ABSTRACT

Recruitment of candidates is the function preceding the selection, which helps create a pool

of prospective employees for the organization so that the management can select the right

candidate for the right job from this pool. The main objective of the recruitment process is to

expedite the selection process.

Recruitment is a continuous process whereby the firm attempts to develop a pool of

qualified applicants for the future human resources needs even though specific vacancies do not

exist. Usually, the recruitment process starts when a manger initiates an employee requisition

for a specific vacancy or an anticipated vacancy.

Recruitment management system is the comprehensive tool to manage the entire

recruitment processes of an organization. It is one of the technological tools facilitated by the

information management systems to the HR of organizations. Just like performance

management, payroll and other systems, Recruitment management system helps to contour the

recruitment processes and effectively managing the ROI on recruitment.

 CONTENTS

CHAPTER NO. PARTICULARS PAGE NO

INTRODUCTION TO TOPIC
NEED OF THE STUDY
CHAPTER-1 SCOPE OF THE STUDY
1

OBJECTIVES
RESEARCH METHODOLOGY
LIMITATIONS OF THE STUDY

CHAPTER-2 REVIEW OF LITERATURE

9

COMPANY PROFILE
CHAPTER-3 36

CHAPTER-4 DATA ANALYSIS AND INTERPRETATION

48

CHAPTER-5 FINDINGS AND SUGGESTIONS,CONCLUSIONS 65

BIBLIOGRAPHY

CHAPTER-6 QUESTIONNAIRE 71
 CHAPTER I

INTRODUCTION
 INTRODUCTION

This report focuses on recruiting and selecting individuals for employment in an organization. The main aim

of this project report is to study the HR techniques for the recruitment and selection procedure in Ranbaxy.

Recruitment is the process of identifying and attracting potential candidates from within and outside an organization

to begin evaluating them for future employment. Once candidates are identified, an organization can begin the

selecting process. This includes collecting, measuring and evaluating\ information about candidates’ qualifications for

specified positions. Organizations use these processes to increase the likelihood of hiring individuals who possess the

right skills and abilities to be successful at their jobs.

Recruitment is a process to discover the sources of manpower to meet the requirements of the staking

schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective

selection of an efficient working force. Basically there are 2 sources of recruitment Internal and External sources.

Transfers and promotion is the category of the internal recruitment internal recruitment promotes greater loyalty and

moral among the employees.

External recruitment is mainly based on the campus selection process factory gate living is an important

source of external recruitment by planning a notice on the notice board of the enterprise specifying the details of the

job available. Personal selection and assessment activities are integral parts of organizational life. There is more

pressure now on organizations and HR managers to fill vacant positions quickly and with the most appropriate

individuals. Decisions about hiring and classifying applicants are based on expectations or predictions about their

future work behaviors. When a company needs to recruit new staff or make promotion decisions about employees,

there are various methods of assessments at its disposal. Whatever selection procedure is used, it should yield the

right type of information and lead to correct decisions being made. HRP helps determine the number and type of

people an organization needs. Job analysis and job design specify the tasks and duties of jobs and the qualifications

expected from jobholders. The next logical step is to hire the right number of people of the right type to fill the jobs.

Hiring involves two broad groups of activities: (i) recruitment and (ii) selection. Recruitment is discussed in this

chapter. The next chapter deals with selection.

 Organizations with effective selection systems appear better able to identify and hire

employees with the right skills and motivations to succeed in available positions as well as in the

organizations. When employees are successful in their jobs, the organization benefits through

increased employee productivity and higher-quality products and services. In addition, when the

“right” employees are hired initially, they are more likely to be satisfied and remain with the

company. Thus, by using a good selection system to hire qualified employees, organizations can

reduce turnover, increase employee retention and ultimately increase critical business outcomes.

NEED FOR THE STUDY

Provide information about the Recruitment and selection process based on which decision HR

Department are HRP, R&S, T&D, Career Planning, Transfer & promotion, Risk Management performance of

Appraisal and so on.

Provide feedback information about the level of achievement & behaviour of subordinate

this information helps to review the satisfaction of the subordinate, rectifying R&S deficiencies

&to set new Standards of work, if necessary.

OBJECTIVES OF THE STUDY

 To identify general practices that organizations use to recruit and select employees.

 To determine which recruitment and selection practices are most effective.

