test scores, qualifications and contactinformation

Software programs: to administer online examinations, track applicants, match resumeswith skill sets, expedite background checks, and shepherd job candidates through a

paperless staffing process

2.OUTSOURCING

In India, the HR processes are being outsourced from more than a decade now. A

company may draw required personnel from outsourcing firms. Theoutsourcingfirms

help the organisation by the initial screening of the candidates according to the needs of

the organisation and creating a suitable pool of talent for the final selection by the

organisation. Outsourcing firms develop their human resource pool by employing people
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for them and make available personnel to various companies as per their needs. In turn,

the outsourcing firms or the intermediaries charge the organisations for their services.

Advantages of outsourcingare:

1. Company need not plan for human resources much in advance.2. Value creation, operational flexibility and competitive advantage3. turning the management's focus to strategic level processes of HRM4. Company is free from salary negotiations, weeding the unsuitable

resumes/candidates.

5. Company can save a lot of its resources and time3.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 notopenly 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.

4.E-RECRUITMENT

Many big organizations use Internet as a source of recruitment.E-recruitmentis the useof 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 CVs in worldwide

web, which can be drawn by prospective employees depending upon their requirements.
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Advantages of e-recruitmentare:

o Low cost.o No intermediarieso Reduction in time for recruitment.o Recruitment of right type of people and Efficiency of recruitment process.

HR Challenges In Recruitment And Selection

Recruitment is a function that requires business perspective, expertise, ability to

find and match the best potential candidate for the organisation, diplomacy,

marketing skills (as to sell the position to the candidate) and wisdom to align the

recruitment processes for the benefit of the organisation. The HR professionals

handling the recruitment function of the organisation- are constantly facing

new chall enges in Recruitment. The biggest HR chal lenge in Recrui tmentfor

such professionals is to source or recruit the best people or potential candidate for

the organisation.

In the last few years, the job market has undergone some fundamental changes in

terms of technologies,sources of recruitment, competition in the market etc. In

an already saturated job market, where the practices like poaching and raiding are

gaining momentum.

HR professionals are constantly facing new challenges in one of their most

important function-recruitment. They have to face and conquer various challenges

to find the best candidates for their organisations.
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The majorchallenges faced by the HRin recruitment are:

Adaptability to globalizationThe HR professionals are expected andrequired to keep in tune with the changing times, i.e. the changes taking

place across the globe. HR should maintain the timeliness of the process

Lack of motivationRecruitment is considered to be a thankless job. Evenif the organisation is achieving results, HR department or professionals are

not thanked for recruiting the right employees and performers.

Process analysisThe immediacy and speed of the recruitment process arethe main concerns of the HR in recruitment. The process should be flexible,

adaptive and responsive to the immediate requirements. Therecruitment

processshould also be cost effective.

Strategic prioritizationThe emerging new systems are both anopportunity as well as a challenge for the HR professionals. Therefore,

reviewing staffing needs and prioritizing the tasks to meet the changes in

the market has become a challenge for the recruitment professionals.
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COMPANY PROFILE


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COMPANY PROFILE

Dabur India Limited came into existence over 100 years ago in 1884 in Calcutta.The founder

of Dabur India Limited-Dr.S.K.Burman (1856-1907) was a physicianwho brought Ayurvedic

medicines for the masses of Bengal. His off quoted dictumis the guiding spirit behind Dabur

even today:

"What is the life worth which cannot bring comfort to others"

And the Vision of DIL is:

"Dedicated to the health and well being of every house hold

INTRODUCTION TO DABUR

Dabur India Limited came into existence over 100 years ago in 1884 at Calcutta. The

founder, Dr.S.K.Burman, was a practicing allopathic doctor. At that time Malaria, Cholera

and Plague were the common diseases. He was a physician who brought ayurvedic medicines

to the masses of Bengal. Initially established as a proprietary firm for the manufacture of

chemicals and ayurvedic drugs it was later on 19th November 1930 incorporated as private

limited company. Late Shri C.L.Burman, son of late Dr S.K. Burman and his son late Shri

P.C.Burman in the name of Dr S.K.Burman Pvt.Ltd. to expand the operations by setting up

production facilities at Garia and Narendrapur, West Bengal and Daburgram, Bihar.

