COMPANY PROFILE

Coca-Cola, the corporation nourishing the global community with the worlds largest selling soft drink concentrates since 1886, returned to India in 1993 after a 16 year hiatus, giving a new thumb up to the Indian soft drink market. In the same year, the Company took over ownership of the nations top soft-drink brand and bottling network. Its no wonder our brands have assumed an iconic status in the minds of the worlds consumers. Coca Cola India has two operational channels. COBO- Company Owned Bottling Operations which generates 65% Revenue. FOBO- Franchise Owned Bottling Operations which generates 35% Revenue.

The Indian operations of Coca Cola comprises of 50 bottling operations, 25 owned by the Company, with another 25 being owned by franchisees. That apart, a network of 21 contract packers manufactures a range of products for the Company.

ABOUT COMPANY

WAVE BEVERAGES (P) LTD. is one of the renowned Franchisee Bottler of Coca Cola India, headquarter in Amritsar. We have been in the business since 1968. The company worked with Parle exports from 1968 to 1993 under the name of Amritsar Bottling Company. Then since 1993 it get associated with Coca Cola Company under the name of Amritsar Beverages Pvt Ltd. WBPL was incorporated in 2005 through joint venture between Amritsar Beverages and Chaddha Group. WBPL is an authorized bottler of TCCC and has adequate infrastructure to market and distribute the Beverages in various markets of its territory. WBPL is engaged in sale, distribution, marketing and supply of beverages including sparkling beverages, fruit based drinks prepared from beverage base and concentrate syrups under various trademarks such Maaza, Fanta, Coca-Cola, Thumps Up, Limca, Sprite, Kinley, and Minute Maid and any other trademark/s under which the beverages may be supplied from time to time. The Trademarks are owned by the parent company of WBPL, being The Coca-Cola Company, Atlanta, USA (TCCC). 2

Based on market requirements; the Beverages are distributed, marketed and sold by WBPL in returnable glass bottles, PET bottles, cartons, pouches, tin cans and/or dispensed through canisters, vending machines and other containers of various shapes and sizes. In addition to the intellectual property rights in the Trademarks, TCCC is the proprietary owner of the design and/ or patent rights in the containers in which the Beverages are served. Since 2005, WBPL has accomplished so many targets and has become one of the most respected franchises of coca cola. It has won many accolades for Parent company year after year. PLANT The Manufacturing facility is located at Jandiala Guru working under the name of Amritsar Crown Caps Pvt. The Total area of the Facility is 6.45 Acre. The Total capacities of Plant are: Non CSD RGB Juice Line: 240 BPM. CSD Sparkling RGB Line: 600 BPM. CSD PET Line: 450 BPM.

Total capacity: 1290 Bottles Per Minute. KEY PERSONS General Manager- CCI- Mr. Sanjeev Sharma Chairman- Mr. Ponty Chadha Managing Director - Mr. Gurdeep Singh Kandhari. General Manager, Sales- Mr. Vijay Sharma General Manager, Plant- Mr. Sanjiv Chopra KEY LOCATIONS: WBPL is operating in 11 districts of Punjab and Himachal Pradesh. 1. Amritsar 2. Gurdaspur 3. Bathinda 3

4. Kapurthala 5. Ferozpur 6. Chamba 7. Kangra 8. Tarantaran 9. Faridkot 10. Muktsar 11. Mansa VISION To be the no. 1 Franchise of TCCC by delivering best quality with excellent execution in the market. PLEDGE

OUR BRANDS

Coca- Cola touches the lives of millions of people each and everyday from special occasion to exceptional moments in everyday life. The brand has become very special part of peoples life And Wave Beverages (P) Ltd. is endeavoring to make it special for years to come.

MISSION AND VISION OF COMPANY

Our mission, vision and values outline who we are, what we seek to achieve, and how we want to achieve it. They provide a clear direction for our company and help ensure that we are all working towards the same goals.

OUR MISSION
Our mission declares our purpose as company. It serves as the standard against which we weigh our action and decisions. It is the foundation of our manifesto. a) To refresh the world in body, mind and spirit. b) To inspire moments of optimism through our brands and actions. c) To create value and make a difference everywhere we engage.

OUR VISION
Our vision guides every aspect of business by describing what we need to accomplish in order to continue achieving sustainable growth. a) PEOPLE: Being a great place to work where people are inspired to be the best they can be. b) PROFILE: Bringing to the world a portfolio of quality beverage brands that anticipate and satisfy peoples desire and needs. c) PARTNERS: Nurturing a winning network of customers and suppliers, together we create mutual, enduring value. d) PLANET: Being a responsible citizen that makes a difference by helping build and support sustainable communities. e) PROFIT: Maximizing long- term return to shareowners while being

mindful of our overall responsibilities. Coca cola is guided by shared values that both the employees as individuals and the company will live by the values being:
LEADERSHIP: The courage to shape a better future. PASSION: Committed in heart and mind. INTEGRITY: Be real. ACCOUNTABILITY: If it is to be, its up to me. COLLABRATION: Leverage collative genius. INNOVATION: Seek, imagine, create and delight.

INTRODUCTION The human resources are the most important assets of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the organization in mind. Recruitment is distinct from Employment and Selection. Once the required number and kind of human resources are determined, the management has to find the places where the required human resources re/will is available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term Recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These are not the same either. Technically speaking, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted (i.e., recruited).Formal definition of recruitment would give clear cut idea about the function of recruitment.

DEFINITION OF RECRUITMENT Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employee effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flipped defined recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Recruitment is a linking functionjoining together those with jobs to fill and those seeking jobs. It is a joining process in that it tries to bring together job seekers and employer with a view to encourage the former to apply for a job with the latter .In order to attract people for the jobs, the organization must communicate the position in such a way that job seekers respond. To be cost effective, the recruitment process should attract qualified applicants and provide enough information for unqualified persons to self-select themselves out. Thus, the recruitment process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.

PURPOSES AND IMPORTANCE The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes are to: Determine the present and future requirements of the organization in conjunction with its personnel-planning and job-analysis activities. Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the number of visibly, under qualified or overqualified job applicants. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. Begin identifying and preparing potential job applicants who will be appropriate candidates. Induct outsiders with a new perspective to lead the company. Infuse fresh blood at all levels of the organization. Develop an organizational culture that attracts competent people to the company. Search or head hunt/head pouch people whose skills fit the companys values. Devise methodologies for assessing psychological traits. Search for talent globally and not just within the company. Design entry pay that competes on quality but not on quantum. Anticipate and find people for positions that do not exist yet Increase organizational and individual effectiveness in the short termed long term. Evaluate the effectiveness of various recruiting techniques and sources for all types of job 10