 To determine how the recruitment and selection practices affect organizational outcomes.
 To study the concept of Recruitment process.

 To find out the awareness of selection procedure of the organization.

 To study the satisfaction level with the selection procedure.

SCOPE OF THE STUDY

 Recruitment is the process which links the employers with the employees.

 Increase the pool of job candidates at minimum cost.

 Increase organization and individual effectiveness of various recruiting techniques and sources for all

types of job applicants.

 Meet the organizations legal and social obligations regarding the composition of its workforce.

 Determine present and future requirements of the organization in conjunction with its personnel

planning and job analysis activities.

 Help reduce the probability that job applicants once recruited and selected will leave the organization

only after a short period of time.

 Attract and encourage more and more candidates to apply in the organisation.

 Create a talent pool of candidates to enable the selection of best candidates for the organisation.

 Help increase the success rate of selection process by decreasing number of visibly under qualified or

overqualified job applicants.

 Begin identifying and preparing potential job applicants who will be appropriate candidates.
 RESEARCH METHODOLOGY

DEFINITION OF RESEARCH

Research is defined as human activity based on intellectual application in the investigation of

matter. The primary purpose for applied research is discovering, interpreting, and the development of

methods and systems for the advancement of human knowledge on a wide variety of scientific matters of

our world and the universe. Research can use the scientific method, but need not do so.

SOURCE OF DATA

Qualitative research:- Qualitative research allows you to explore perceptions, attitudes and motivations

and to understand how they are formed. It provides depth of information which can be used in its own

right or to determine what attributes will subsequently be measured in quantitative studies.

Quantitative research:- Quantitative research is descriptive and provides hard data on the numbers of

people exhibiting certain behaviors, attitudes, etc. It provides information in breadth and allows you to

sample large numbers of the population.

It is, however, structured and does not yield the reasons behind behavior or why people hold

certain attitudes. Techniques commonly used in HE/FE include postal surveys (particularly appropriate in

the case of student populations where name and address information is available), telephone surveys

(appropriate for surveys of employers), on-line or web-based surveys (very cost-effective for reaching

audiences where e-mail penetration is high, such as students and university/college staff) and mystery

shopping (in this case to test quantifiable aspects of the service).

DATA COLLECTION
 The information collected should be both accurate and relevant, as per the requirements of the researcher, who

has to work out a suitable data collection method. Data collection methods can be broadly classified into

PRIMARY METHODS
Data directly by a researcher is known as primary data. The methods used for collection primary

data may be:

a. Survey

b. Observation

SECONDARY METHODS

Data not originally collected for use in the research project under consideration, but rather for use by

some other person or for use some other project is term secondary data. There are several ways by which

secondary data can be classified. One of the most useful in by source. Which immediately suggests the

classification of internal and external source.

SAMPLING PLAN

SAMPLE SIZE : 100

SAMPLING UNIT : Executive of companies

SAMPLE PROCEDURE : ‘Simple Random Sampling’

SAMPLING METHOD : ‘Personal Interview’

LIMITATIONS OF THE STUDY:

 This project is restricted to study purpose only and can be used keeping in view the object

that is made for.

 The respondent in the project may not reveal important / confidential information

pertaining to the company policy and for this the project should be used keeping in view

the said limitation.

 Finding of the study will be based on the assumptions that respondents have given correct

information.
 CHAPTER II
REVIEW OF LITERATURE
 CHAPTER II
REVIEW OF LITERATURE

Recruitment

It is the process of finding and attracting capable applicants for employment. The process

begins when new recruits are sought and ends when their applicants are submitted. The result is a

pool of applicants from which new employees are selected. In simple terms, recruitment is

understood as the process of searching for and obtaining applicants for jobs, from among whom the

right people can be selected. A formal definition of recruitment is. Though, theoretically

recruitment process is said to end with the receipt of applications, in practice the activity extends to

the screening of applications so as to eliminate those who are not qualified for the job. The

recruitment industry has four main types of agencies employment agencies, recruitment

websites and job search engines, "headhunters" for executive and professional recruitment, and

in-house recruitment. The stages in recruitment include sourcing candidates by advertising or

other methods, and screening and selecting potential candidates using tests or interviews.

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates, Specifically, the purposes are to:

1. Determine the present and future requirements of the organization in conjunction with its

personnel-planning and job-analysis activities.

