This is to certify that the project entitled Study on
Recruitment and Retention Policies submitted by ADITYA SRIVASTAVA, Enroll no. 04421510! has been done under my guidance and supervision in partial fulfillment of "ac#elor o$ "usiness Administration%&A'(. The working analysis mentioned in this report has been undertaken by the candidate himself and necessary reference has been recognized and acknowledged in the text of the report. Dr) *RVAS+I S+AR'A (nternal !roject "uide# ACKNOWLEDGEMENT 'any talented ,eo,le #a-e contri.uted to t#e success$ul com,letion o$ t#is /or0 and I /ould li0e to e1tend a /ord o$ t#an0s and a,,reciation to all o$ t#em) $irst, take this opportunity to acknowledge my institution &+A2D3RPRA"+* 4AI2 &566373 58 +I7+3R ST*DI3S9 2arela where am pursuing my degree "ac#elor o$ "usiness Administration%cam(. %econd, empress my thanks to 's) *RVAS+I S+AR'A, nternal !roject "uide, for her guidance, support and encouragement which helped me in completing my project. &bove all, would like to thank the &lmighty "od without whom this work could never have been completed. 2 TABLE OF CONTENTS &#a,ter 2o) Su.:ect Pa;e 2o) &#)<1)0 Introduction=======) 5 &#)<2)0 Researc# 'et#odolo;y====== > 1)1 Primary 5.:ecti-e%s(====) 1)2 +y,ot#esis======== 1)? Researc# Desi;n====== 1)4 Sam,le Desi;n======)) 10 &#)<?)0 &ritical Re-ie/ o$ 6iterature===)) 11 &#)<4)0 &om,any ,ro$ile)))))))))))))))))))))))))))) 12 4)1 Industrial Pro$ile ====== 1? &#)<5)0 Recruitment and its ty,es))))))) 15 &#)<@)0 Selection ,rocess)))))))))) 2> @)1 Retention Practices))))))))))))) ?4 &#)<!)0 S/ot analysis=======) ?@ &#)<>)0 Data=============)) ?> >)1 &ollection >)2 Primary Data >)? Secondary Data &#)<)0 AuestionareBAnalysis===== ? &#)<10)0 Recommendations====== 52 &#)<11)0 "i.lio;ra,#y==========) 54 &#)<12)0 &ase study)))))))))))))))))))))))))) 5@ &#)<1?)0 syno,sis o$ t#e ,ro:ect))))))))))))) 5> 3 4 INTRODUCTION 'rganisations are becoming large ( complex with progressive industrialisation. )uman *esource +epartment hence becomes the prime department in all concerns whether small or large ( its mportance can be never ever estimated. The basic concept of summer training is to give students a new insight of practical applications of )uman *esource +epartment of the organisation. n this modern world all human being thrive to become more skilled ( hence they all work hard to achieve the predetermined goals with their wholehearted dedication towards their jobs assigned. They always try to be close to perfection for this they need to be properly trained in their respective fields so that the unskilled workforce sharpen their skills ( the skilled workforce move closer to their goals. &lso each of the employees should be properly motivated so that he,she develops a will to work ( fell that he is a part of the organisation, this help in the development of a sense of responsibility ( a sense of belongingness amongst the employees. )ence the need for development of human resource was felt. The )uman *esource of the 'rganisation should be prepared in such a way that they help the employee to perform efficiently. )ave made an effort through this research study to understand and analyse various aspects related to )uman *esource strategy of -arsen and Toubro (- ( T# with special reference to recruitment and selection procedure at - ( T. 5 In The Process , The Aspects Which !"e Been Loo#e$ Into Are .. )istory of - ( T /. ndustry profile 0. *esearch problem 1. *esearch methodology 2. &nalysis of facts 3. 4onclusions drawn 6 7 R3S3AR&+ '3T+5D5657Y Primary 5.:ecti-e%s( The primary objective is to study , understand and analyse various aspects related to recruitment and retention procedure at - ( T. +y,ot#esis & *esearch 5ethodology defines the purpose of the research, how it proceeds, how to measure progress and what constitute success with respect to the objectives determined for carrying out the research study. Researc# Desi;n Exploratory research6 this kind of research has the primary objective of development of insights into the problem. t studies the main area where the problem lies and also tries to evaluate some appropriate courses of action. The research methodology for the present study has been adopted to reflect these realties and help reach the logical conclusion in an objective and scientific manner. The present study contemplated an e1,loratory researc#) 8 2ature o$ Data
