Recruitment (Summer proj)

8/7/2019 Recruitment (Summer proj)

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Chapter 1.

EXECUTIVE SUMMARY

Em ployees of an organisation are essential and active factor of

production. In addition to their m ajor contributes to all the affairs of the

business, they activate other factors. Without e m ployees, the enterprise

would have been a collector m aterial and equip m ents. E fficient

em ployees are an asset of the enterprise, inefficient will prove to be a

liability. Therefore, very organisation should recruit the m ost suitable

and co m petent persons on the basis of the needs and nature of the job.

In other words, right m en should be recruited taking into consideration

the long ter m needs of the organisation and they should be placed on

jobs for which they are the m ost suitable.

The procedure of the recruitm

ent of the em

ployees in the organization

is studied through interviewing the m anagers who are responsible for

the recruit m ent and selection for their respective depart m ents. The

questions are fra m ed in a way to know the procedure and whether the

hiring m anagers are satisfied with the procedures carried on in the

organization.

The data is gathered by the way of the questionnaire which is sorted and

represented by the use of pie charts according to the responses. There

has been atte m pt to give the findings and suggestions as per the set

objectives


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Chapter 2

Company Profile

2.1 Company History

Medley phar m aceutical was a drea m envisioned and natured by Mr.

Sa m i Khatib honourable chair m an and m anaging director. Medley

phar m aceuticals ltd is the flagship co m pany of Medley group, which

has its core co m petency in the health care business.

Medley started in 1969 with a few products including R.B.Tone & now

they are on the fastest growing phar m aceutical co m pany. Since then

the product portfolio has expanded to create Medleys presence in

specialized therapeutic seg m ents like Cardiovascular and Anti

diabetics, Antie m etic, Antibiotics, Antiallergics, Hepatoprotectives,

E nzy m es, Nutritionals, Antiulcerants, Anti-infla mm atory, Anti

diarrhoeals

Medleys sustained growth over years can be described to its

professional and e m powering culture that per m eates every aspect of the

enterprise, a culture which ste m s fro m the top m anage m ent tea m

com prising of qualified m anagers with brilliant acade m ic and

professional acco m plish m ent. All of the m share the sa m e vision and

core values on which Medley was founded.


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2.2 Vision of Medley Pharmaceuticals :

Achieving excellence in the health care business through integrity

in m edicine, high standard of quality, productivity and innovation.

2.3 CORE VALUES AND BELIEFS :

y We respect all individuals, professionalis m and believe each m edleyite

has a potential to contribute in the success of the co m pany.

y We believe in ethical practices and doing things in co m plete honesty

and integrity.

y We believe in achieving excellence by being deter m ined, confident and

passionate in whatever we do.

y We appreciate the ability and courage to think big with the flexibility

and openness to accept change.

y We believe that each e m ployee needs to respect and own collective

decisions and put their earnest effort to m ake things happen.

y We believe in caring for our people, developing their co m petencies and

aim ing at continuous higher standards of perfor m ance.

y We are custo m er driven. We always feel a sense of urgency in

anticipating custo m er needs and expectation and delivering the m .


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2.4 MILESTONES OF THE SUCCESS JOURNEY :

1969 : Production for the brand R.B.Tone started on a loan licensing

basis.

1971 : Medley laboratories m anufacturing unit at Nandadha m industrial

com plex, Andheri, Mu m bai beca m e functional.

1975 : Medley laboratories for m ed into partnership fir m .

1976 : Incorporated as a li m ited co m pany and e m barked upon new

project.

1977 : Production started at the m anufacturing unit at Aurangabad

christened as Medley Phar m aceuticals Li m ited. This unit has

received the prestigious W.H.O certificate.

1978: Acquired a plot at Andheri (MIDC), Mu m bai and constructed

factory at the plot, which can into operation i mm ediately. An office

was m ade at the sa m e location which beca m e the corporate office for

the co m pany.

1982: Vivo m ed laboratories were started; which beca m e another group

com pany.

1993: The new unit at Da m an (UT) was started m ainly for the

m anufacturing of R.B.Tone syrup; this was followed by subsequent

additions of liquid orals like : Trisoliv, Xy m ex, Gro m in, Prosup etc.

1997: Another plot next to Da m an m anufacturing unit was taken up

and production of tablets and capsules was started.


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1999 : Two acres plot has been taken near the existing m anufacturing

unit at Da m an in order to build a state of the art m anufacturing plant

com plying with the international standards in a 3 years ti m e fra m e.

Several technologically sophisticated equip m ents and m achines have

been installed in these new plants.

-Launch of Vazokare division specializes in cardiology and

diabetology

2002: Launched O2, now a 35crore brand with no 1 rank.

2003: Da m an plant received W.H.O GMP certification. Medley

achieved ISO 9001 : 2000 accreditations fro m Am erican Quality

Assessors.

Launched Do m pan, now an 18crore brand ranked 4 th in the seg m ent.

2005: A new unit was started at Ja mm u for m anufacturing of tablets

and capsules and liquid orals.

2007: This unit started operation in October 2007 and will be an

ultra m odern facility for m anufacturing of capsules and tablets

com pliant with all the regulatory agencies.

2009: Started a subsidiary of Medley Phar m aceuticals na m ed

SINKHAI engaged in m arketing and selling of phar m aceuticals

products.