applicants. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decide whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high-quality applicants, whereas, a haphazard and piecemeal effort will result in mediocre ones. High-quality employees cannot be selected when better candidates do not know of job openings, are not interested in working for the company and do not apply. The recruitment process should inform qualified individuals about employment opportunities, create a positive image of the company, provide enough information about the jobs so that applicants can make comparisons with their qualifications and interests, and generate enthusiasm among the best candidates so that they will apply for the vacant positions. The negative consequences of a poor recruitment process speak volumes about its role in an organization. The failure to generate an adequate number of reasonably qualified applicants can prove costly in several ways. It can greatly complicate the selection process and may result in lowering of selection standards. The poor quality of selection means extra cost on training and supervision. Furthermore, when recruitment fails to meet the organizational needs for talent, a typical response is to raise entry-level pay scales. This can distort traditional wage and salary relationships in the organization, resulting in avoidable consequences. Thus, the effectiveness of a recruitment process can play a major role in determining the resources that must be expended on other HR activities and their ultimate success. SUB-SYSTEMS OF RECRUITMENT The recruitment process consists of the following four sub-functions: Finding out and developing the sources where the required number and kind of employees will be available. Developing suitable techniques to attract the desirable candidates Employing the techniques to attract candidates. Stimulating as many candidates as possible and asking them to apply for jobs irrespective 11

of the number of candidates require. Employing the techniques to attract candidates. Stimulating as many candidates as possible and asking them to apply for jobs irrespective of the number of candidates required. Management has to attract more candidates in order to increase the selection ratio so that the most suitable candidate can be selected out of the total candidates available. Recruitment is positive as it aims at increasing the number of applicants and selection is somewhat negative as it selects the suitable candidates in which process; the unsuitable candidates are automatically eliminated. Though, the function of recruitment seems to be easy, a number of factors make performance of recruitment a complex one.

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RECRUITMENT PROCESS IN WAVE BREAVEGES:

ADVERTS & REGISTRATION

OFFER

APPLICATION

REFERENCE

RECRUITMENT PROCESS

SHORT LIST

2ND INTERVIEW
PSYCHOMETRIC TESTING

FIRST INTERVIEW

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a)

ADVERTS AND REGISTRATION:

As a rule you come to us in one of two ways. The first is when you see us advertising for a role that you think is a bit of you. You like what you see, follow the prompts and find yourself looking at a registration form.

b)

APPLICATION:

so you've seen your dream job or something like it and you've decided to take the plunge and apply. Fantastic Fill in the details and you'll be attached to the job. Make a note of the close date on the advert. This will give you an idea of when you can expect a response from us. We try to screen all applicants within a couple of days of the role closing. Depending on the role it might take a bit longer (we can get up to 500 applicants for a role!) but you should know where you stand by about 4 days after the job closes. From here you will get an email outlining whether you are through the first round of screening or not. Don't worry if it doesn't go well the first time around, some people take five or six applications before the right role comes up and they get into wave beverages. Remember, we advertise all of our roles internally as well so you will generally be up against people already working for us.

c)

SHORT LIST:

Youve made the shortlist! Hurrah! What does this mean? Good question. Basically what this means is that you have been selected from all of the initial applicants as someone that might just have what we are looking for. Generally, shortlists have about 8-10 candidates. These are the folk that we (the recruitment team) want to put in front of the hiring manager because they match some or all of the criteria we need for that particular role. From here the list is cut in half and we approach or top 3-5 candidates to get them in for an interview.

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d) FIRST INTERVIEW:
First Interview Nervous? You shouldn't be, we're nice people. The first interview will generally look at a few aspects. First, we'll touch on what you know about us, and then we'll discuss the role you are applying for. After this we'll briefly go through your CV with you and follow that up with more detailed questions around the competencies required for that specific role. These competencies could be things like Coaching, Building Trust, Sales Disposition or Adaptability depending on the role you have applied for. The interview itself should take approximately 45-60 minutes and will likely be conducted by the hiring manager and a member of the recruitment team. e) PSYCHOMETRIC TESTNG: If you get through the interview the chances are that we are going to ask you to undertake some psychometric testing. Don't worry it's not as onerous as it sounds, there are no couches involved and we don't think you are crazy. All this is an opportunity for us to understand how you think, what sort of team member, leader, sales person you might be. How you interact with others, handle pressure etc. As with all of these stages they are just a piece of the puzzle. These will be sent out via email and the results will come directly to the recruitment team.

f) 2ND INTERVIEW:
Next step 2nd interviews, don't worry, not far to go now. These will vary from role to role but often hiring managers will use these to give you a good look at the role, the team and the environment etc. This is also an opportunity to meet the next level of management. Depending on the role you have applied for you might need to run through a scenario, do some job shadowing or present to an audience. Your recruiter will take you through all of the detail well ahead of the interview to make sure you feel prepared and ready to do your best. This is also the stage that you will need to return all of your completed application forms including health and safety declarations and Ministry of Justice forms..

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g) REFERENCE: This is the bit where we have narrowed things down to one or two candidates for the role and we need to discuss your employment history with a past or present manager. Nothing to worry about, we just want to confirm a few things about the way you work. Ideally we need to talk to your current manager but we understand that you might not want to advise them at this stage of your plans to move on. We always look to complete two references so if you want we can leave your current one until we are pretty sure you're the one that we want. You're going to need to tell them at some point, they'll notice if you're not there

h) OFFER:
Congratulations! Looks like you've got the job or at least we'd like to offer one to you. At offer stage you'll be contacted by either the recruiter or the hiring manager to discuss the terms your employment. You'll discuss salary, benefits, start date, all the things you need to clear up before you start in your new role. Once you've accepted, your details will be sent through to our People and Performance team to generate your contract and kick off the HR relationship that'll continue throughout your time with wave beverages.

FACTORS AFFECTING RECRUITMENT

The following are the two important factors affecting Recruitment:-

1) INTERNAL FACTORS
A) Recruiting policy B) Temporary and part-time employees C) Recruitment of local citizens D) Engagement of the company in HRP E) Companys size 16

F) Cost of recruitment G) Companys growth and expansion

2) EXTERNAL FACTORS
A) Supply and Demand factors B) Unemployment Rate C) Labor-market conditions D) Political and legal considerations E) Social factors F) Economic factors G) Technological factors

INDUCEMENTS
Organizational inducements are all the positive features and benefits offered by an organization that serves to attract job applicants to the organization. Three inducements need specific mention here, they are:1) Compensation: Starting salaries, frequency of pay increases, incentives and fringe benefits can all serve as inducements to potential employees. 2) Career Opportunities: These help the present employees to grow personally and professionally and also attract good people to the organization. The feeling that the company takes care of employee career aspirations serves as a powerful inducements to potential employees.

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3) Image or Reputation: Factors that affect an organizations reputation include its general treatment of employees, the nature and quality of its products and services and its participation in worthwhile social endeavors.

CASE EXAMPLE (inducements): INFOSYS: The Software Powerhouse

Infosys Technologies Limited (ITL), one of the countrys best known software exporting house, treats its employees as partners and co-owners. It provides them challenging assignments, allows flexible working hours, rewards them solely on the basis of performance and conducts regular training programmers to upgrade their skills. It has an Employee Stock Option Plan (ESOP) to share its wealth with employees on the basis of their performance. Even lower level employees are proud owners of the prized stock worth 25 to 40 lakh rupees, according to Narayan Murthy, the CEO of ITL. Apart from increasing shareholder value, ESOP has greatly enhanced the image of the company in the information technology industry where employee attrition rates are very high. It is small wonder companies like Procter & Gamble, Johnson & Johnson, Citibank have reposed their faith in SOP as a way of attracting and retaining talent in a highly competitive environment.