Primary data C +ata which is collected through direct interviews and by raising 7uestionaires. Secondary data C %econdary data that is already available and published it could be internal and external source of data. nternal source6 which originates from the specific field or area where research is carried out e.g. publish broachers, official reports etc. 31ternal source C This originates outside the field of study like books, periodicals, journals, newspapers and the nternet. 9 10 COMPANY PROFILE $ounded in .809, -arsen ( Toubro -imited (-(T# is one of &sia:s largest vertically integrated Engineering ( 4onstruction conglomerate with additional interests in nformation Technology and electrical business. & strong, customer;focused approach and the constant 7uest for top;class 7uality have enabled the company to attain and sustain leadership position for over seven decades. %erving the core sectors and infrastructure of the economy, -(T has pioneered spectacular achievements in ndian industry. 5any of the engineering and construction projects executed by -(T have set new benchmarks in terms of scale, sophistication and speed. %o do many buildings, ports, highways, bridges and civil structures around the country, which are widely regarded as landmarks. 6 D T E A2 I2DIA2 '*6TI2ATI52A6 n line with its strategy of aligning capabilities to meet emerging trends, -(T recently initiated a mega;transformation process, internally to ensure that it emerges, as a knowledge;based ndian multinational. 'ver the years the company has proactively created the necessary infrastructure for its global initiative with office locations in <%&, Europe, 5iddle East and =apan. The Engineering ( 4onstruction +ivision made significant progress during the year in increasing its presence in the overseas markets. The +ivision secured orders from international clients 11 located at 5alaysia, <%&, <>, ?razil, %audi &rabia, <&E, @atar, ?angladesh, %ri -anka, etc. The export earnings of the +ivision amounted to *s. /13AA million during the year /AA2;A3. T+3 &*ST5'3R PR58I63 The customer profile includes leading names such as %amsung, 4hevron, ?echtel, >vaerner, !irelli, %iam 5ichelin, "oodyear, etc. The Electrical ( Electronics +ivision too has increased its thrust on exports and the share of export revenues during the year ended 5arch 0., /AA3 increased to .. B as compared to 9B in the previous year. -(T believes that progress must necessarily be achieved in harmony with the environment. & commitment to community welfare and environmental protection constitute an integral part of the 4orporate Cision &5RP5RAT3 VISI52 -(T shall be a professionally;managed ndianmultinational, committed to total customer satisfaction and enhancing shareholder value. -(T;ites shall be an innovative, entrepreneurial and empowered team constantly creating value and attaining global benchmarks. -(T shall foster a culture of caring, trust and continuous learning while meeting expectations of employees, stakeholders and society. 12 T+3 "*SI23SS S3&T5R -(T:s Engineering ( 4onstruction +ivision provides :design;build: or :turnkey: E!4 solutions in all major engineering disciplines, including civil , structural, plant design , mechanical, electrical and process control , automation, playing a critical role in the core sectors of ndustry and nfrastructure areas. De provide services right from the earliest stages of pre;project development through to start;up and bring expertise to the industries that we serve while applying core competencies and skills to all our work. The industries we serve are listed as follows6 13 14 Manpower Planning Prepare Job description Prepare employee Profle Check Database Internal Recruitme nt External Recruitme nt elect !ppropriate Method !d"ertise Post Internally Campus Recruitme nt earch #irms Employee Re$errals !d"ertisement hortlist Institutes PP%&s creen !pplication '(er elected Candidate Pro"ide frm with Employee profle creen application s as per eligibility criteria election Process '(er electe d Candid ates Conduc t Re$eren ce check I$ not satis$actory) re"oke o(er within *+ days !d"ertise post internally creen applications $or eligibility election process I$ suitable) make o(er ?)1 Recruitment 8lo/c#art
15 Internal Recruitment The 4ompany believes in offering opportunities for growth and career progression to its employeesE thus each time a re7uirement arises, internal recruitment will be a preferred mode. $or every vacancy arises below. FF-evel, an option of filling the post initially will be considered. )* will place an advertisement on the intranet. The advertisement will contain the following details6 a. =ob !rofile b. Educational 7ualifications, %kills, Experience c. -ast date of receiving &pplications d. 4ontact person in )* &ll &pplications will be screened for the eligibility against pre;determined criteria for the vacancy. )* will prepare a list of eligible applicants and seek approval from the respective *eporting 5anager and +epartmental )ead. f approval is given, )* will send a notification to the eligible candidates via email. &pplicants who are not found eligible will also be notified via email. f no suitable applicants apply within one week from the date of posting the advertisement, external recruitment is initiated. Eligible candidates will undergo a panel interview. Travel for nterview6 &s per eligibility in current grade . 