Dabur (Dr.S.K.Burman) Pvt. Ltd. was merged with Vidogum and Chemicals Ltd. w.e.f. 1st

July1985 and the amalgamated company was renamed DABUR INDIA L IM ITEDand a fresh

certificate of incorporation was issued to that effect. In 1970,the bulk of manufacturing

facilities were shifted from West Bengal to Faridabad in Haryana.

In 1975,vidogum and chemicals were incorporated in technical collaboration with Unipekin

AG (Switzerland) for the manufacture of edible grade and industrial grade Guargum powder


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at Alwar in Rajasthan.

In 1977,a modern automated plant was set up in Sahibabad (U.P.) for the manufacture of

Chyawanprash, Asavrishthas, Hair oil, Tooth powders, Hajmola, and other Ayurvedic

specialties. Certification for production of toiletries and food grade products was issued on

13th October 1986 by the registrar of Delhi and Haryana to the company, Dabur Private

Limited, a closely held Public Limited Company. It was incorporated as a Private Ltd.

Company in the name of Dabur (Dr. S.K. Burman) Pvt. Ltd. From a humble beginning in

1884, a manufacture of traditional medicine inCalcutta, Dabur has come a long way to

becomea multifaceted multinational, multi-product, modernIndian corporation with a global

presence. It now enjoys the distinction of being the 2nd largest FMCG Company and is

praised to become a true Indian Multinational.

The main plant was set up in Sahibabad (U.P.) in 1977 for manufacturing of Chyawanprash,

hair oil, tooth powder, hajmola and other ayurvedic medicines and food products etc. Dabur's

main line of business is in the sphere of Health care, Personal care and Beauty care. Its

strength liesin natural and herbal preparations.

Dabur's corporate philosophy has always been ahead of itstime. The founder's initial

successwas mainly due to his direct main campaigns- a technique that became very popular

nearly a century later. The company was one of the earlier Indian companies to have fully

equipped R & D lab as early as in 1919. Today, the company has its own mainframes and

computers are a way of life here. Dabur is also an ISO 9002 certified company. The

certification was obtained in 1995 by SGS YARSLEY international services Limited U.K.

Dabur's revenue today exceedRs.800 crores with plans to achieve Rs.2, 000 crores by year

2003. Dabur has 34,000 shareholders withmarket capitalization of over Rs.1, 400 crores.

Dabur has 11 manufacturing plants in India and Nepal and a licensee in the Middle East.

It has manufacturing base in Egypt also. The company has over 4,000 employees with around

1,500 looking after sales and marketing functions. The Indian market is being served through

a transactional network of sales offices and carrying and forwarding agents. The company has


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itsoffices in London, New York and Moscow. Dabur products arebeing exported to around

50 countries. Dabur portfolio is exceeding 500 products of FMCG and health care products.

The Board of Directors of Dabur India Limited (DIL) met on July 23, 2003 to consider

the unaudited financials of the company for the first quarter that ended on June 30, 2003.

Company has recorded a growth of 36 per cent in its net profit per cent growth in its turnover

during April-June 2003.The turnover of DIL, during the three-month period, has increased to

Rs 266 crore to Rs 300 crore while the net profit has increased 11.5 crore to Rs 16 crore

during the same period.

The first quarter results should not be annualized as sales usually improve in subsequent

quarters.

VISION

"Dedicated to the health and well being of every house hold."

Dabur is a company with a set of established business values, which direct it's functioning as

well as all its operations. The guiding forces for Dabur are the words of its founder, Dr.S. K.

Burman, " what is that lif e worth that can not give comfort to others."The Company offers

its customers, the products to suit their needs and give them good values for money. The

company is committed to follow the ethical practices in doing business. At Dabur, nature acts

as not only the source of raw materials but also an inspiration and the company is committed

to product the ecological balance


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PRINCIPLES OF THE COMPANY

OWNERSHIP :

This is our company. They accept responsibility and accountability to meet business needs.

PASSION FOR WINNING:

All are considered leaders in their responsibility, with a deep commitment to deliver the

results. They are determined to be the best at doing what matters the most.

PEOPLE DEVELOPMENT:

People are the most important asset. They add value through result- driven training and we

encourage rewards and excellence.

CONSUMER FOCUS:

They have superior understanding of consumer needs and develop products to

fulfill their demands.

TEAM WORK :

They work together on the principle of mutual trust and transparency in a

boundary less organization.