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2.5 Major Business Divisions of Medley Pharmaceuticals:

Medley has 5 SBUs (Strategic Business Units) which are independent

profit centres. This division concentrate on their specialized fields. This

structural positioning of internal functions m ainly ai m s at bringing

better operational efficiency and to be m ore responsive to our

custo m ers needs and expectations.

The 5 SBUs and their ideologies are :-

Strategic Business Units Ideologies

International Business Focuses on the export m arket.

Vazokare Specializes in Cardiology and

Dialectology.

Suprakare Specializes in the GI seg m ent and

Orthopaedics.

Nutrakare Specializes in Nutritional

supple m ents.

Nanokare Newly launched division started in

January 2010 which specializes in

Rural Marketing

Table no.2.1


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2.6 DIVISIONS AND THEIR PRODUCT RANGE:

Division Major Brands

International

Business

CE FO-L, E ncardil, Glucozid, GTN Spray,

Kitpylo, Lo m exel, Motinor m , Oncet Tablet,

Pantaz, Pri m odil, Spoxin, Trisoliv, RBTone,O2,

E coflox,Atorin.

VAZOKARE Atorin EZ , Atorin F, Atorins, Nevol H, Nevol 2.5,

Nevol 5, Vogli 0.3, Vogli 0.2, Glucozid M,

Vazortan-H, Mecobion

SUPRAKARE

Cefo-L, Cefo-LX, Nim

said-P, Tazocef Inj.,

Cefoclav, Acenac-P, Acenac-MR, Ostiu m K2,

E VA Q Syrup.

NUTRAKARE

O2, O2H Tab., O2 Suspension, RB Tone forte

syrup/drop/capsules, Trisoliv, Gro m in, Vista m ina

Tab, Kefodine, Pregtain, Itoplus

Table no. 2.2 Divisions and Product range


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2.7 MAJOR FUNCTIONAL AREAS AN OVERVIEW:

MARK E TING D E PARTM E NT :

The Marketing Depart m ent at Medley plays the key role in fra m ing the

Marketing Strategies for our products, in order to pro m ote the m in the

m ost co m petitive m anner. Its m ajor functions include :

y Conducting Market Research.

y New Product Identification.

y Brand Pro m otion.

y Im parting Training to Field Sales Em ployees.

y Custo m er Relationship Manage m ent.

The Marketing tea m is continuously involved in getting feedback both

through pri m ary as well as syndicated Market Research about the

perfor m ance of the different brands of Medley. Accordingly it fra m es

the pro m otional strategies both for the existing as well as the new

brands. The m arketing depart m ent as also involved in custo m er

relationship m anage m ent initiatives like organizing se m inars for

doctors also participating in the se m inars conducted by the m .


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HUMAN R E SOURC E DE PARTM E NT :

At Medley, Hu m an Resource develop m ent and m anage m ent is an

im portant aspect, which is continuously addressed by the HR

depart m ents. HR depart m ent focuses on creating perfor m ance driven

work culture, creating a learning organization, developing the desired

com petencies in its individual.

Medleys key HR activities includes :-

y Recruit m ent, selection and induction.

y Manpower planning, job / role design and evaluation.

y Perfor m ance planning and develop m ent syste m (PPDS).

y Training and m anage m ent develop m ent.

y HR policies.

Alongside, HR depart m ent also looks after ad m inistration and security

functions in order to extend necessary support to various functional

areas.


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FINANC E DE PARTM E NT

The finance depart m ent of Medley is responsible for analysing the

regular financial progress of the organization. In order to ensure that its

functions sound on the financial front.

Its m ajor focus area includes :

y Arranging and m anaging finance for the co m pany.

y Maintaining a regular MIS, reading the co m panys financial

perfor m ance.

This depart m ent undertakes a co m parative analysis a m ong the various

sources of finance, which are m ainly the financial institutions, and then

generates the best possible option for the co m pany. Medleys bankers

are STAT E BANK OF INDIA, CORPORATION BANK & ING

VYSYA BANK LTD.

Apart fro m m aintaining regular accounts and developing various

financial state m ents it also ensures a proper budgetary control and

com parison for Medleys various profit centres.


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CHAPT E R 3

INTRODUCTION TO SUBJECT

Theoretical fra m e work of Recruit m ent and Selection.

A. RECRUITMENT

3.1(a) Meaning of Recruitment:-

In si m ple ter m s, recruit m ent is understood as the process of searching

for and obtaining applicants for jobs, fro m am ong who m the right

people can be selected. Theoretically, recruit m ent process is said to end

with the receipt of applicants, in practice the activity extends to the

screening of applications so as to eli m inate those who are not qualified

for the job.

3.2(a) Definition of Recruitment:

Recruit m ent is defined as, is a process of identifying and hiring best

qualified candidate fro m within or outside of an organization for a job

vacancy, in a m ost ti m ely and cost effective m anner.

According to E DWIN FLIPPO recruit m ent is the process of searching

for prospective em

ployees and stim

ulating them

to apply for jobs in theorganization.


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3.3(a) Objectives of Recruitment:

The objectives of recruit m ent are :

a. To attract people with m ulti-di m ensional skills and experiences that

suit the present and future organizational strategies,

b. To induct outsiders with a new perspective to lead the co m pany,

c. To infuse fresh blood at all levels of the organization,

d. To develop an organizational culture that attracts co m petent people

to the co m pany,

e.