2. Increase the pool of job candidates at minimum cost.

3. Help increase the success rate of the selection process by reducing the number of visibly,

underqualified job applicants.

4. Help reduce the probability that job applicants, once recruited and selected, will leave the

organization only after a short period of time.

5. Meet the organisation’s legal and social obligations regarding the composition of its work

force.

6. Begin identifying and preparing potential job applicants who will be appropriate candidates.
7. Increase organizational and individual effectiveness in the short term and long term.

8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job

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 intereseted 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 enthusiams 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 of training and supervision, Furthermore, when recruitments fails to meet 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. 4 Thus, the

effectiveness of the recruitment process can play a major role in determining the resources that

must be expended on other HR activities and their ultimate success.

According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for

employment and stimulating them to apply for jobs in the organisation”. Recruitment is the activity that

links the employers and the job seekers. A few definitions of recruitment are:
 A process of finding and attracting capable applicants for employment. The process begins when new

recruits are sought and ends when their applications are submitted. The result is a pool of applications

from which new employees are selected.

 It is the process to discover sources of manpower to meet the requirement of staffing schedule and to

employ effective measures for attracting that manpower in adequate numbers to facilitate effective

selection of an efficient working force.

Recruitment of candidates is the function preceding the selection, which helps create a pool of

prospective employees for the organisation so that the management can select the right candidate for the

right job from this pool. The main objective of the recruitment process is to expedite the selection process.

Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants

for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment

process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated

vacancy.

RECRUITMENT NEEDS ARE OF THREE TYPES PLANNED

i.e. the needs arising from changes in organization and retirement policy.

ANTICIPATED

Anticipated needs are those movements in personnel, which an organization can predict by studying trends

in internal and external environment.

UNEXPECTED

Resignation, deaths, accidents, illness give rise to unexpected needs.

Agency types

The recruitment industry has four main types of agencies. Their recruiters aim to channel

candidates into the hiring organisation’s application process. As a general rule, the agencies are paid by the

companies, not the candidates.

Websites

Such sites have two main features: job boards and a résumé/Curriculum Vitae (CV) database. Job

boards allow member companies to post job vacancies. Alternatively, candidates can upload a résumé to

be included in searches by member companies. Fees are charged for job postings and access to search

resumes. Since the late 1990s, the recruitment website has evolved to encompass end-to-end recruitment.

Websites capture candidate details and then pool them in client accessed candidate management

interfaces (also online). Key players in this sector provide e-recruitment software and services to

organizations of all sizes and within numerous industry sectors, who want to e-enable entirely or partly

their recruitment process in order to improve business performance.

The online software provided by those who specialize in online recruitment helps organizations

attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online

recruitment websites can be very helpful to find candidates that are very actively looking for work and post

their resumes online, but they will not attract the "passive" candidates who might respond favorably to an

opportunity that is presented to them through other means. Also, some candidates who are actively

looking to change jobs are hesitant to put their resumes on the job boards, for fear that their current

companies, co-workers, customers or others might see their resumes.

Job search engines

Whilst not an individual type of agency, the more recent trend is a job search engine. The

emergence of vertical search engines, allow job-seekers to search across multiple websites. Some of these

new search engines index and list the advertisements of traditional job boards. These sites tend to aim for

provideing a "one-stop shop" for job-seekers. However, there are many other job search engines which

index pages solely from employers' websites, choosing to bypass traditional job boards entirely. These

vertical search engines allow job-seekers to find new positions that may not be advertised on traditional

job boards, and online recruitment websites.

Traditional agency

Also known as a employment agencies, recruitment agencies have historically had a physical

location. A candidate visits a local branch for a short interview and an assessment before being taken onto
the agency’s books. Recruitment Consultants then endeavour to match their pool of candidates to their

clients' open positions. Suitable candidates are with potential employers. Remuneration for the agency's

services usually takes one of two forms:

A contingency fee paid by the company when a recommended candidate accepts a job with the

client company (typically 20%-30% of the candidate’s starting salary), which usually has some form of

guarantee, should the candidate fail to perform and is terminated within a set period of time.

It may still be legal for an employment agency to charge the candidate instead of the company, but

in most places that practice is now illegal, due to past unfair and deceptive practices.