INNOVATION :

Continuous innovation in products and processes and is the base of their success


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CORPORATE PHILOSOPHY

Knowledge is the key to growth in today's world. Whatever be the industry, it is the

knowledge, which provides cutting edge to individual and organisations. For more than a

century nature has been a rich source of knowledge for DABUR. Nature has not only gives it

the ingredients for all its products but also has taught it how to create a harmony within and

outside the organisation. Nature has inspired DABUR in all its acts .Ayurveda - the science of

life is based on principles of nature. All ayurvedic preparation has their ingredients derived

from nature. Dabur has converted the healing properties of natural ingredients and the age-old

knowledge of ayurveda into contemporary health care to eliminate health problems of its

consumers.

Dabur is committed to expand the reach of its age-old knowledge of ayurveda and

Nature through web. Through web the aim is to overcome the physical boundaries to take

ayurvedic way of life to global frontiers. Dabur India limited understands its responsibility as

a corporate house. It has not only set a sight on increasing turnover and profitability of the

company but also on propagating Ayurveda-THE INDIAN SYSTEM OF MEDICINE

QUALITY OBJECTIVES

To focus on customers successfully and to strive to meet their needs and requirements.

To manufacture effective health care products at competitive prices and to improve theQuality of Life of common masses.

To implement and emphasise on systems to ensure prevention of errors rather thandetection of errors.

To ensure global competitiveness by striving to achieve Current Good ManufacturingPractices (CGMP).

To ensure safety in all operations and to follow the systems in all areas of operations.


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To continually train people to build up and upgrade skills and expertise and to involvethem to become committed to the quality process.

T o reduce wastages within the organisation and increase productivity

IMPORTANT STRATEGIES ADOPTED

"Developing to built" philosophy for HR personnel.

Shifting to zonal set up of sales and marketing to facilitate better distribution.

Adopting contribution enhancement plan for performance management.

Empowering employees through Employee Stock Purchase Option Plan.

Backward integration strategy in Ayurvedic Products by engaging in plantation ofherbs needed for the production of Ayurvedic Products.

Continuous enhancement of automation.

Continuous emphasis on Research & Development (DRF i.e. Dabur Research

Foundation is a separate company working in collaboration with Dabur solely for the

purpose of R&D


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LEVEL STRUCTURE OF ORGANISATION

Vice President

General Manager

Deputy General Manager

Senior Manager

Manager

Assistant Manager

Officer

Assistant Officer

Supervisor/Chemist

Senior Mechanic/Senior Assistant

Mechanic/Junior Chemist

Junior Mechanic

Workers


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QUALITY POLICY

At Dabur, quality is a relentless commitment to continuous improvement in products , process

and systems to provide consistent quality products to meet customer's requirements worldwide.The management is fully committed to quality and ensures all resources to accomplish this task.

Dabur has been on steep path for few years. Its sales turnover has increased from Rs.530 crores

in 1995 to Rs.1166 crores in 2000-01.

In 1999-2000, overall growth of 13.5 per cent was recorded in sales (Rs.1000 crores plus) with

Family Product Division recording a growth of--15.85 per cent, HealthCare Division- 12.3 per

cent, Ayurvedic Specialties Division -27 per cent and Pharmaceuticals Division- 20 per cent.

Exports recorded a growth of 11 per cent in1999-2000, amounting to Rs.114.16 crores. The major

contributions of growth were herbal products, bulk drugs & anti-cancer formulations. Gross

margin showed an improvement of 4 per cent and net profit amounted to Rs.77 crores.

In 2000-01,sales turnover had recorded a growth of 12 per cent, amounting to 116.5crores and net

profit had soured by 39.2 per cent amounting to Rs.78.5 crores. Sales turnover in light of such

growth path has been targeted for Rs 2000 crores in 2003- 04.

The Board of Directors of Dabur India Limited (DIL) met on July 23, 2003 to

consider the unaudited financials of the company for the first quarter that ended on June 30, 2003.

Company has recorded a growth of 36 per cent in its net profit percent growth in its turnover

during April-June 2003.

The turnover of DIL, during the three-month period, has increased to Rs 266crore to Rs

300 crore while the net profit has increased 11.5 crore to Rs 16 crore during the same period.