To search talent globally and not just within the com

pany,

f. To anticipate and find people for positions that does not exist yet.

3.4(a) Factors Governing Recruitment.

Given its key role and external visibility, recruit m ent is naturally

subject to influence of several factors, these include external as

well as internal forces

Fig.3.4 (a) Factors influencing Recruit m ent.

E XTE RNAL FORC E S

1. Supply andDe m and

2. Une m ploy m entrate

3. Labour m arket4. Political- Legal5. Sons of soil6. Im age

INT E RNAL FORC E S

1. Recruit m entPolicy

2. HRP3. Size of the fir m 4. Cost5. Growth and

expansion

Recruit m ent


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EXTERNAL FACTORS

Of particular i m portance is the supply and de m and of specific skills

in the labour m arket. If the de m and for a particular skill is high

relative to the supply, an extraordinary recruiting effort m ay be

needed. For instance, the de m and for progra mm ers and financial

analysts is likely to be higher than their supply, as opposed to the

dem and-supply relationship for non-technical e m ployees.

When the une m ploy m ent rate in a given area is high, the

com panys recruit m ent process m ay be si m pler. The nu m ber of

unsolicited applicants is usually greater, and the increased size of

the labour pool provides better opportunities for attracting qualified

applicants. On the other hand, as the une m ploy m ent rate drops,

recruiting efforts m ust be increased and new sources explored.

INTERNAL FACTORS

There are certain internal forces which deserve consideration while

recruiting personnel. One such internal factor is the recruiting

policy of the organization. Most fir m s have a policy on recruiting

internally and externally. Another related policy is to have

tem porary and part-ti m e e m ployees. A m ajor internal factor that

can deter m ine the success of the recruiting progra mm e is whether

or not the co m pany engages in HRP.

Size is another internal factor having its influence on the

recruit m ent process. Finally an organization registering growth and


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expansion will have m ore recruiting on hand than the one which

finds its fortunes declining.

3.5(a) SOURCES OF RECRUITMENT

Generally the learners of HRM m ay feel that sources and

techniques of recruit m ent are one and the sa m e. But they are

different; Sources are those where prospective e m ployees are

available like e m ploy m ent exchanges while techniques are those

which sti m ulate the prospective e m ployees to apply for jobs like

nom ination by e m ployees, advertising, pro m otion, etc

The sources of recruit m ent have been broadly categorised into (i)

internal sources and (ii) external sources. (See Fig. no 3.2(a))

1. Internal Recruitment:-

It refers to the recruit m ent when the business looks to fill the vacancy

fro m within its existing workforce

Advantages:-

Cheaper and quicker to recruit.

People already know the business and how it operates.

Provides opportunity of pro m otion wit in business- can be m otivating.

Business already knows the strength and weakness of the candidates.

Disadvantages:-

Lim its the nu m ber of the potential candidates.

No new ideas can be introduced fro m outside the business.

May cause resent m ent a m ongst candidates not appointed


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2. External Recruitment:

It refers to the recruit m ent when the business looks to fill the vacancy

for m any suitable applicant outside the business.

Advantages:-

Outside people bring in new ideas.

Larger pool of workers fro m which to find the best candidate.

People have a wider range of experience.

Disadvantages:-

Longer Process.

Most expensive process due to advertise m ent and interviews required.

Selection process m ay not be effective enough to reveal the best

candidate.


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3.6(a) Purpose and Importance of Recruitment

The general purpose of recruit m ent is to provide a pool of

potentially qualified job candidates. Specifically, the purposes are

to:

1. Deter m ine the present and future require m ents of the fir m in

conjunction with its personnel-planning and job-analysis

activities.

2.

Increase the pool of job candidates atm

inim

um

cost.

3. Help increase the success rate of the selection process by

reducing the nu m ber of visibly under qualified or overqualified

job applicants.

4. Meet the organizations legal and social obligations regarding

the co m position of its workforce.

5. Identifies and prepare potential job applicants who will be

appropriate candidates.

6. E valuate the effectiveness of various recruiting techniques and

sources for all types of job applicants.


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Fig. no 3.5(a) Sources of Recruit m ent

RECRUITMENT

Present Employees

Employee Referrals

Former Employees

Previous Applicants

Professional or Trade Associations

Advertisements

Employment Exchange

Campus Recruitment

Walk-ins and Write-ins

Consultants

Competitors

Acquisitions and Mergers

E-Recruiting

INTERNALSOURCES


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3.7 (a) Alternatives to Recruitment

Organizations so m eti m es m ay opt for alternatives to recruit m ent in

view of the cost of recruit m ent as well as failure of recruit m ent

appeals in getting right candidates. These alternatives include the

following :

(i) Work sharing/ Part-time Employment: Organization can

em ploy the people working in other on work sharing basis

or as part-ti m e e m ployees rather than on full ti m e basis.

This arrange m ent reduces the cost of staff, though it has its

own li m itations.

(ii) Overtime: Organizations by providing additional salary

and benefits and ask the present e m ployees to work

overti m e. This arrange m ent will reduce cost of staff per unit

provides additional inco m e to e m ployees, in addition to

other benefits to e m ployees and organization.