4ompensation fitment6 Dherever the employee is moving to a higher value job, compensation will be undertaken as if the individual is a new hire. )andover period6 ?efore the employee takes over his,her new position, there will be a handover period of one month. )owever this maybe reduced at the discretion of the current *eporting 5anager. RelocationC f the employee needs to relocate to a different city to take up the new position, the company will reimburse as per the relocation policy. 16 31ternal Recruitment Entry -evel *ecruitment Entry;level recruitment is used for fresh graduates,postgraduates who are taken as Executive Trainees and 5anagement Trainees or for individuals joining at entry;level positions in the 4ompany. f candidate possess less than one year of work experience, he,she will be treated as a fresh hire (entry level recruitment#. Trainee %chemes 5anagement Trainees +epending upon the re7uirements projected in the manpower plan, the company will recruit 5anagement Trainees from 5anagement institutes in the country. %ourcing of Trainees 5anagement trainees will be sourced from 5anagement nstitutes across the country. The selection criteria for nstitutes are described below6 A( &am,us ratin; t#rou;# ,u.licationsC )* will refer to the 4ampus ratings published in the ?usiness 5agazines, available in the country and arrive at average campus ratings. $or the current year the company will target institutes that are ranked between .2 th and /A th ranks according to the ranking developed. t is further recommended that by the year /AA3 G /AAH. The company should target campuses that range between .A th and .2 th ranks. B( Recruitment days ;i-enC The company will give preference to the nstitutes who are willing to give either day A, . or / C( &am,us S,ecialiFationC *elevance of courses offered to the companyIs business. 17 D( &am,us Relations#i,C The 4ompany will develop close relationships with targeted campus by hiring large numbers, conducting events, taking summer trainees, sending senior managers for lectures etc. &n attempt will be made to include a cross G section of nstitutes across the country to ensure diversity in the campus recruitment process. &dditionally, freshly 7ualified persons from different areas shall be selected as per the re7uirement. 3) Positionin; o$ trainees Selected trainees /ill .e ,ositioned at t#e $ollo/in; ;radesC a) $resh "raduates6 %tudent with a 5asters in ?usiness &dministration,4hartered &ccountants will be placed at the 5anagement Trainee grades and will get confirmed in levelF. &fter successful completion of the training period. .) Experience6 %tudent with relevant work experience of . G 0 years will be given weight age but will be taken as 5anagement Trainee. c) &ny candidate with more than three years of work experience will be considered a lateral recruit and appropriate fitment will be done. 8) Recruitment Process The recruitment process for the 5anagement trainees will be as follows6 )* will initiate the campus recruitment process by sending the companyIs literature to the campus, one month before the proposed date of recruitment. This will contain brochures of the company literature containing information about the company, the job profile and the remuneration package. 18 Pre Placement Tal0sC )* will coordinate with the !lacement 4ell of short listed nstitutes and schedule !re !lacement talks (!!T# The )* head and a senior line 5anager will form the !re !lacement Team. The following information will be carried to the !re !lacement Talks6 a. ?rochures or company literature containing information about the company, job profiles and the remuneration package. b. &pplication blanks c. Jumber of job openings Screenin; o$ A,,lication "lan0sC The !lacement 4oordinator,&dministrative offices will short list candidates on the basis of predetermined eligibility criteria and send the list of short listed students to the company at least one week before the date of campus interviews. )* will then screen the application blanks that are received and short list them a second time according to the eligibility criteria. &ny deviations will be highlighted and justified. & final list of candidates selected for interviews will be sent back to the nstitute no later than one week before the selection process. Selection ProcessC 'nly nstitutes where day A, . or / is offered will be accepted. &ll eligible candidates will undergo the following / G step selection process6 .. "roup +iscussion G This will be the first step of the selection process. Two members of the 4ampus *ecruitment Team will observe each group discussion. 