The first quarter results should not be annualized as sales usually improves in

subsequent quarter


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PERSONNEL DEVELOPMENT IN DABUR

Personnel department is headed by Vice- President (HR) Functions of Vice President (HR) Personnel administration Recruitment and Promotion Industrial Relations Human Resource Group Human Resource Development General Administration and Welfare Public Relations Security/Fire Vigilance Medical Services Implementation Of Official Language Policy (Hindi) Land Acquisition

The above functions are grouped under different General Managers/Deputy General Managers.

These executives provide support to Vice President (HR) on different issues, which arise in

Headquarter/regional offices and field. Vice President (HR) has the responsibility of keeping the

Board of Directors informed on the above mentioned personnel activities and also on Industrial

Relations. In addition to this, he is also expected up date senior officials in their respective areas.


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HUMAN RESOURCE FUNCTIONS

Recruitment and selection.

Performance Appraisal.

Training and Development.

Promotion, Transfer, Seperation.

General administration & Welfare.

Security.

Public Relations.

Industrial Relations.


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HUMAN RESOURCE DEPARTMENT

Deputy Manager-HR

Additional General

Manager-Corporate HR &

Senior

Executive-HR

Assistant HR

Officer

Supervisor-

Administration

Security

Housekeeping

General

Administration

Executive

Assistant-HR

Unit Head


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RECRUITMENT AND SELECTION IN DIL

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 questionswhich 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 internal sources

can be transfers, promotion etc. In the case of internal sources, there commendations 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 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 organization and

the candidates. The consultants provide the company required details about all criteria.


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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.

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.

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 thenstipend. If these trainees are

found useful to the organisation then they are absorbed in the organisation else they are

given certificate so that they can show this as an experience and get a job elsewhere


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RECRUITMENT PROCEDURE OF DABUR

Yes

NO

Yes

YES

START

A Department headraises a requisition

The candidate goes through the first

level of Interview

Has the candidate

qualified the first round

The concerned head fills the

man ower re uisition form

The candidate fills up the

a lication blank

The concerned requisition then goes to the

CEO ED D O for the osition a roval.

IIOnce the approval is given HR team sits with

the concerned department head/team and

finalizes the date within which the requirement

is to be filled and discusses the special skills

The candidate goes through

the second level of interview

Has the candidate

qualified the second

level of Interview

HR decides the source of CVs (Ads,

Referral Consultant ob Portals

The short listed candidates are informed of

the selection process venue and time at least

48 hrs in advance

The candidate goesthrough a round of HR

HR invites CVs and shortlists the same

Has the short

listed candidate

II

Has the candidate

qualified the HR


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Step9.The first round of interview is conducted by a panel comprising of 2-3 members,

this is mainly the technical round where the candidates overall knowledge and expertise

are judged.

Step10.After a thorough technical screening, the candidates are interviewed by the

Director operations [D(O)], he interviews them and decides the candidates overall

suitability in the organization. In DABUR no permanent recruitment takes place without

an interview with the D(O).

Step11.Once the candidate is recommended by the D(O,there is an HR round where the

salary of the candidate is negotiated. This is done by the HR office, New Delhi

Step12.After the salary negotiation, the New Delhi Office sends the candidate details to

the Corporate Office Gaziabad for reference check and for generation of appointment

letters.

Step13.The Corporate Office Mumbai, after conducting a reference check generates

appointment letters and dispatches the same.

Step14.The selected candidates are expected to join the organization within 15days of

receiving the appointment letter. They are required to undergo a complete medical check-

up before joining DABUR and submit a copy of the same at the time of joining.

Step15.Retention and Updating of the Records.

RETENTION OF RECORDS:

All records of selection processes of hired candidates are retained in his/her personnel file. All records of selection processes of rejected candidates are also retained for a period of one

year from the day on which the candidates last recruitment process was held.


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These records are cleared at the end of one year after scrutiny.

UPDATING OF RECORDS:

The detail of every employee who has been hired has to be updated within fiveworking days sof the date on which his appointment letter has been issued.

If the new hire fails to turn up on his/her first working day, this is added to hisrecords within three working days from the date on which he was supposed to

report to work for the first time.

The details of the employees who have finally joined Dabur has to be tocompany Database on the same working day when s/he first reports to work all

these records are saved in a particular format.

HUMAN RESOURCE INFORMATION SYSTEM (HRIS)- IN DABUR INDIA

LTD

WHAT IS HRIS?