(iii) Employee leasing : Em ployee leasing is paying a fee to an

outsourcing fir m or client and m ake use of the services of

its e m ployees, for a specified period.

(iv) Temporary Employment : Som e organizations e m ploy the

people on te m porary basis which does not involve the

detailed recruit m ent process. This arrange m ent helps the

organization to e m ploy the people for short-ter m

purposes/projects and to test the perfor m ance and provide

per m anent e m ploy m ent, if perfor m ance is satisfactory.


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B.SELECTION

3.1(b) Meaning of Selection

After identifying the sources of HR, searching for prospective

em ployees and sti m ulating the m to apply for jobs in a organization,

the m anage m ent has to perfor m the function of selecting the right

em ployees at the right ti m e. The selection procedure is the syste m

of functions and devices adopted in a given co m pany to ascertain

whether the candidates specifications are m atched with the job

specifications and require m ents or not.

3.2(b) Definition of Selection

Selection is the process of picking individuals with requisite

qualifications and co m petence to fill jobs in the organization.


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3.3(b) Essentials of Selection Procedure

The selection process can be successful if the following

require m ents are satisfied :

1. So m eone should have the authority to select. This authority

com es fro m the e m ploy m ent requisition, as developed by an

analysis of the work-load and work-force.

2. There m ust be so m e standard of personnel with which a

prospective e m ployee m ay be co m pared, i.e., a co m prehensive

job description and job specification should be available

beforehand.

3. There m ust be a sufficient nu m ber of applicants fro m who m the

required nu m ber of e m ployees m ay be selected.


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3.4(b) SELECTION PROCEDURE

There is no standard selection process that can be followed by all the

com panies in all the areas. Co m panies m ay follow different selection

techniques or m ethods depending upon the size of the co m pany, nature

of the business, kind and nu m ber of persons to be e m ployed,

govern m ent regulations to be followed, etc. Fig no.3.4 (b) shows a

generalised selection process.

Fig no.3.4 (b) Selection Process

Application / Resume

Written Examination

Preliminary Interview

Selection Tests

Employment Interview

Reference and BackgroundAnal sis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Development Bases for

Selection

REJECTED APPLICATNS


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3.5 (b) Recent Trends in Selection

New trends have been e m erging in selection techniques along

with other areas of HRM. The recent trends in selection

include : (i) selection by innovation (ii) leasing and (iii) 360 o

Selection progra mm e.

(i) Selection by innovation: Manage m ent observes the

perfor m ance of key executives of co m petitors. If the

perfor m ance of the key executives is excellent or the

key executives are change agents, the m anage m ent

invites such executives to join the organization by

offering attractive salary and benefits.

(ii) Leasing: It is done when an organization requires a

highly skilled e m ployee to perfor m the specific task.

These factors enabled the consultancy organizations to

em ploy experts and depute these e m ployees to the

needy co m panies on lease. These consultancy

organizations are principal e m ployers and the needy

organizations draw the required e m ployees fro m the

pool on lease and pay the agreed fee to the consultancy

fir m s. The consultancy fir m pay the salary to the

em ployees.

(iii) 360 oSelection programme: In this selection

progra mm e the organization involves the subordinates

and the e m ployees of the sa m e level in ad m inistering

the e m ploy m ent tests and interview.


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3.1 (c) RECRUITMENT PROCESS IN MEDLEY.

1. Objective :

Their Recruit m ent Policy is focussed for getting the Right Quality

People in ter m s of qualification, age m ix & cultural fit aspect for all

the vacancies arising in any functional area.

2. Responsibility :

Concerned Em ployees, HR Depart m ent & Hiring Manager.

3. Procedure :

Step 1:-

Firstly find out whether the vacancy is due to resignation or its a new

position created.

Step 2:-

Board approval should be taken in both the cases. Co-ordinating for

Board approval for New Position Personnel Requisition of various

Depart m ents fro m concerned HOD (Head of Depart m ent).

Step 3:-

A detailed Job Description should be for m atted after discussion with

the HOD.

Step 4:-

Appropriate and Cost effective m ode of recruit m ent should be selected

including Reference Sche m e, Data Bank, Job Portals, Newspaper

Advertise m ents and consultants.


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Step 5:-

The HR Depart m ent will be initially screening the CVs according to

the JD provided and then forward the sa m e to the HOD for further

short listing with a chit on it for getting a short glance to candidates

resu m e.

Step 6:-

After receiving final screening the HR depart m ent shall arrange

interviews in consultation with the concerned HOD.

Step 7:-

Interview Call letter is send via e m ail to the shortlisted candidates to

get their confir m ation of their co m ing for interview.

Step 8:-

Interview Call letter is send via e m ail to the shortlisted candidates to

get their confir m ation of their co m ing for interview.

Step 9:-

Interview schedule is prepared and the sa m e is sent to the HOD, HR

head and Receptionist, in case of Managers and above interviews the

schedule is forwarded to Chair m an and Vice Chair m an also.


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Fig no.3.1(c) Recruitment process flow chart.

Requirement Requisition andReason

Board Approval

Format a detailed JobDescription

Selection of Recruitment mode

Initial screening of

V's by HRDept

Arranging Final Intervie inconsultation it H D

Sending Intervie

all letter tos ortlisted candidates via email

Sc

eduling Intervie


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3.2 (c) COMPLIANC E DOCUM E NTS :-

1. Detailed Chit:-

A detailed chit is a paper on which the necessary infor m ation of the

candidates is noted down like shown below :

Na m e: - full na m e of the candidate is m entioned.