'bservations will be recorded in the "roup +iscussion 19 'bservation $orm and compared for a final rating at the end of the "roup +iscussion. Topics will be a mix of economics, business and general awareness. /. 4andidates who are selected after the "roup discussion will be called for a personal interview. nterview 'bservation $orms will be used to evaluate the candidateIs performance during the interview. !anel composition for the interview will be as per appendix Su;;ested Selection &riteria $or Students t is imperative to not only recruit those students who do well academically but also those who possess a winning attitude but may not have done as well academically. The following selection criteria can be used as a guide6 a. &cademics G $ocus on students who have consistently done exceptionally well b. Extra and 4o curricular activities G $ocus on -eadership, nitiative c. !ersonality and &ttitude G $ocus on 4ommunication, !resentation and Teamwork &t the end of the selection process, the 4ampus *ecruitment Team will compile a list of selected candidates and handover the same to the !lacement 'fficer. &n announcement can also be made to inform students at the same time. 5$$er 6ettersC 'ffer -etters will be sent to the selected candidates within H days of the selection process at the 4ampus. 4andidates have to indicate his,her acceptance by signing and returning the copy of the letter to )* not more than.2 days after receipt of the letter. Dhere re7uired blank offer letters will be carried to the 4ampus and given at the time of placement itself. 20 Eligibility criteria for candidates will be given to the !lacement 'fficer at the end of the !!T. 3li;i.ility &riteria a# & consistent academic record of 3AB and above in all years of graduation in engineering b# !rojects undertaken at the summer trainee,internship level (if any, in applied courses# Trainee Sc#eme 'nce selected, all trainees will be provided with an )* brochure that lists the details of the trainee scheme as outlined below6 Tra-elC 5anagement Trainees will be provided with &4 class Train $are from home to the company. 4onveyance expenses such as travel (taxi# from the *ailway station to the place of posting etc. will be provided. Trainin; Pro;ramC The training period will last for one year. %elected 5anagement Trainees will be confirmed at F..level 'odule 1C InductionC & three day induction period will be held for all trainees by the top 5anagement on the vision, mission and company policies. 'odule 2 C 5n t#e 4o. Trainin;C trainees will be given .. months of on the job training where they will undertake projects in their department of choice,specialization according to the responsibilities accorded to the grade. 21 Per$ormance 3-aluation and Placement <pon completion of the training period, all trainees will undergo a performance evaluation. Trainees will be re7uired to present a report of the projects they have undertaken to the +epartment )ead at the end of the training period. )* will schedule a performance interview for every management trainee. The panel for interview will consist of one cross G functional head, +epartment head and )* 5anager. The trainee will be assessed on the projects completed and a number of parameters listed in the KTrainee Evaluation $ormL. The !erformance Evaluation !anel will then either recommend a confirmation or separation as per the traineeIs performance. <pon receiving the evaluation and recommendation, )* will issue a confirmation letter to the trainee confirming him,her at F..-evel. The separation process will be initiated for trainees whose performance is not found to be satisfactory. Trainee %cheme %ummary Table Executive Trainees 5anagement Trainees Tra-el Executive trainees will be provided with fare from their nstitute, home to the company. 4onveyance expenses such as travel (Taxi# from the &irport, *ailway station to the place of posting etc will be paid. Accommodation 22 'utstation Trainees will be provided twin sharing &ccommodation for one month free of cost. &ny cost for further re7uirement will be deducted from the trainees stipend will be deducted from the traineeIs stipend. 31ecuti-e Trainees 'ana;ement Trainees Trainin; ,ro;ram The Training program for both trainees will last for one year The program has already been mentioned earlier in the recruitment process. Direct +irin; nternal +atabase6 n case of re7uirement of fresh graduates for any function like sales or recovery, )* will refer to the internal database of unsolicited resumes (drop in applications, walk ins etc.# Selection Process )* will short list candidates as per the pre determined criteria prescribed for the vacancy. &fter a !reliminary interview, the candidate will undergo a panel interview as per the panel composition in &ppendix . 