CONSTRAINTS
If a firm has a poor image in the market, many of the prospective candidates may not even apply for vacancies advertised by the firm. If the job is not attractive, qualified people may not even apply. Any job that is viewed as boring, hazardous, anxiety producing, low-paying, or lacking in promotion potential seldom will attract a qualified pool of applicants. Recruiting efforts require money. Sometimes because of limited resources, organizations may not like to carry on the recruiting efforts for long periods of time, this can, ultimately, constrain a recruiters effort to attract the best person for the job. Government policies often come in the way of recruiting people as per the rules of the company or on the basis of merit/seniority, etc. For example, reservations to specific groups (such as scheduled castes, scheduled tribes, backward castes, physically handicapped and disabled persons, ex-servicemen, etc.) have to be observed as per constitutional provisions while filling up vacancies in government corporations, departmental 18

undertakings, local bodies, quasi-government organizations, etc.

CORPORATE MISSION, OBJECTIVES, STRATEGIESAND TACTICS (MOST) Corporations have started linking their Mission, Objectives, Strategies and Tactics (MOST) to the functions of recruitment and selection. The economic liberalizations and consequent competition through quality and services necessitated the companies to search for and attract competent human resources. Corporations focusing on new business development will have to seek entrepreneurial abilities, companies planning to withdraw from diversifications must look for pragmatists and companies chasing growth alliances should employ people comfortable in different cultural backgrounds. Above all, companies must hire for the future, anticipating jobs that may not be in existence yet. Recruitment managers must focus for attitudes and approaches that fit the corporate goals and culture. 19

RECRUITMENT POLICY
Recruitment policy of any organization is derived from the personnel policy of the same organization. In other words the former is a part of the latter. However, recruitment policy by itself should take into consideration the governments reservation policy, policy regarding sons of soil, etc., personnel policies of other organizations regarding merit, internal sources, social responsibility in absorbing minority sections, women, etc. Recruitment policy should commit itself to the organizations personnel policy like enriching the organizations human resources or servicing the community by absorbing the retrenched or laid-off employees or casual/temporary employees or dependents of present/former employees etc. The following factors should be taken into consideration in formulating recruitment policy. They are:a. Government policies b. Personnel policies of other competing organizations c. Organizations personnel policies d. Recruitment sources e. Recruitment needs f. Recruitment cost g. Selection criteria and preference

RECRUITMENT- Matching the of the organization & applicants 20

IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES

Recruitment policies are mostly drawn from personnel policies of the organization. According to Dale Yoder and Paul D. Stendhal, general personnel policies provide a wide variety of guidelines to be spelt out in recruitment policy. After formulation of the recruitment policies, the management has to decide whether to centralize or decentralize the recruitment function.

CENTRALISED V/s DECENTRALISED RECRUITMENT

Recruitment practices vary from one organization to another. Some organizations like commercial banks resort to centralized recruitment while some organizations like the Indian Railway resort to decentralized recruitment practices. Personnel department at the central office performs all the functions of recruitment in case of centralized recruitment and personnel Departments at unit level/zonal level perform all the functions of recruitment concerning to the jobs of the respective unit or zone.

MERITS OF CENTRALISED RECRUITMENT

1) Average cost of recruitment per candidate/unit should be relatively less due to economies of scale. 2) It would have more expertise available to it. 3) It can ensure broad uniformity among human resources of various units/zones in respect of education, skill, knowledge, talent, etc. 4) It would generally be above malpractices, abuse of powers, favoritism, bias, etc. 5) It would facilitate interchangeability of staff among various units/zones. 6) It enables the line managers of various units and zones to concentration their operational activities by relieving them from the recruiting functions. 7) It enables the organization to have centralized selection procedure, promotional and transfer procedure, etc.

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8) It ensures the most effective and suitable placement to candidates. 9) It enables centralized training programmers which further brings uniformity and minimizes average cost of staff.

MERITS OF DECENTRALISED RECRUITMENT

1) The unit concerned concentrates only on those sources/places wherein normally gets the suitable candidates. As such the cost of recruitment would be relatively less. 2) The unit gets most suitable candidates as it is well aware of the requirements of the job regarding culture, traditional, family background aspects, local factors, social factors, etc. 3) Units can recruit candidates as and when they are required without any delay. 4) The units would enjoy freedom in finding out, developing the sources, in selecting and employing the techniques to stimulate the candidates. 5) The unit would relatively enjoy advantage about the availability of information, control and feedback and various functions/processes of recruitment. Departments at unit level/zonal level perform all the functions of recruitment concerning to the jobs of the respective unit or zone.

SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two categories: internal sources and external sources. Both have their own merits and demerits. Lets examine these. Internal Sources:-Persons who are already working in an organization constitute the internal sources. Retrenched employees, retired employees, dependents of deceased employees may also constitute the internal sources. Whenever any vacancy arises, someone from within the organization is upgraded, transferred, promoted or even demoted. External Sources External sources lie outside an organization. Here the organization can have the services of : (a) Employees working in other organizations. 22

(b)Jobs aspirants registered with employment exchanges. (c) Students from reputed educational institutions. (d) Candidates referred by unions, friends, relatives and existing employees. (e) Candidates forwarded by search firms and contractors. (f) Candidates responding to the advertisements, issued by the organization. (g) Unsolicited applications/ walk-ins.

Merits and Demerits of Recruiting people from Within Merits Demerits

MERITS 1) ECONOMICAL: No expenses are 1) candidates is minimal advertising. DEMERITS

LIMITED

CHOICE:

The

incurred on The cost of recruiting internal organization is forced to select candidates from a limited pool. It may have to sacrifice quality and settle down for less qualified candidates.

2) SUITABLE: The organization can 2) INBREEDING: It discourages entry for pick the right candidates having the talented people, available outside an requisite skills. The candidate can choose a organization. Existing employees may fail to right vacancy where their talents can be behave in innovative ways & inject necessary fully utilized. dynamism to enterprise activities.

3) RELIABLE: The organization has 3) INEFFIENCY: Promotion base upon knowledge about suitability of candidate length of services rather than merit may prove for a position known devils are better than to be a blessing for inefficient candidate they unknown angle 4) do not work hard & prove their worth. A policy of 4) 23

SATISFYING:

BONE

TO

CONTENTION:

preferring people from with in offers Recruitment

from

within

may

lead

to

regular promotional avenues for employing infighting among employees aspiring from .it motivate them to work hard and earn higher level positions in an organization. As promotion. They will work with loyalty year role by the race for premium position commitment and enthusiasm. may end up in a better way.