Age : - actual age of the candidate is calculated and m entioned.

Location : - current residence location of the candidate is m entioned.

Total E xperience : - total years of experience of the candidate are

calculated as m entioned in the resu m e.

Last Co m pany worked : - candidates last e m ployer or his current

em ployers na m e is been m entioned.

Last Salary Drawn : - candidates last or current salary which he was or

is drawing is m entioned.

Reference : - By which consultancy the candidate is been referred is

m entioned.

2. Board Approval:-

Board approval is very i m portant before starting of a recruit m ent

process in the organization. It is necessary to avoid excess of e m ployee

in the organization also to avoid the cost.


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RECRUITMENT PROCEDURE:

HR depart m ent shall decide on the sourcing of the suitable candidates,

considering the following sources :

y Databank

y Referral Sche m e

y Advertise on the Place m ent Website (naukri.co m )

y Recruit m ent Consultants

y Newspaper Advertise m ent

SCREENING:

The HR depart m ent will be initially screening the CVs. These will be

sent to the concerned HODs for the final screening. HR depart m ent

arranges the interview in consultation with the concerned HOD. For

field sales personnel, applications shall be called at HO. Walk In

Interview shall be restricted to m ajor cities only.


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3.3 (c) SELECTION PROCEDURE in Medley Pharmaceuticals.

Step 1:- Application Blank:

The shortlisted candidates in the preli m inary interview shall be given

the Application Blanks. For Walk In or group interviews, such

application blank are to be given only after the initial screening of the

shortlisted candidates.

Step 2:- Written Test:

Following test will be ad m inistered for different positions at HO and

m anufacturing locations.

a. Essay Writing: It is applicable for all the positions.

b. Dictation / Shorthand / Typing / Letter Writing: For secretarial

positions only.

c. Group Discussion: For m anage m ent trainees / executive trainees

and for all Walk In interviews.

d. Psychometric Testing: For all m anage m ent positions Tho m as

Profiling Testing shall be ad m inistered to develop understanding

regarding various behavioural traits of the candidates.

e. Written Tests: For all positions below RSM and DMM, a written

test on basic job understanding and functional knowledge shall be

adm inistered for all positions in field sales.


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Step 3:- Selection Interview:

y The entire interview will either be held at Head Office or directly

through the Ca m pus Visits depending on the nature of vacancies.

y For all the positions the concerned HOD & VP-HR & Ad m in will for m

the selection panel. Any addition person can also be included, if so m e

specific areas are to be judged.

y The selection para m eters are attached.

Step 4:- Final Selection:

y For all the positions in M-IV & below, the concerned HOD, Personnel

Manager / Head HR & Ad m in are the approving authorities.

y For all the vacancies in M3 & above, the Chair m an / Vice Chair m an is

the approving authority.

Step 5:- Offer Letter:

After the preli m inary and final interviews, the appropriate candidate

will be given an offer letter for the applied position. The candidate

should sub m it the copy of resignation letter within 7 days and

acceptance of resignation within 15 days; however the joining period

should be m ore than 1 m onth. In case the notice period is m ore than

one m onth notice pay deduction if any will be rei m bursed by the

com pany on the sub m ission of proof.


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Step 6:- Medical Examination:

The selected candidate will undergo a m edical check up by the

com panys approval panel of doctors. Final selection is subjected to

passing the m edical test.

Step 7:- Appointment Letter:

Upon joining the co m pany, the e m ployee will sub m it all the required

testi m onials. After receiving the m edical report, copy of the resignation

letter and copy of relieving letter / acceptance of resignation letter by

the ex e m ployer, then he will be given the letter of appoint m ent.


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Chapter 4.

INTRODUCTION TO OBJECTIVE

1. To understand the recruit m ent and selection procedure in Medley

Phar m aceuticals Ltd.

2. To understand the views of the m anagers about the recruit m ent process.

3. To identify general practices organization use to recruit and select

em ployees.

4. Deter m ine which recruit m ent and selection practices are m ost effective.

5. To study the recruit m ent and selection techniques used by the co m pany.


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Chapter 5

RESEARCH METHODOLOGY

Primary Data:

Interview with co m pany professionals by getting prior approval.

Open interaction with the HR senior officer.

By doing interaction with other e m ployees.

Secondary Data:

Co m pany Induction Manual.

Co m pany records.

Internet.

Sampling:

Sa m ple Size- 22

Sa m ple unit- Hiring Managers of respective depart m ents

Sa m pling procedure- Si m ple rando m sa m pling


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C t

IN TE ET T ION AND ANA L IS OF DA T A

1. S i m i i t i ti :-

Opti R tl j i 1-2 years 2-3 years Above 3 years

No. of managers

1 4 7 10

Percen tage 5% 18% 32% 45%

Interpretat i n:

Fro m t e above graph it has been ana lysed that 5% of e mployee has recen tly joined,

18% of e mployee are work ing fro m 1-2 years ,32% e mployee are work ing fro m 2-3

years, 45% of e mployees are work ing for more than 3 years. I t conc l des that 45% of

hir ing managers are aware of the recru itm ent process and can se lect a r ight cand idate

for the open pos itions.

