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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
Percen tage 68% 32% 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
Percen tage 47% 48% 5%
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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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.
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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
If no, please specify
___________________________________________________
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
If no, please specify
__________________________________________________
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
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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