'bservations will be recorded in the interview observation form. &om,ensation 8itmentC The compensation package will be as per the compensation grid. The same id decided by the 4ompensation 5anager, )* and then approved by the )* )ead. 5$$er 6etterC &n offer letter will be sent to selected candidates within one week of the interview. 5$$er Acce,tanceC 4andidates have to sign a duplicate copy of the letter as a token of their acceptance and send the same back within .2 days of the receipt of the letter. 23 6ateral Recruitment The different modes of recruitment available are +atabase )iring, nternet )iring, Employee *eferrals and &dvertisements. Data.ase +irin;C Dhen any recruitment re7uirement arises, the internal applicant database will be referred to. Eligible applicants will be selected by their 7ualifications, experience and training. )* will forward a copy of the candidates list to the re7uesting department along with the resumes of the five highest ranked candidates. 4andidates short G listed from this list will be called for an interview. 3m,loyee Re$erralsC )* will intimate the panel members of the interview schedule at least / days prior to the start of the first interview. !anel members will be provided in advance with a 4andidate &ssessment $older consisting of the candidateIs resume, career history and interview observation form. Tra-el Reim.ursementC Travel reimbursement will be done as per details in &ppendix . 'utstation candidates will be given 2 working dayIs notice and local candidates will be given 0 working dayIs notice to attend the interview at the given location. 'ffer -etter6 &n offer letter will be sent to selected candidates within H days of the panel interview. *egret letters to be sent to rejected candidates. 'nce offer has been made, intimation will be sent to !ersonnel &dministration with compensation, designation and fitment details. 24 Re$erence &#ec0sC %elected and offered candidates will be re7uired to furnish / ndustry G based references (one of whom the candidate has worked with for a minimum period of one year#. )* will conduct the reference check and record observations within .2 days of sending the offer letter. f the reference check is not satisfactory, offer will be revoked with immediate effect. *eferrals from the employees must be encouraged as they not only imply a lower recruitment cost as compared to advertisements or recruitment firm, but the reliability of candidates is also higher due to fact that they are coming through a known and trusted source (>+% %teel +ivision employees# )* will advertise the vacancy on the companyIs intranet. The advertisement will consist of the =ob !rofile, Employee !rofile, and -ast date of application and the name of contact person in )*. )* will send an acknowledgement to the referee. This will be done within / days of the application 25 T#e $ollo/in; sc#ematic descri.es t#e re$erral ,rocessC
%atisfied
26 Employee re$erral mail C, Recei"ed C, in database- !llot re$erence no. to C, creen $or eligibility election process Re$erence checks '(er Candidate /es 0o In$orm employee In$orm employee In$orm employee 'edia Ad-ertisement n case the number of vacancies is large, advertisements may be released based on recommendation of the )* head and an approval from the +irectors. The advertisement will adhere to the prescribed standards and will contain the following details6 ?rief !rofile of The 4ompany ?rief on =ob *esponsibilities Employee profile; &ge, experience, educational 7ualifications -ocations Email +,!ostal &ddress for receipt of *esumes Internet Recruitment 8irms nternet recruitment firms such as naukri.com and jobsahead.com can be used for any level of recruitment. )* head will be the final contact. Selection Process Initial Screenin; C )* will conduct an initial screening based on the details provided in the 4C, and also the pre determined criteria. )* will then establish a candidateIs list using set priorities when there is more than one 7ualified applicant interested in the same position. 27 Preliminary Inter-ie/ & preliminary interview with )* will be conducted prior to the panel interview. The preliminary interview may be conducted via telephone if it is a case of an outstation candidate. 8inal Inter-ie/ )* will intimate the candidate about interview time, date and venue for the final interview 28 29 6oyal em,loyees in any com,any create loyal customers9 /#o in turn create #a,,y s#are#olders) E Sir Ric#ard "ranson G#at is en;a;ementH t is a positive attitude held by the employee towards the organisation and its values. &n engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement, which re7uires a two;way relationship between employer and employee. 