5% %

32%

45%

Y ears of exper ience in Med ley

ece y j e

2 ye s

2 3 ye s

ve 3 ye s


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2. L eve ls you interv iew for:-

Options S taff members A M andOff icer

M3 and M2 M1 andabove

No of managers

7 11 4 -

Percen tage 32% 50% 18% -

Interpretat ion :-

In the above da ta 50% of Managers take interviews for Ass istan t Manager L eve l and

Off icer L eve l. 32% of Managers take interv iews for S taff members leve l, 18% of

Managers take interv iew for M3 and M2 leve l.

32%

50%

18%

0%

L eve ls Interv iewed for

S! " # # $ e $ % e & s' ( " ) 0 1 # # 2 ce &

3 3 4 5 6 3 2

3 1 4 5 6 4 7 8 ve


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3. Do you v iew the H R interv iew that had been conduc ted?

Options For mality Necess ityNo. Of managers 1 21

Percen tage 5% 95%

Interpretat ion :-

It has been ana lysed that only 5%of e mployee thinks that HR interv iew is just a

for mality, res t 95% agrees that HR interv iews are necessary for the recru itm ent

procedure. Th is shows the re liab ilit y of the Managers for their requ ire ment on the H R

interv iew.

5%

95%

Importance of HR round

F9 @ A B C D E

yF ecess D E y


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4. a. Are the interv iews schedu led we ll in advance:-

Interpretat ion :-

Through this ques tion we can ana lyse that 82% h ir ing managers says that interv iews

are schedu led we ll in advance, bu t there are 18% h ir ing managers say ing that the

interv iews are so metim es schedu led in advance. Th is shou ld be taken under

cons idera tion.

82%

18%

0%

Interv iew schedu led we ll in advance

G H I P ys

SQ R e S T R es

U eve V

Options A lways S ometim es Never No. of managers 18 4 0

Percen tage 82% 18% 0%


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b. Are the interv iews conf ir med we ll in advance:-

Options A lways S ometim es Never No. of managers 18 4 0

Percen tage 82% 18% -

Interpretat ion :-

It has been ana lysed that 82% of h ir ing managers agree that the interview are

conf ir med we ll in advance, bu t still 18% of h ir ing managers says that the interv iews

are so metim es conf ir med in advance.

82 %

18%

0%

Confirmation of interview

W X Y ` ys

a b c d e f c d s

g d vd h


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c. Are the interv iews conduc ted as per the schedu le?

Options A lwaysS

ometim es Never No. of managers 9 12 1Percen tage 41% 55% 4%

Interpretat ion :-

Through this it has been ana lysed that 41% of h ir ing managers says that the interview

are conduc ted as per the schedu le, bu t 55% of h ir ing managers says that sometim es

the interv iew are conduc ted as per the schedu le, and 4% of h ir ing managers says that

the interviews are never conduc ted as per the schedu le.

41%

55%

4%

Conduction of interviews

i p q r ys

s t u v w x u v s

y v v v


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d. Are the timi ngs a lloca ted to the cand idates proper?

Option A lways S ometim es Never No. of managers 15 7 0


Interpretat ion :-

This char t shows that 68% of h ir ing managers be lieves that the timi ng a llotted to the

cand idates are proper, bu t 32% of h ir ing managers s tates that the timi ngs are

sometim es proper.

Interpre tation for ques tion no. 4 (a)- ques tion no.4 (d)

It has been conc luded that interv iews are S chedu led, Conf ir med, T imings a llotted to

the cand idates for the interv iew are p lanned eff iciently bu t the interviews are no t

conduc ted as per the schedu le.

68%

2%

%

All ocation of timing amongstcandidates

ys

S

e

es eve


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5. W hat is the average wa iting tim e for the cand ida te:-

Options L ess than 30mins

30 min-1 hour 1-2 hour 2-3 hour More than 3hours

No. of managers 2 16 4 0 0Percen tage 9% 73% 18% - -

Interpretat ion :-

The average wa iting tim e for the cand idate ca me for interv iew accord ing to the 73%

of h ir ing managers is 30 minutes 1 hour. 18% of h ir ing managers s tates that the

average wa iting tim e for the cand idates is 1-2 hours, and accord ing to 9% of

managers the average wa iting tim e is less than 30 minutes.

9%

73%

18%

0%

Average wa iting t ime for cand idate

es 30 es

30 es - 1

1 2 s

2 3 j k s


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6. Are you invo lved in the f ina l selection or initial screen ing?

Options F ina l S election

Initial S creen ing

None Both

No. of managers

5 9 2 6

Percen tage 41% 9% 23% 27%

Interpretat ion :-

In the recru itm ent process 41% of managers are invo lved on ly in In itial

S creen ing of the cand idates ca me for the interview. 9% of managers are

not invo lved e ither in In itial screen ing or F ina l S election. But 27% of

managers are invo lved in the bo th the se lection process of the cand idate,

and on ly 23% of managers are invo lved in the Final selection of the

cand idate.