MERITS & DEMERIT OF RECRUITING CANDIDATES FROM OUTSIDE AN ORGANISATION MAY BE STATED THUS. MERIT & DEMERIT OF EXTERNAL SOURCE OF RECRUITMENT
MERIT DEMERIT

1) WIDE CHOICE: The organization has 1) EXPENSES: Hiring cost could go up the freedom to select candidates from a substantially tapping multifarious sources of large pool. person with requisite recruitment is not an easy task either. qualification could be picked up 2) INFECTION OF FRESH BLOOD: 2) TIME CONSUMING: It takes time to People with special skills & knowledge advertise, screen to test & to select suitable could be hiring to stir up the existing employee where suitable ones are not employees and pave the way for innovative available the process has to be related. way of working. 3) MOTIVATIONAL FACE : It help in 3) DE-MOTIVATION: Existing motivating internal employees to work hard & complete with external candidate while seeking career growth such a competitive atmosphere would an employee to work to the best of his abilities. employees who have put in considerable service may resist the process of filling up vacancies from outside. The feeling that their services have not been recognized by the organizational forces then to work with less enthusiasms and motivation

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4) LONG TERM BENEFITS: Talented 4) UNCERTAINITY: There is no guarantee people could join the ranks, new ideas could that the organization ultimately will be able find meaningful expression, a completive to hire the service of suitable candidates. It atmosphere would compel people to give may end up hiring some one who does not fit out their best & earn rewards etc. & who may not able to adjust in the new set up.

SELECTION INTRODUCTION
The size of labor market, the image of the company, the place of positing, the nature of job, the compensation package and a host of other factors influence the manner of aspirants are likely to respond. To the recruiting efforts of the company. Through the process of recruitment the company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection.

Definition
To select mean to choose in the process of individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates.

Purpose
The purpose of selection is to pick up the most suitable candidate who would meet the requirements of job in an organization best, to find out which job applicant will be successful, if hired. To meet this goal, the company obtains and assesses information about the applicants in team of age, qualification, skills, experiences, etc. the need of the job are matched with the profile of candidates. The most suitable person is then picked up after eliminating the unsuitable applicants through successive stage of selection process. How well an employee is matched to a job is very important because it is directly affects the amount and quality of employees work. Any mismatched in this regard can cost an organization a great deal of money, time and trouble, 25

especially, in terms of training and operating cost. In course of time, the employee may find the job distasteful and leave in frustration. He may even circulate hot news and juicy bits of negative information about the company, causing incalculable harm to the company in the long run. Effective election, therefore, demands constant monitoring of the fit between people the job

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SELECTION PROCESS IN WAVE BRAVEAGES

The selection process will vary depending on the position on the youre applying for, as one process cant fit all the different roles we are here at CCE. However, in most cases a combination of any of the following tools will be used: 1. Interview 2. Group exercises 3. Presentation 4. Psychometric tests 5. Role playing/situational exercises

Role plays

INTERVIEW

Psychometric Tests

GROUP EXERCISE

Presentation

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1) INTERVIEW:
The interview is designed to removal more about you and your experiences. Well ask for examples of how you behaved in different situations, may be at school, university, a club, at home or in previous jobs. This is not designed to catch you out and our interview will never try and trick you into an answer. Be honest, be yourself and it should be an enjoyable experience. Also dont forget that this is your chance to find out more about us it to understand the nature of role and to make sure it really is what you are looking for.

2) GROUP EXERSISES:
Were very much a team at CCE so these will show us how effectively you work with people. Theyre a good opportunity for us to see how you communicate, influence and involve other people in the work place.

3) PRESENTATION:
A presentation gives you the chance to show your ability to communicate to a group of people on a specific topic. You may be given a topic. You may given a topic in advance or on the day, but dont worry youll have plenty of time to prepare.

4) PSYCHOMETRIC TESTS:
Psychometric tests are timed exercises that examine your abilities and potential. On occasions, we may also more specific things about you. If youre asked to complete a psychometric test, well send you information and advice in advance on how to prepare.

5) ROLE PLAYS/SITUATIONAL EXERSISES:

Designed to assess how you react in certain situation, these help to highlight particular skills and well youre suited for a position. You may be given facts and figures to review, or a report to complete; we may also have an assessor acting as a customer or employee to stimulate a situation that could occur in the work place. Dont worry, youll be given a brief and ample time to prepare.

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THE PROCESS
Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the applicant proceeds to the next one. The time and emphasis place on each step will definitely vary from one organization to another and indeed, from job to job within the same organization. The sequence of steps may also vary from job to job and organization organization. For

example some organizations may give more importance to testing while others give more emphasis to interviews and reference checks. Similarly a single brief selection interview might be enough for applicants for lower level positions, while applicants for managerial jobs might be interviewed by a number of people.

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Steps in selecting process

1) Reception
A company is known by the people it employs. In order to attract people with talents, skills and experience a company has to create a favorable impression on the applicants right from the stage of reception. Whoever meets the applicant initially should be tactful and able to extend help in a friendly and courteous way. Employment possibilities must be presented honestly and clearly. If no jobs are available at that point of time, the applicant may be asked to call back the personnel department after sometime.

2) Screening Interview
A preliminary interview is generally planned by large organization to cut the cost of selection by allowing only eligible candidates to go through the further stage in selection. A junior executive from the personnel department may elicit responses from the applicants on important items determining the suitability of an applicant for a job such as age, education, experience, pay expectations, aptitude, location; choice etc. this courtesy interview as it is often called helps the department screen out obvious misfit. If the department finds the candidate suitable, a prescribed application form is given to the applicants to fill and submit.

3) Application Blank
Application blank or form is one of the most common methods used to collect information on the various aspects of the applicants academic, social, demographic, work related background and references. It is a brief history sheet of employees background, usually containing the following things: a. Personal data (address, sex, telephone number) b. c. Marital data Educational data

d. Employment Experience e. Extra-curricular activities f. References and Recommendations

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Usefulness of Application Blank or Form

Application blank is highly useful selection tool, in that way it serves three important purposes: 1) It introduces the candidate to the company in a formal way. 2) It helps the company to have a cross-comparison of the applicants; the company can screen and reject candidates if they fail to meet the eligibility criteria at this stage itself. 3) It can serve as a basis to initiate a dialogue in the interview.

4) Selection Testing
In this section let examine the selections test or the employment test that attempts to asses intelligence, abilities, personality trait, performance simulation tests including work sampling and the tests administered at assessment centers followed by discussion about the polygraph test, graphology and integrity test. a test is a standardized, objective measure of a persons behavior, performance or attitude. It is standardized because the way the tests is carried out, the environment in which the test is administered and the way the individual scores are calculated are uniformly applied. It is objective in that it tries to measure individual differences in a scientific way giving very little room for individual bias and interpretation. Over the years employment test have not only gained importance but also a certain amount of inevitability in employment decisions, since they try to objectively determine how well an applicant meets the job requirement, most companies do not hesitate to invest their time and money in selection testing in a big way.

Some of the commonly used employment tests are:

1) Intelligence tests 2) Aptitude tests 3) Personality tests 4) Achievement tests 5) Miscellaneous tests such as graphology, polygraph and honesty tests.

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1)

Intelligence Tests: These are mental ability test. They measure the incumbents
learning ability and the ability to understand instructions and make judgments. The basic objective of such is to pick up employee who is alert and quick at learning things so that can be offered adequate training to improve their skill for the benefit of the organization .these tests measure several abilities such as memory, vocabulary, verbal fluency, numerical ability, perception etc. e.g. Standford-binet test, Benet Simon test, the Wechsler adult intelligence scale are example of standard intelligence test.