30 Employees are one of the most important assets, but are 4ompanies doing everything they can to maximize the potential of this assetM The best employee attitude studies explore all aspects of an employeeIs working life with an employer, covering not only what they do but also what employees think and feel about the organization. &n effectively implemented program of employee research can become one of the most powerful strategic tools in helping the company achieve its long;term corporate goals. To ensure the value of companyIs investment in employee research, )* managers have to fully understand the concerns, attitudes and motivations of their employees. The way it was.)))))in the past, jobs were considered desirable and sufficient candidates could be found to fill most critical jobs. 5oreover, once employed, workers would often spend their entire careers in the same job. n areas where there was turnover, new employees could be recruited easily. The way it is..... today there is a high demand for workers. The supply of 7ualified workers is limited and good workforce planning re7uires a twofold approach of aggressive recruitment and innovative retention strategies. *etention policies need to focus on elimination of unwanted turnover. 31 EMPLOYERS NEED TO DETERMINE WHO THEY SHOULD RETAIN AND HOW THEY CAN RETAIN THEM. Talented employees should be identified early and proactive steps should be taken to nurture and retain them. +evelopment of early tracking procedures for promising new hires. Tracking of reasons for 7uits, especially among the high potential workers. 'n;going employee attitude surveys to provide information for successful retention strategies and to predict turnover. Tracking voluntary turnover by department then focus efforts on the problem areas. !roviding incentives for people to remain with the organization ; these are not always financial. G#at Peo,le GantHHH K...!eople want to feel valued and valuable. They want to belong, to know that they, their work and their ideas matter. They want a diversity of challenges, and the ability to make decisions without excessive red tape. They want to feel connected to upper management, knowing they can share ideas with company decision makers.L 32 %here is no one strategy to ensure success$ul employee retention. 1enerally) a combination o$ $actors in2uences an employee&s decision to stay in a 3ob. %hose $actors may di(er $or an indi"idual depending on his or her age) $amily situation) the external 3ob market) or 3ob title. %here are some $actors) howe"er) which seem to impact most employees and $or which we $ound some e(ecti"e strategies worth sharing. RETENTION PRACTICES 1) Whie !ash "ay #et w$%&e%s i' the ($$%) !*t*%e wi &ee+ the" 4reate a kind of Kfeel good about workL culture for your employees. The staff members who stay with you the longest do so because they want to, not because they have to They will only stay if you create a positive work culture. -et staff know that you are pursuing a common purpose, which is mutually beneficial. Nour goal is to fre7uently let staff know that this is Kwhy need youL and this is Kwhy you are important.L ,) St$+ hi%i'# the w%$'# +e$+e ; 'ne place to plug the leak is to stop hiring the wrong people. & manager needs to understand what kind of person will be happy in a competitive work placeM t is someone who is dependable, deliberate, hates change, likes to follow repetitive processes and finishes the job at hand. 'r it could be someone who has a flair for accuracy, thrives in an environment which has procedures laid down and yet does not seek variety or change. )owever, the system breaks down when the 7ualified person is put into a position that does not 7uite fit who they are. nstead of job match, this results in job mismatch, which causes the job and individual to suffer, limiting the companyIs productivity. -) P%$.i(e #$$( i'!e'ti.es a'( %e!$#'iti$' The biggest motivation to the staff is recognition and every day pat instantly when ever they do good work goes along way. Dhenever sales happen, all the members stand and clap for achievement and at the end of the day each one will be appreciated for the good sales. & letter of appreciation for 7uality work, good dinner with the team members is always appreciated by the agents. 33 /) 0$$( %eati$'shi+ with s*+e%.is$%s 5any times, employees seek greener pastures because they are unhappy with their supervisors. The supervisors and trainers have an important role of giving feed back on both strengths and weaknesses, which will help them to do better. %ome staff do have initial problem of getting adjusted to the office jobs and procedures or they lack confidence. *einforcing the confidence that Kyou can doL is the responsibility of supervisors. t is true that staff re7uires money, but they always look for actions, which touches their mind and heart. -et:s be honest, bosses management styles have a huge impact on employee satisfaction. 