23%

41%

9%

2 l %

Invo lvement in F ina l Select ion

Fm n o se ec m n

n m m o Sc ee n m n

n e

B


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7. Is the infor mation co llected through App lication For m suff icient:-

Options Yes NoNo. of managers 21 1

Percen tage 95% 5%

`

Interpretat ion :-

Through this ques tion it has been ana lysed that the infor mation co llected

through the App lication for m, fro m the cand idates a t the initial leve l of the

recru itment process is suff icient. But 5% of managers think that more

infor mation of the cand ida tes co ming for interv iew can be co llected by

includ ing few infor mative ques tions in the App lica tion For m.

95%

5%

Suff icient informat ion co llected throughApp licat ion form

Yes

z {


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8. How do you ra te the pre interv iew arrange ments w ithin theorgan i ation?

Options Poor Average Good Very

Good

Exce llent

No. of managers

- 3 16 2 1

Percen tage - 14% 73% 9% 4%

Interpretat ion :-

Through this char t it has been ana lysed that accord ing to 73% of h ir ing

managers the pre- interv iew arrange ments done by the H R depar tment are

Good, accord ing to 14% of h ir ing managers the pre- interview

arrange ments are Average, accord ing to 9% the pre- interv iew

arrange ments are Very Good, and accord ing to just 4% of managers the

pre- interv iew arrange ments are Exce llent.Th is shou ld be taken into

cons idera tion and there is scope for improv ing the pre- interv iew

arrange ments.

0%

14%

76%

10%

P re Interview arrangements

| } } ~

ve e

G

e y G


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9. Average tim e requ ired to conduc t an interv iew

Options L ess than15

minutes

15-30minutes

30-45minutes

45-60minutes

More than60 minutes

No.of managers 2 18 2 - -Percen tage 9% 82% 9% - -

Interpretat ion :-

Through this char t it has been ana lysed that 82% of h ir ing managers takes

only 15-30 minutes to conduc t an interv iew, 9% of h ir ing managers takes

less than 15 minutes and 30-45 minutes to conduc t an interview.

If we cons ider the char t no.5 the average wa iting tim e for the cand idate for

interv iew is 30 minutes- 1 hour, and the average tim e taken by the h ir ing

managers is 15 minutes-30 minutes. Through this we can ana lyse that the

average wa iting tim e for the cand idate for interv iew is more than the ac tua l

interv iew.

9%

82%

9%

0%

Average Ti me requ ired to conductinterv iew

ess 15 es

15-30 es

30-45 es

45-60 es


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10. Do you think that the eva luation test is appropr iate as per the grade?

Options Yes To so me ex tent NoNo. of managers 10 10 1


Interpretat ion :-

Accord ing to the char t it has been ana lysed that 47% of h ir ing managers

agrees that the eva luation test used by the H R depar tm ent for recru itm ent

process are appropr iate, bu t 48% of h ir ing managers s tates that the

eva luation test used , to so me ex tent are appropr iate , it means that an

cons idera tion is requ ired on the eva lua tion test used as per the grade. And

accord ing to 5% of h ir ing managers the eva luation test used as per grade

are no t appropr iate there shou ld be changes.

47%

48%

5%

Response

Yes

s

e e

e


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11. Are the ra ting cr iter ias in the shee t satisfac tory?

Options Yes NoNo.of managers 21 1

Percen tage 95% 5%

Interpretat ion :-

Through this char t it has been ana lysed that 95% of h ir ing managers agrees

that the R ating cr iter ia used in the shee t are sa tisfac tory, accord ing to on ly

5% of h ir ing managers the cr iter ias used in the shee t are no t satisfac tory

95%

5%

Rat ing Cr iter ia used in sheetsat isfactory or not

Yes


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12. Average tim e fra me be tween f ina l interv iew and offer letter

Options L ess than 1week

1-2 week More than 2weeks

No.of managers

17 5 0

Percen tage 77% 23% -

Interpretat ion :-

Through this char t it has been ana lysed that the average tim e fra me

between f ina l interview and offer letter is less than 1 week on wh ich 77%

of h ir ing managers a lso agree. But there are 23% of h ir ing managers that

states the average tim e fra me be tween f inal interv iew and offer letter is 1-2

weeks.

77%

23%

0%

Average t ime frame between f ina l interv iew and offer letter

ess 1 ee

1-2 w ee

e than 2 w ee s


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13. Do you think that the recru itm ent process is too leng thy?

Options Yes NoNo. of

managers0 22

Percen tage - 100%

Interpretat ion :-

It has been ana lysed a ll the h ir ing managers fee ls that the recru itm ent

process conduc ted by the HR depar tm ent is no t leng thy. The recru itm ent

procedure is been conduc ted in the spec if ied g iven time.

0%

100%

Recru itment process too lenghty

Y


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14. W hat is the average tim e for the cand idate for joining the organ i ation?

Options L ess than 1week

1 week 1-2 weeks More than 2weeks

No. of managers

0 1 6 15

Percen tage - 5% 27% 68%

Interpretat ion :-

Through this char t it has been ana lysed the average joining per iod for the

cand idate is more than two weeks and a lso 68% of h ir ing managers have

responded the sa me, 27% of h ir ing managers responds that it is be tween 1-

2 weeks and on ly 5% of managers responds that it is just 1 week.

0%

5%

27 %

68%

Average t ime for the cand idate jo ining

ess than 1 wee

1 wee

1-2 w ee s

e than 2 w ee s


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| 50

15. Does the offer or appo intm ent letter g ive suff icient infor mation on the serv ice

cond itions re lating to your appo intm ent?