Human Resource Information System or Human Resource Management Systems

(HRMS) shapes an intersection between Human resource management (HRM) andinformation technology. It merges HRM as a discipline and in particular its basic HR

activities and processes with the information technology field. It is a systematic

procedure for collecting, storing, maintaining and validating data needed by an

organization about its human resources, personnel activities, and organization unit

characteristics.
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ROLE OF HUMAN RESOURCE INFORMATION SYSTEM

HRIS is a much more dynamic concept than the traditional personnel function in an

organization which has multiple functions since it not only does it deal with the problemsof administering the personnel functions but also helps the organization in several ways

as under:

1. Providing support to other systemsSupportive Role2. Development of systems and researchAdministrative role3. Management of Human ResourcesManagerial Role4. Developing Competencies of various kindsDevelopmental Role5. Catering the process needsProcess Role

Objectives of HRIS :

1. To offer an adequate, comprehensive and on-going information system aboutpeople and jobs in a centralized and accessible location.

2. To supply up to date information at a reasonable cost.3. To deliver an accurate, timely management information.4. To allow an easy and faster access to data and to facilitate human resource planning

decisions.

5. To provide data security.

HRIS is designed to monitor, control the movement of people from the time they join the

organization till the time they decide to leave the organization. It actually provides the

support for the following sub systems:

1. Recruitment Information


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2. Leave, transfer, promotion, increment Information3. Manpower planning Information4. Training Information5. Performance appraisal Information6. Payroll Information7.Benefits

How will our organization benefit from a new HRIS system? What are the risks associated with implementing new HRIS software? What are the risks associated with deciding to continue to operate as before? will it take for users to be self-sufficient?

The Future

Which and how many other companies within our industry use this software?What is their satisfaction level?

How much value will this software add to our organization and what are potentialsavings?

How do the newly gained benefits compare to the overall investment? What are the risks associated with the deciding to continue to operate as before? How much money is being wasted on opportunity costs associated with the

current HR software?

There is always some degree of uncertainty when it comes to selecting a provider for

your HRIS system, but there are ways to reduce this uncertainty. By identifying specific


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HRIS Practices AT DABUR

At DABUR, a very traditional approach of maintaining HRIS is followed. The

organization does not make use of any special software for this purpose. DABUR usesMicrosoft-excel for maintaining all its HRIS, and at present does not have any centralized

information system in the organization.

The HR department circulates Role Summary Sheets/Performance Appraisal forms to all

the employees of the organization, irrespective of their project and cadre. Role Summary

sheets are circulated once in every six months whereas the Appraisal is done only once a

year. These sheets are filled by the employees of all departments and sent back to the HR,

for updating its HRIS.One main master document is prepared in Excel and any type of

information that the organization needs can be generated or retrieved from it.

PROBLEMS IN THE CURRENT SYSTEM

The current practice of maintaining employee records in excel has the following

disadvantages:

1. Lack of proper workflow in the organization2. Data Inaccuracy3. Improper handling of the information4. Traditional way of generating the reports5. Longer time to retrieve data6. The entire process of circulating Role Summary Sheets/Performance Appraisal

Form in all departments, collecting them; in itself takes very long. The entire

exercise takes almost a month and within this duration there are fresh joinings,

resignations and transfers. Hence the data is not very reliable.


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RESEARCH METHODOLOGY


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RESEARCH METHODOLOGY

NATURE OF RESEARCH

Descriptive Research design .

METHODS OF DATA COLLECTION

SECONDARY DATA

Secondary data, on the other hand, is that which have been already collected by someone

else and which have already been passed through the statistical process.

Secondary data used in this study is taken from various sources like

Websites. Books and Magazines.

Action Plan

Literature Survey through various Journals, Magazines and internet. Analyze the data collected Drawing conclusions and recommendations


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FINDINGS ,CONCLUSION AND

RECOMMENDATIONS


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FINDINGS

At DABUR, a very traditional approach of maintaining HRIS is followed. Theorganization does not make use of any special software for this purpose.

COMMON MISTAKES MADE BY RECRUITERS:

Recruiters need to effectively probe a candidate on the following points:

- Resume-project wise.

- Availability, willingness & commitment.

- Whether they have any offers in hand.

- Whether they have attended any interviews recently and how do they feel about the

same.

- Rate negotations, should ask for current pay rate & expected pay rate.