1) C$a!hi'# a'( Ca%ee% Pathi'# 4oaching is employee development. Nour only cost is time. Time means you care. &nd remember your people don:t care how much you know... until they know how much you care. Dhenever the emphasis is on positive feedback, make sure to do this coaching in Opublic.O Dhenever you recognize and encourage people in Opublic,O it acts as a natural stimulant for others who are close enough to see or hear what:s taking place. Employees need to know what is potentially ahead for them, what opportunities there are for growth. This issue is a sometimes forgotten ingredient as to the importance it plays in the overall motivation of people. 34 SWOT ANALYSIS 35 St%e'#ths *ight products, 7uality and reliability. %uperior product performance vs. competitors. ?rand mage !roducts have re7uired accreditations. )igh degree of customer satisfaction. "ood place to work -ower response time with efficient and effective service. +edicated workforce aiming at making a long;term career in the field. Wea&'esses %ome gaps in range for certain sectors. Jot very popular in the international market +elivery;staff need training. 4ustomer service staff need training. !rocesses and systems, etc 5anagement cover insufficient. %ectoral growth is constrained by low unemployment levels and competition for staff O++$%t*'ities !rofit margins will be good. End;users respond to new ideas. 4ould extend to overseas broadly. Jew specialist applications. 4ould seek better supplier deals. $ast;track career development opportunities on an industry;wide basis. &n applied research centre to create opportunities for developing techni7ues to provide added;value services Th%eats -egislation could impact. Existing core business distribution risk. Culnerable to reactive attack by major competitors. -ack of infrastructure in rural areas could constrain investment. )igh volume,low cost market is intensely competitive. 36 SOURCES OF DATA C$e!ti$'2 +ata has been collected from sources like books, periodicals, journals, newspapers and the nternet. Primary DataC The primary data has been collected by raising a 7uestionaire at the - ( T with a sample size of 12 and /2. Dhile one 7uestionaire is based on the evaluation of *ecruitment procedure, the other one is based on the evaluation of retention policies of the company
Se!$'(a%y Data2 The secondary data has been collected from various books, magzines, journals, information brochures and internet web sites) always had great interest in the field of )uman *esources and it only grew with the age. -( T is a huge company with a great repute in the ndian Economy, and they do practice very sound )* procedures, %o think , had all the reasons in the world to make a project on -(T +etails of the External guide Jame of the "uide ,@ualification and +esignation &pproval letter from External guide 37 ( %ignatory note from guide stating that he,she would guide you # DATA ANALYSIS 38 &52&6*SI52S The general feeling among the employees is that - ( T has a well defined and clear recruitment policy. &52&6*SI52S The "eneral 4onsent &mong The Employees s That The !rinciple 'f *ight 5an 'n The *ight =ob s ?eing %trictly $ollowed. 39 &52&6*SI52S & good bmajority of the employees feel that the need for the manpower planning is being given due consideration. &52&6*SI52S & good majority of the employees are of the view that nternal promotion is the right source of recruitment and the same should be given the priority) 40 &52&6*SI52S 4ampus selection and the recruitment through advertisements are the two most popular methods of recruitment which are currently being employed the company &52&6*SI52S n the case of immediate re7uirement the company heavily relies on the internal recruitment method) 41 &52&6*SI52S The key parameters of performance evaluation are ;skills ;aptitude ;process knowledge andexperience 42 &52&6*SI52S !sychological testing has been voted as the best techni7ue to evaluate the employees capabilities and aptitude by most of the employees &52&6*SI52S 5ore than half of the people 7uestioned, admitted that they had to face in;depth interviews at the time of selection. 43 3UESTIONAIRE CO4ERIN0 RETENTION ASPECT 44 &52&6*SI52S 5ore than half of the employees admit that association with the company is for more than .A years,, while a good 0AB of the employees admitted to have left the company in less than 1 years ) &52&6*SI52S & large majority (9/B# of the employees expressed their satisfaction with the company. Dhich is a great morale victory on the paet of the management)) 45 &52&6*SI52S &lmost /,0rd of the employees expressed their dissatisfaction over the salary structure being offered currently. &52&6*SI52S The employees are enjoying good inter personal with the colleagues, subordinates and managers.