Options Yes No

No. of managers 15 7

Percen tage 68% 32%

Interpretat ion :-

Accord ing to the char t 68% of h ir ing managers the infor mation prov ided in the

appo intm ent letter is suff icient for the know ledge of the se lected cand idate, bu t

32% of h ir ing managers s tates that the appo intment letter does no t prov ide

suff icient infor mation to the cand idates, the sa lary s truc ture is no t mentioned in

the appo intment letter.

68%

32%

Chart showing whether sufficient infor ationis provided by appoint ent letter

Yes


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16. How do you ra te the overa ll interv iew process of the organ i ation

Options Poor Average Good Very

Good

Exce llent

No. of managers 0 2 16 4 0

Percen tage - 9% 73% 18% -

Interpretat ion:-

Through this char t it has been ana lysed tha t the overa ll interview process of

the organ i ation is Good accord ing to the 73% of h ir ing managers, 18% of

managers thinks the

0%9%

73%

18%

O verall rating of the interview process

ve ag e

G

e y G


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Chapter 7

LIMITATIONS

Lim itations to m y project are :

1. The sa m ple size for knowing the response of Recruit m ent and

Selection procedure in the organization was li m ited up to the hiring

m anagers in the organization the response of e m ployees was not

considered for the purpose of study.

2. The sa m ple size of hiring m anagers was li m ited as all the hiring

m anagers of respective depart m ents were unavailable to respond.

3. Ti m e duration for project was only two m onths it restricted the area

of Study.


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Chapter 8

FINDINGS

1. It is found that the co m pany has not undergone any technological

updation as there is still m anual updating is done in the HR depart m ent

as well as the Payrolling depart m ent.

2. Most of the m anagers agrees that the HR interviews are necessity for the

recruit m ent process in the organisation (refer to question no.3).

3. The pre-interview arrange m ents done by HR depart m ent are good and

m ost of the m anagers agree to it.(refer to question no.8)

4. The average waiting ti m e for the candidate to be interviewed is 30

m inutes- 1 hour (refer question no.5), it was also found that there were

candidates those have left the organisation without been interviewed due

to long waiting hours.

5. There is a m ixed views of the m anagers on whether the evaluation test

conducted by the HR depart m ent are appropriate according to the grades

for which the candidates are been interviewed for (refer question no.10)


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Chapter 9

SUGGESTIONS

1. Appoint m ent letter should contain Salary breakup.

2. Appoint m ent letter should give infor m ation about ter m s of service.

3. There should be separate cabins for candidates who co m e for

interview.

4. Candidates should be attended ti m e to ti m e if the waiting for

interview is increased due to uncertain m eetings/appoint m ents.

5. The offer given by the co m pany m ust be valid for a specific period

of ti m e for joining and it should not be extended except in

exceptional circu m stances.

6. Waiting ti m e for the candidates to be interviewed should be

reduced.


55/59


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| 56

a. Always b. So m eti m es c. Never

Q.5. What is the average waiting ti m e for the candidate :-

a. Less than 30 m inutes b. 30 m inutes-1 hour c. 1-2 hoursb. d. 2-3 hourse. More than 3 hours

Q.6. Are you involved in the final selection or initial screening

a. If final selection then the levels-

_____________________________________

b. If initial screening then the levels-

____________________________________

Q.7. Is the infor m ation collected through Application For m sufficient

a. Yes b. No

If no, please specify

____________________ _____________________________

Q.8. How do you rate the pre interview arrange m ents within the

organization?

a. Poor b. Average c. Good d. Very Good e.

E xcellent

Q.9. Average ti m e required to conduct an interview.

a. Less than 15 m inutes b. 15-30 m inutes c. 30-45 m inutes

d. 45-60 m inutes e. More than 60 m inutes


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Q.10. Do you think that the evaluation test is appropriate as per the

grade?

a. Yes b. To so m e extent c. No


___________________________________________________

Q. 11. Are the rating criterias in the sheet satisfactory?

a. Yes b. No

If no, then suggest

______________________________________________________

Q.12. Average ti m e fra m e between final interview and offer letter

a. Less than 1 week b. 1-2 weeks c. More than 2 weeks

Q.13. Do you think that the recruit m ent process is too lengthy

a. Yes b. No

If yes, please specify

___________________________________________

Q.14. What is the average ti m e for the candidate for joining the

organization?

a. Less than 1 week b. 1 week c. 1-2 weeks d. More

than 2 weeks


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Q.15. Does the offer or appoint m ent letter gives sufficient infor m ation

on the service conditions relating to your appoint m ent?

a. Yes b. No


__________________________________________________

Q.16. How do you rate the overall interview process of the organisation?

a. Poor b. Average c. Good d. Very Good e.

E xcellent


59/59

Bibliography

1. Book

y K. Aswathappa; Hu m an Resource Manage m ent, The

McGraw-Hill Co m panies.

y P. Subba Rao; E ssentials of Hu m an Resource Manage m ent

and Industrial Relations, Hi m alaya Publishing House.

y Induction Manual of Medley Phar m aceuticals Ltd.

2. Internet Sites

y www.Citehr.co m

y www.wikipedia.co m

Documents

Recruitment (Summer proj)