2)

Aptitude Test: Aptitude test measure an individuals potential to learn certain skillsclerical, mechanical, mathematical, etc. These tests indicate whether or not an individual has the capabilities to learn a given job quickly and efficiently. In order to recruit efficient office staff, aptitude tests are necessary. An aptitude tests is always administered in combination with other tests like intelligence and personality tests as it does not measure on-the-job-motivation

3)

Personality Test: Of all test required for selection the personality tests have generated a lot of heat and controversy. The definition of personality, methods of measuring personality factors and the relationship between personality factors and actual job criteria has been the subject of much discussion. Researchers have also questioned whether applicants answer all the items truthfully or whether they try to respond in a socially desirable manner. Regardless of these objections, many people still consider personality as an important component of job success.

4)

Achievement Tests: These are designed to measure what the applicant can do on the
job currently, i.e., whether the tested actually knows what he or she claims to know. A typing test tests shows the typing proficiency, a short hand tests measures the tested ability to take dictation and transcribe, etc. Such proficiency tests are also known as work sampling test. Work sampling is a selection tests wherein the job applicants ability to do a small portion of the job is tested. These tests are of two types; Motor, involving physical manipulations of things(e.g., trade tests for carpenters, electricians, plumbers) or Verbal, involving problem situation that are primarily language-oriented or peopleoriented(e.g., situational tests for supervisory jobs).Since work samples are miniature replicas of the actual job requirements, they are difficult to fake. They offer concrete 32

evidence of the proficiency of an applicant as against his ability to the job. However, work sample tests are not cost-effective and every candidate has to be tested individually. It is not easy to develop work samples for each job. Moreover, it is not applicable to all levels of the organization 5) Simulation Tests: Simulation exercise is a tests which duplicate many of the activities and problems an employee faces while at work. Such exercises are commonly used while hiring managers at various levels in an organization. To asses the potential of a candidate for managerial positions assessment centers are commonly used. 6) Assessment Centre: An assessment centre is an extended work sample. It uses procedures that incorporate group and individual exercises. These exercises are designed to stimulate the type of work which the candidate will be expected to do. Initially a small batch of applicants comes to the assessment centre (a separate room). Their performance in the situational exercise is observed and evaluated by a team of 6-8 assessors. The assessors judgment on each exercise is complied and combined to have a summary rating for each candidate being assessed.

Difference between Work Sample method and Assessment Centre

WORK SAMPLE Suitable for routine, repetitive jobs with visible outcomes ASSESSMENT CENTER Suitable outcomes observable Takes a few minutes to test the applicant Evaluated by one supervisor Takes days to conduct various for managerial are not jobs, the behaviorally

exercises Evaluated observers by a team of trained

Can be done on location where the applicant performs a small segment of the job

Requires a separate facility. The centers are conducted for a variety of task segments (that may not be the real job) that may be included in the real job 33

 Usually completed on one applicant at a time

Usually

performed

on

groups

of

applicants at the same time

Evaluation of Assessment Centre Technique:

The assessment centre technique has a number of advantages. The flexibility of form and content, the use of variety of techniques, standardized way of interpreting behavior and pooled assessor judgments accounts for its acceptance as a valuable selection tool for managerial jobs. It is praised for content validity and wide acceptance in corporate circles. By providing a realistic job preview, the techniques helps an candidate make an appropriate career choice. The performance ratings are more objective in nature and could be used for promotions and career development decisions readily. However, the method is expensive to design and administer. Blind Acceptance of assessment data without considering other information on candidates (past and current performance) is always not advisable. 7) Graphology Test: Graphology involves using a trained evaluator to examine the lines, loops, hooks, stokes, curves and flourishes in a persons handwriting to assess the persons personality and emotional make-up. The recruiting company, may, for example, ask the applicants to complete the application forms and write about why they want a job. These samples may be finally sent to graphologist for analysis and the result may be put use while selecting a person. The use of graphology, however, is dependent on the training and expertise of the person doing the analysis. In the actual practice, questions of validity and just plain skepticism have limited in use. 8) Polygraph (Lie-Detector) tests: the polygraph records physical changes in the body as the tests subject answers a series of questions. It records fluctuations in respiration, blood pressure and perspiration on a moving roll of graph paper. The polygraph operator forms a judgment as to whether the subjects response was truthful or deceptive by examining the biological movements recorded on the paper. Critic, however, questions the appropriateness of the polygraphs in establishing the truth about an applicants behavior. The fact is that the polygraph records the 34

biological reaction in response to stress and does not record lying or even conditions necessarily accompanying lying. Is it possible to prove that the responses recorded by the polygraph occur only because a lie has been told? What about those situations in which a person lies without guilt (pathological liar) or lies believing the responses to be true? The fact of the matter is that polygraphs are neither reliable nor valid. Since they invade the privacy of those tested, many applicants vehemently oppose the use of polygraph as a selection tool. 9) Integrity Test: These are designed to measure employees honestly to predict those who are more likely to steal from an employer or otherwise act in a manner unacceptable to the organization. The applicants who take these tests are expected to answer several yes or no type questions such as:

35

Typical Integrity Questions Yes -No

TYPICAL INTEGRATED QUESTION: 1) Have you ever told a lie? yes No

2) Do you report to your boss if you know of another employee stealing from the store?

3) Do you carry office stationary back to your home for occasional use?

4) Do you mark attendance for your colleagues also?

Often these tests contain questions that repeat themselves in some way and the evaluator then examines the consistency in responses. Companies that have used integrity tests have reported success in tracking employees who indulge in theft. However, these tests ultimately suffer from the same weakness as polygraph and graphology test. Tests as Selection Tool: Test are useful selection devices in that they UN over qualifications and talents that cant be detected otherwise. They can be used to predict how well one would perform if one is hired, why one behaves the way one does, what situational factors influence employee productivity, etc. Tests also provide unbiased information that can be put to scientific and statistical analysis. However; tests suffer from sizeable errors of estimate. Most psychological tests also have one common weakness, that is, we cant use scales which have a know zero point and equal intervals. An intelligence test, for example starts at an arbitrary point, where a person may not be able to answer question properly. This does not mean that the person is totally lacking in intelligence. 36

Likewise, a person who is able to answer all the 10questions correctly cannot be called twice as intelligent as the one who was able to answer only 5. If the test has commenced at some other point, where there easier questions, their score might have been different. Test also fails to elicit truthful responses from testers. To compound the problem further, test results are interpreted in a subjective was by testers and unless these testers do their homework well, the results may not be reliable.

Standards for Selection Tests

To be useful as predictive and diagnostic selection tools, test must satisfy certain basic requirements: Reliability: Test scores should not vary widely under repeated conditions. If a test is administered to the same individual repeatedly, he should get approximately identical score. Reliability is the confidence that an indicator will measure the same thing every time. Validity: Validity is the extent to which an instrument measures what it intends to measure. In a typing test validity measures a typists speed and accuracy. To determine whether it really measures the speed and accuracy of a typist is to demonstrate its validity. The question if determining the validity of a selection test, thus, has lotto does with later performance on the job. Qualified People: Test require a high level of professional skills in their administration and interpretation. Professional technicians are needed for skilled judgmental interpretations of test scores. Preparation: A test should be well prepared. It should be easy to understand and simple to administer. Suitability: a test must fit the nature of the group on which it is applied. A written test comprising difficult words would be fruitless when it is administered on less educated workers.