46 &52&6*SI52S The employees are actually divided over the working conditions of the company ) &52&6*SI52S 'nly 3/B of the employees actually believe that their career will flourish with the company) 47 &52&6*SI52S &lmost all the employees are confidenrt about their growth in the company) &52&6*SI52S & large majority of the employyees admitted that their achievements are recognised in the company and thus duly awarded by the company. 48 &52&6*SI52S 'nly half of the respondents were found to be happy about posiotions in the company.i.e the other half wants to be promoted. &52&6*SI52S &lmost 9AB of the employees believe that the company ensures the balance between their work and their personal lives through various policies and programs. 49 &52&6*SI52S & majority of the employees confided that there are ample opportunities and resources available for them to grow and excel in their respective fields) &52&6*SI52S & good HAB of the employees believe that there is free flow of communication among the supervisors and the subordinates, it is a healthy sign for any organisation) 50 FINDIN0S) RECOMMENDATIONS) AND CONCLUSION 51 ?etter salary packages should be offered and periodic salary reviews should be made by the management to keep pace with the changes in the corporate world. %alary and working condition should be brought best global standard %alary difference in same grade should not be more than .A to .2 percent 4lear and faster growth path should be planned to keep every one interested. =ob rotation should be practiced to keep the work environment interesting and untiring. !ain areas like getting an email id, reimbursements of mobile and other expenses are very time consuming and this should be eliminated to keep employees motivated 4hallenging assignment should be offered to the employees so as to avoid the job ;dullness ?etter performance appraisal procedures should be applied to assess the true worth of an employee. &n efficient employee should always be promoted and awarded accordingly. 5ediclaim benefit with cashless card scheme should be provided to the employees. ?alance between personal life and work through programs and policies should always be distinguished. ?etter communication within the organization should always be encouraged and enabled for a better working environment The working hours should be restricted to 9 hrs per day to keep the employees fresh and efficient. 52 Enhanced limit of mobile phones usage should be allowed. SELECTED 5I5LIO0RAPHY 53 !ersonnel management by >.C 5ishra, &ditya publishing house 5adras, .88/. 4))&?*& T.J, !rinclples ( practices of management, +hanpat *ai and co. (p# -td, +elhi, /AAA. !ractice of )uman *esource by +anny %hield. 5anuals from the organization. www.kdsgroup.com. www.-arsenToubro.com www.google.com www.yahoosearch.com 54 &AS3 ST*DY 55 56 SYNOPSIS OF THE PRO6ECT Sco,e o$ your t#esis /or0 The scope of my study begins with the study of history of - ( T and it further extends to various issues related to *ecruitment and %election procedures at - ( T. Recommendations t#e o.:ecti-e o$ my study is to ;;;;understand ;;;;and critically analyse the various aspects related to the *ecruitment and *etention procedures at - ( T . and make further suggestions for its betterment.