Most of the recruiters do searches but titles-since every client have differentterminology for different roles, so recruiters should spend some time undersatnding

the requirment first.

.

Violation of time zones while calling.

Dabur India Ltd., provides RPO services to Fortune 500 companies. It has effected

following aspects in a major way:

Cost Savings: Dabur India Ltd., provides lower personnel costs (such as payroll,

benefits, taxes, recruitment and training) and lower overhead (such as facilities,technology, maintenance, support and payroll processing.)


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Quality Improvement:Dabur India Ltd engineers significant improvements in the

quality of clients business processes due to the expert staff involved, project

management, the focus, and best practices utilized.

Educated Workforce:Dabur India Ltd., enables its clients to take advantage of

educated staff, improved training and a large pool of talent with 24/7 global support.

Dabur India Ltd., employees are fully trained on the recruitment procedures and industry

and cultural knowledge of the target markets, such as the USA, the UK, Europe, etc.

Revenue Enhancement: Dabur India Ltd., can enhance its clients revenues through the

benefits of improved focus on core business.

Capital Efficiency: Dabur India Ltd., outsourcing services relieves some of the overhead

expenditures freeing up capital to be used in a more efficient.


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LIMITATIONS OF THE STUDY

1. LIMITED RESOURCES:

Limited resources are available to collect the information about the topic.

2. ASPECTS COVERAGE:

Some of the aspects may not be covered in my study.


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CONCLUSION

Dabur India Ltd ,plays a very important and in INDIA (70-80%) is contract positions and

all the major companies not only in INDIA but also in India, are totally dependent on

recruitment firms to provide suitable candidates for the jobs vacant. Dabur India Ltd.,

aims to provide quality and cost efficient man-power in a timely manner.

Dabur India Ltd., can improve time-to-hire- By outsourcing your recruitmentprocess to Recruiting Junction, Dabur India Ltd companies can get access to a high

quality of candidate pool. Employing a large number of resources, training them

and managing them can consume a lot of their time. Dabur India Ltd., can getcompanies high quality employees without any hassle of searching, finding, short-

listing, negotiating, etc.

Dabur India Ltd., gives managers the time to focus on other core HR activities- byoutsourcing day-to-day recruitment activities managers can take out more time for

strategic planning, daily operations, employee retention, training, and long-term

people development initiatives.

Outsource the recruitment process through HR department of Dabur India Ltd., andyet retain complete control- Dabur India Ltd., recruiting junction can make it easier

for firms to transfer non-core recruitment processes outside the enterprise while

retaining full control of information and workflows in a seamless, tightly integrated

manner.

Increase recruitment cycle productivity- By outsourcing the recruitment process atlow cost, companies get higher revenue and more time to do business development.

Dabur India Ltd has refined processes that help you get staff quickly for your day-

to-day and scaling needs.


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RECOMMENDATIONS

At DABUR, a very traditional approach of maintaining HRIS is followed. Theorganization does not make use of any special software for this purpose.

The company should use HRIS SOFTWARE to maintain its database in order to:-

1. To offer an adequate, comprehensive and on-going information system about people

and jobs in a centralized and accessible location.

2. To supply up to date information at a reasonable cost.

3. To deliver an accurate, timely management information.

4. To allow an easy and faster access to data and to facilitate human resource planning

decisions.

5 .To provide data security.

Recruiters should be trained well in order to implement successful recruitmentprocess.

Spend time to understand the requirement

Pick up right keywords from the requirement for search

Judge candidate's commitment level learn how to qualify a candidate

Learn how to qualify a candidate

Be fast-do not spend unnecessary time on a requirement

Learn to Multitask


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Have clear understanding of the documentation and contracts

Develop good listening skills, negotiating skills and analytical skills

Be patient

As the interview with the candidates applying for the jobs is conducted on thetelephone only so communication skills play a very major role because the

recruiter is communicating with a person who is from another country. Therefore,

there should be no communication gaps.

A data management system should be developed that will capture allrecruitment information and allow easy analysis.


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BBIIBBLLIIOOGGRRAAPPHHYY

http://www.yahoo.com http://www.google.com http://www.monster.com http://www.daburindialtd.info.com www.citehr.com Research paper by Mrs.Meenal Vasal,IBS Kota.
http://www.monster.com/http://www.daburindialtd.info.com/http://www.daburindialtd.info.com/http://www.monster.com/


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