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 Usefulness: Exclusive reliance on any single test should be avoided, since the results in such a case are likely to be criticized. To be useful, it is always better to use a battery of test. Standardization: Norms for finalizing test scores should be established. There must be prescribed methods and procedures for administering the test and for scoring or interpreting it.

Selection Practices: The following throws light on how the global giants use selection
testing as a basis for picking up the right candidates to fill up the vacancies arising internally: 1. Siemens India: It uses extensive psychometric instruments to evaluate short-listed candidates. The company uses occupational personality questionnaire to understand the candidates personal attributes and occupational testing to measure competencies. 2. LG Electronics India: LG Electronics uses 3 psychometric tests to measure a persons ability as a team player, to check personality types and to find a persons responsiveness and assertiveness. 3. Arthur Anderson: While evaluating candidates, the company conducts critical behavior interviewing which evaluates the suitability of the candidate for the position, largely based on his past experience and credentials 4. PepsiCo India: The Company uses India as a global recruitment resource. To select professionals for global careers with it, the company uses a competency- based interviewing technique that looks at the candidates abilities in terms of strategizing, lateral thinking, problem solving, managing the environment. This part, Pepsi insists that to succeed in a global posting; these individuals possess strong functional knowledge and come from a cosmopolitan background. Source: Business Today, April 7-21 2004, pg 129.

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5) Selection Interview:
Interview is the oral examination of candidates for employment. This is the most essential step in the selection process. In this step the interviewer matches the information obtained about the candidates through various means to the job requirements and to the information obtained through his own observations during the interview. Interview gives the recruiter an opportunity To size up the candidate personally. To ask question that are not covered in the tests. To make judgments on candidates enthusiasm and intelligence. To assess subjective aspects of the candidate facial expressions, appearance, nervousness and so forth. To give facts to the candidates regarding the company, its policies, etc. and promote goodwill towards the company.

Types of interviews:
Several types of interviews are commonly used depending on the nature and importance of the position to be filled within an organization. In a

1) NON-DIRECTIVE INTERVIEW
The recruiter asks questions as they come to mind. There is no specific format to be followed.

2) PATTERNED INTERVIEW
The employer follows a pre-determined sequence of questions. Here the interviewee is given a special form containing questions regarding his technical competence, personality traits, attitudes, motivation, etching a

3) STRUCTURED OR SITUATIONAL INTERVIEW

There are fixed job related questions that are presented to each applicant. In a

4) PANEL INTERVIEW
Several interviewers question and seek answers from one applicant. The panel members can ask new and incisive questions based on their expertise and experience and elicit deeper and more meaningful expertise from candidates. Interviews can also be designed to create a difficult environment where the applicants confidence level and the ability to stand erect in difficult situations are put to test. These are referred to as the 39

5) STRESS INTERVIEW
This is basically an interview in which the applicant is made uncomfortable by a series of, often, rude, annoying or embarrassing questions .In the final category, there is the

6) APPRAISAL INTERVIEW
Where superior and subordinate sit together after the performance appraisal to discuss the subordinates rating and possible remedial actions.

Steps in interview process:

Interview is an art. It demands a positive frame of mind on part of the interviewers. Interviewers must be treated properly so as to leave a good impression about the company in their minds. HR experts have identified certain steps to be followed while conducting interviews:

PREPARATION:
Establishing the objective of the interview Receiving the candidates application and rsum Keeping tests score ready, along with interview assessment forms Selecting the interview method to be followed Choosing the panel of experts who would interview the candidates Identifying proper room for environment

RECEPTION:
The candidate should be properly received and led into the interview room. Start the interview on time.

INFORMATION EXCHANGE:
State the purpose of the interview, how the qualifications are going to be matched with skills needed to handle the job. Begin with open ended questions where the candidate gets enough freedom to express himself. Focus on the applicants education, training, work experience, etc. Find unexplained gaps in applicants past work or college record and elicit facts that are not mentioned in the resume.

EVALUATION:
Evaluation is done on basis of answers and justification given by the applicant in the interview.

6) PHYSICAL EXAMINATION:
After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is often contingent upon the candidate being declared fit after the physical examination. Medical examination: Certain jobs require physical qualities like clear 40

vision, perfect hearing, unusual stamina, tolerance of hard working conditions, clear tone, etc. Medical examination reveals whether or not a candidate possesses these qualities.

7) REFERENCE CHECKS
Once the interview and medical examination of the candidate is over, the personnel department will engage in checking references. Candidates are required to give the names of 2 or 3 references in their application forms. These references may be from the individuals who are familiar with the candidates academic achievements or from the applicants previous employer, who is well versed with the applicants job performance and sometimes from the co-workers. In case the reference check is from the previous employer, information in the following areas may be obtained. They are job title, job description, period of employment, pay and allowances, gross emoluments, benefits provided, rate of absence, willingness of previous employer to employ the candidate again, etc. Further, information regarding candidates regularity at work, character, progress, etc. can be obtained. Often a telephone call is much quicker. The method of mail query provides detailed information about the candidates performance, character and behavior. However, a personal visit is superior to the mail or telephone methods and is used where it is highly essential to get detailed, first hand information which can also be secured by observation. Reference checks are taken as a matter of routine and treated casually or omitted entirely in many organizations. But a good reference check, when used sincerely, will fetch useful and reliable information to the organization taking the final decision, the organization has to intimate this decision to the successful as well as unsuccessful candidates. The organization sends the appointment order to the successful candidates either immediately or after sometime depending upon its time schedule.

8) HIRING DECISION:
The line manager has to make the final decision now. Whether to select or reject a candidate after soliciting the required information through different techniques discussed earlier. The line managers has to take adequate care in taking the final decision because of economic behavioral and social implications of the selection decision. A careless decision of rejecting a candidates would impair the moral of people and they suspect the selection procedure and the very basic of selection in a particular organization. A true understanding between the line managers and 41

personal managers should be established so as to facilitate good selection decision; the organization has to intimate this decision to the successful candidates. The organization sends the appointment order to successful candidate either immediately or after some time depending upon its time schedule.

Interviewing Mistakes:
Favors applicants who share his own attitudes. not be asking right questions and hence not getting relevant responses. Resort to snap judgments, making a decision as to the applicants suitability in the first few minutes of the interview. Too often interviewers form on early impression and spend the balance of interview looking for evidence to support it. May have been influenced by cultural noise. To get the job, the applicants try to get by the interviewer. If they reveal wrong things about themselves, they may not get the job, so they try to give the interviewer responses that are socially acceptable, but not very revealing. These types of responses are known as cultural noise responses the applicant believes are socially acceptable rather than facts. May have allowed him to be unduly influenced by associating a particular personality trait with a persons origin or cultural background and that kind of stereotyping/generalizing ultimately determining the score of a candidate. For example, he may feel that candidate from Bihar may find it difficult to read, write and speak English language and hence not select them at all. May conclude that a poorly dressed candidate is not intelligent, attractive females are good for public dealings, etc. This is known as Halo Effect where a single important trait of a candidate affects the judgment of the rather. The halo effect is present if an interviewer allows candidates accomplishments in athletics overshadow other aspects and leads the interviewer to like the applicant because athletes make good sales people. Have been influenced more by unfavorable than favorable information about or from the candidate. Unfavorable information is given roughly twice the weight of favorable 42

information. According to Do Meyer andante, a single negative characteristic may bar an individual from being accepted, while no amount of positive features will guarantee candidates acceptance. Have been under pressure to hire candidates at short notice. Have been influenced by the behavior of the candidates (how he has answered, his body language), his or her dress (especially in case of female candidates) and other physical factors that are not job related.

BARRIERS TO EFFECTIVE SELECTION: The main objective of selection is to

hire people having competence and commitment. This objective is often defeated because of certain barriers. The impediments which check effectiveness of selection are perception, fairness, validity, reliability, and pressure.

PERCEPTION: Our inability to understand others accurately is probably the most

fundamental barrier to selecting right candidate. Selection demands an individual or a group to assess and compare the respective competencies of others, with the aim of choosing the right persons for the jobs. But our views are highly personalized. We all perceive the world differently. Our limited perceptual ability is obviously a stumbling block to the objective and rational selection of people.

FAIRNESS: Fairness in selection requires that no individual should be discriminated against

on the basis of religion, region, race or gender. But the low number of women and other less privileged sections of society in the middle and senior management positions and open discrimination on the basis of age in job advertisements and in the selection process would suggest that all the efforts to minimize inequity have not been very effective.

VALIDITY: Validity, as explained earlier, is a test that helps predict job performance of an
incumbent. A test that has been validated can differentiate between the employees who can perform well and those who will not. However, a validated test does not predict job success accurately. It can only increase possibility of success.

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RELIABILITY: A reliable method is one which will produce consistent results when
repeated in similar situations. Like a validated test, a reliable test may fall to predict job performance with precision. PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends, and peers to select particular candidate. Candidates selected because of compulsions are obviously not the right ones. Appointments to public sector undertakings generally take place under such pressure.

QUESTION:
Who should be hired and why?

44

OBJECTIVE OF STUDY
The objective of my study is to understand and critically analyze the recruitment and selection procedure 1. To know and understand the recruitment and selection process. 2. To know the managerial satisfaction level about recruitment and selection procedure. .

45

REVIEW OF LITERATURE
Recruitment is the discovery of potential applicants for actual or anticipated organizational vacancies. It is the linking activity bringing people together those with jobs and those without jobs. Recruitment is the process to discover the sources of man power to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower to meet job requirement and job satisfactions. By dale Yoder Recruitment is both negative and positive activity. It is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. It is positive as its stimulates people to apply for job selection tends to be negative as it rejects people who are not suitable. By flippo The supply of skills has generally been seen as central, with the process of its absorption into employment with in organizations. The silence of policy debates on the topic is mirrored by the world of research. For example, in ROUNER AND MACLEANS (2008) massive overview of technical and vocational education and training research, the index contains not a single reference to either recruitment or selection with in the research literature recruitment and selection activity is predominantly deal with in two fields. Generally perspective human resource management (HRM) or personnel management viewpoint (see, for example, TAYLOR AND COLLINS;2000 );and A very technical psychology literature that focuses on the validity (absolute and relative) of different forms of recruitment techniques, such as competency modeling interview and various types of psychometric testing. For example, 46

Hunter and hunter, 1984; Barrack and mount, 1991; Rynes etal, 2000; Shipman etal, 2000; and Lievens etal, 2002; To lesser extent, R & S is also addressed in fields of economics (in term of the labour market), & education and training (usually in terms of the impact that qualifications have with in the R & S process). In many instances in so far as it is thought about at all, it is normally treated. As a relatively simple, Mechanistic matching process and the problems associated with it as being largely technical in nature. It is also worth pointing out that much of the research that is drowns upon in discussing R & S does not have recruitment as it prime focus, but simply deals with some limited aspect of the topic.

For example: there is a considerable body of work in the UK that over time has probed
employers happiness and /or satisfaction with the outputs of the education and training system. For example, reed, 1981; industry in education, 1996; Sims, 1989; and Johnson and burden, 2003 while a parallel strand has tried to get to grips with employers perceptions of and responses to different types of qualifications (for some early examples, see reed, 1980;Williams, 1981; Sims 1989; BT, 1993; and for a more recent example, sec roc etal, 2006) and, in some cases, their usage with in organization R & S activity ( for example, LSC,2008; shury etal,2008).in the main, however, the focus of this work has generally been quite narrow and has often failed to locate the use of qualification as part of the R & S process with in any wider frame work that might link this aspect of r & s with wider issues concerning why and how employers have specified their skill acquisition needs in the way they have, and how these choices then impact on and inter-relate with the employment of R & S techniques and source of labors. They also often fail to pay much regard to how qualification usage relates to employers conceptualization of the skill that 47

They are trying to hire. More over, the bulk of both these stands of research are based on survey data that offers a description of a particular pattern of employer behavior, but can provide only limited explanation for why it occurs as it does.

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RESEARCH METHODOLOGY
Research methodology is way to systematically solve the research problem. Methodology makes the most important contribution towards enrichment of the study. In a research there are numerous methods and procedures to be applied but it is the nature of the problem that determine the level of and type of research methodology. One of the most important uses of research methodology is that it helps in identifying the problem, collecting, analyzing the required information data and critical ones. The present study falls under the domain of analytical research studies.

DATA SOURCES:Research is totally based on primary data and secondary data.. The primary data has been collected by interacting with various people with help of interviews and questionnaires. The secondary data has been collected through various journals and websites. This report is based on primary as well as secondary data, however primary data collection was given more importance since it is based on the recruitment and selection experience of the company PRIMARY DATA:Primary data is the data which is collected by the researcher directly from his own observation and experiences. In this project questioner method is adopeted for primary data collection by interacting with various respondents, asking for their opinion, attitudes and fill questionnaire from the respondents side. SECONDARY DATA:Secondary data is data collected by someone other than the user. Common sources of secondary data for social science include censuses, surveys and organizational records. To avoid duplicating efforts, running up unnecessary costs and tiring the informants, it is recommended wherever possible to rely on existing information (secondary data) such as: company site and organization site and some through reference of experts in recruitment and selection.

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DURATION OF STUDY: The study was carried out for a period six weeks, in the month of May & June, 2012. SAMPLING:Sampling is that part of statistical practice concerned with the selection of individual observation intended to yield some knowledge about a population of concern, especially for the purpose of statistical inference. SAMPLING PROCEDURE:The sample was selected from the industrial outlets and also collected through personal visits to persons, by formal and informal talks and through filling up the questionnaire prepared. The data has been analyzed by using mathematical\ statistical tool.

SAMPLE SIZE:Sample size of my project is limited to 56 people only.

SAMPLE UNIT:Sample unit of my project is Amritsar.

OBJECTIVE OF STUDY
The objective of my study is to understand and critically analyze the recruitment and selection procedure 1) To know and understand the recruitment and selection process. 2) To know the managerial satisfaction level about recruitment and selection procedure.

50

CHAPTER-4 DATA COLLECTION AND INTERPRETATION OF DATA To meet the objective of the study undertaken, the analytical research type was adopted COLLECTION OF DATA

ORGANIZING DATA

PRESANTATION OF DATA

ANALYSIS OF DATA

INTERPRETATION THE DATA

a) COLLECTION OF DATA: This is the first step in the research process. It is a foundation of whole data. Sources: records and computer. Communication methods: questionnaires. Objective: knowledge of maxim relevant knowledge. b) ORGANIZING THE DATA: the information /data collecting during collective process is organized and presented in a comprehensive sequence to make it easy to understand. The data is then edited classified and put in a tabulated form to make it easy to understand. 51

c) PRESENTATION: after the data has properly been organized, it is ready for presentation. There are different modes of presentation, like table, graphs, charts etc. the main objective of presentation is to put collected data into an easy reliable form. d) ANALYSIS THE DATA: after organizing and presenting the data, the research then has to proceed towards conclusion by logical influences. The whole data is then analyzed. Summarizing the data. Applying analytical method to manipulate the data so that their interrelationship. e) INTERPRETATION: interpretation is our usage of this word, means to bring out meaning of data or to convert mere data into information. From the data then various conclusion are finding out on the basic of logical influences.

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Q1. In your opinion how was the whole recruitment process at the time of your recruitment? Response Pattern Q Total respondent Percentage 56 Transparent & impartial 83.6% 6.4% Susceptive Partial Cant say 10%

10% 6% 0% tranparent&impartial - 83.60% suscepative- 0% partial - 6.4% can't say- 10%

84%

INTERPRETATION:
The study reveals that majority of respondents i.e. 84% says that the recruitment process at the time of their recruitment was transparent and impartial, while on the other hand 10% respondents cant say anything and 6.4% says that the recruitment process was partial.

53

Q2. How do you come to know about the vacancies existing in the organization at the time of your recruitment? Response pattern Total respondent newspaper Co. notice Board Emp. e.g. Deputation Campus State in project is %age 56 34% 5.7% 24.3% 18.2% 3.8% located 14%

interview which

INTERPRETATION:
The study reveals that majority of respondent that is 34% says that through newspapers they come to know the vacancies existing in the organization.24.3% says that they come to know about the vacancies from employment exchange, 5.7% says that they come to know from the company notice board and 3.8% come to know from campus interview and 14% says that they come to know about the vacancies from the state in which the project is located. Q3. Are you satisfied by the recruitment process by which you are selected? 54

Options Yes No

% respondents 75% 25%

0% 0% 25%

YES - 75% NO - 25%

75%

INTERPRETATION:
The study reveals that majority of respondent that is 75% says that they are satisfied with the recruitment process and 25% says that they are not satisfied by the recruitment process.

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Q4. You are interested to take jobs that are: i. ii. iii. iv. Routine in Nature Demand creative thinking Demand new idea Finding new method % respondents 15% 45% 25% 15%

Options Routine in nature Demand creative thinking Demand new idea Finding new methods

15%

15%

25% 45%

poutine in nature - 15% demand creative thinking - 45% demand new ideas -25% findingnew methods - 15%

INTERPRETATION:
The study reveals that majority of respondent that is 45% of the respondents say that they demand creative thinking, 25% of the respondent say they demand new ideas , 50% of the respondent say that they are interested in routine jobs , 15% says that they are interested to take the job that include new methods. Q5. Are you satisfied with your daily schedule?

56

Option Yes No

% respondents 62% 38%

0% 0%

38% Yes - 62% No - 38% % 62%

INTERPRETATION:
The study reveals that majority of respondent that is 62% says that they are satisfied with their daily schedule , 38% of the respondents says that they are not satisfied with their daily schedule.

Q6. Do Company has a reasonable compensation package? Options %respondents 57

Yes No
0% 14% 0%

86% 14%

Yes - 86% No - 14%

86%

INTERPRETATION:
The study reveals that majority of respondent that is 86% say that company has reasonable package and 14% of the respondents say that company do not provide reasonable compensation package.

Q7. Your organization is considered as: i. ii. iii. People- Oriented Task-Oriented Combination of bath 58

Options People oriented Task oriented Combination of both

% respondents 25% 10% 65%

INTERPRETATION:
The study reveals that majority of respondent that is 65% say that organization is people and task oriented both the organization is the combination of people and task oriented and 10% says that organization is task oriented and 25% says that organization is people oriented.

Q8. Do you get good advice from your colleagues and supervisors to improve your performance? Options Yes No % respondents 85% 15%

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INTERPRETATION:
The study reveals that majority of respondent that is 85% says that get good advice from their colleagues to improve their performance and 15% says that they do not get good advice from their collogues to improve their performance.

Q9. Are you satisfied with the selection process? Options Yes No 60 % of respondents 80% 20%

INTERPRETATION:
The study reveals that majority of respondent that is 80% says that they are satisfied with the selection process and 20% says that they are not satisfied with the sele

CONCLUSION
The organization follows the rules and regulation involved in their recruitment and selection procedure of organization. However, there is some scope for improvement with regard to following:

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1. The recruitment in wave beverages is being made purely on need. 2. Only human resource department is involved in the recruitment process. 3. Recruitment is being made through newspaper by advertising the openings/position advertisement or placement agency. In this whole process the applications received through advertisement or placement agencies are screened out by the concerned HOD and sent to the personnel department for organizing preliminary interview/discussion. 4. To some extent a clear picture of required candidates should be made in order to search for appropriate candidates. 5. The selected candidate is given offer letter in which all the terms and conditions of their appointments are mentioned along with date of joining. 6. The managers are fully satisfied with the exiting recruitment and selection procedure. 7. The recruitment and selection procedure should not be lengthy. 8. The recruitment and selection procedure should be impartial.

LIMITATION OF STUDY
The project has inherent limitation due to its potential scope: 1. six week is too short to give shape to new idea in an old set up like wave beverages 2. Less importance to long term operational benefits. 3. Expenses for hr departments are not viewed as investment. 62

BIBLIOGRAPHY
http://www.manpowerindia.net/checklist-writing -job-descroption.html http://en.wikipedia.org/wiki/main_page http://www.coca-colaindia.com http://www.google.co.in/ 63

Ms. Rachna Soni Sr. Executive HR

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QUESTIONNAIRE Personal Information

a. Date of joining.. b. Designation.. c. Department.. d. Age.. e. Educational Qualification f. No of promotion till date. Q1. In your opinion how was the whole recruitment process at the time of your recruitment? a) Transparent and impartial. b) Susceptive. c) Partial d) Cant say... Q2. How do you come to know about the vacancies existing in the organization at the time of your recruitment? a) News paper. b) Company notice board c) Emp.exchange. d) Deputation... e) Campus interview f) State in which project is located.. Q3. Are you satisfied by the recruitment process by which you are selected? a) Yes b) No.

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Q4. You are interested to take jobs that are:

a) Routine in Nature........... b) Demand creative thinking. c) Demand new idea.. d) Finding new method.

Q5. Are you satisfied with your daily schedule? a) Yes. b) No.. Q6. Do Company have a reasonable compensation package? a) Yes.. b) No Q7. Your organization is considered as:
a) People- Oriented. b) Task-Oriented c) Combination of bath

Q8. Do you get good advice from your colleagues and supervisors to improve your performance? a) Yes. b) No..

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Q9. Are you satisfied with the selection process? a) Yes b) No.

Your suggestion for improvement in recruitment and selection process, (if any) ........................................................................................................................................................... ........................................................................................................................................................... ..

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