In-house recruitment

Larger employers tend to undertake their own in-house recruitment, using their Human Resources

department. In addition to coordinating with the agencies mentioned above, in-house recruiters may

advertise job vacancies on their own websites, coordinate employee referral schemes, and/or focus on

campus graduate recruitment. Alternatively a large employer may choose to outsource all or some of their

recruitment process (Recruitment process outsourcing).

Passive Candidate Research Firms

The recruitment and selection is the major function of the human resource department and

recruitment process is the first step towards creating the competitive strength and the strategic advantage

for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to

arranging and conducting the interviews and requires many resources and time. A general recruitment

process is as follows:

These firms provide competitive passive candidate intelligence to support company's recruiting

efforts. Normally they will generate varying degrees of candidate information from those people currently

engaged in the position a company is looking to fill. These firms usually charge a per hour fee or by name.

Many times this uncovers names that cannot be found with other methods and will allow internal

recruiters the ability to focus their efforts solely on recruiting.

Process
Job analysis

The proper start to a recruitment effort is to perform a job analysis, to document the actual

or intended requirement of the job to be performed. This information is captured in a job

description and provides the recruitment effort with the boundaries and objectives of the search.

Oftentimes a company will have job descriptions that represent a historical collection of tasks

performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment

effort to reflect present day requirements. Starting a recruitment with an accurate job analysis and

job description ensures the recruitment effort starts off on a proper track for success.

Sourcing

Sourcing involves 1) advertising, a common part of the recruiting process, often

encompassing multiple media, such as the Internet, general newspapers, job ad newspapers,

professional publications, window advertisements, job centers, and campus graduate recruitment

programs; and 2) recruiting research, which is the proactive identification of relevant talent who

may not respond to job postings and other recruitment advertising methods done in #1. This initial

research for so-called passive prospects, also called name-generation, results in a list of prospects

who can then be contacted to solicit interest, obtain a resume/CV, and be screened (see below).

Screening and selection

Suitability for a job is typically assessed by looking for skills, e.g. communication, typing,

and computer skills. Qualifications may be shown through résumés, job applications, interviews,

educational or professional experience, the testimony of references, or in-house testing, such as for

software knowledge, typing skills, numeracy, and literacy, through psychological tests or

employment testing. Other resume screening criteria may include length of service, job titles and

length of time at a job. In some countries, employers are legally mandated to provide equal
opportunity in hiring. Business management software is used by many recruitment agencies to

automate the testing process. Many recruiters and agencies are using an applicant tracking system

to perform many of the filtering tasks, along with software tools for psychometric testing.

SOURCES OF RECRUITMENT

Every organisation has the option of choosing the candidates for its recruitment processes from

two kinds of sources: internal and external sources. The sources within the organisation itself (like transfer

of employees from one department to other, promotions) to fill a position are known as the internal

sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.)

are known as the external sources of recruitment.

SOURCES OF RECRUITMENT

Internal Sources of Recruitment

1. TRANSFERS

The employees are transferred from one department to another according to their efficiency and

experience.

2. PROMOTIONS

The employees are promoted from one department to another with more benefits and greater

responsibility based on efficiency and experience.

3. Others are Upgrading and Demotion of present employees according to their performance.

4. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified

personnel or increase in load of work. Recruitment such people.

5. The dependents and relatives of Deceased employees and Disabled employees are also done by many

companies so that the members of the family do not become dependent on the mercy of others.
FACTORS AFFECTING RECRUITMENT

EXTERNAL FACTORS

Of particular importance is the supply and demand of specific skills in the labour market. If

the demand for a particular skill is high relative to the supply, an extraordinary recruiting effort

may be needed. For instance, the demand for programmers and financial analysis is likely to be

higher than their supply, as opposed to the demand-supply relationship for non-technical

employees.

Labour-market conditions in a local area are of primary importance in recruiting for most

non-managerial, supervisory and middle-management positions.5 However, so far as recruitment

for executive and professional positions are concered, conditions of all India market are important.

When the unemployment rate in a given area is high, the company’s recruitment process may be

simpler. The number 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 unemployment rate drops, recruiting efforts must be increased and new sources explored.

Another external factor is political and legal considerations. Reservation of jobs for SCs, Sts,

minorities and other backwards classes (OBCs) is a political decision. There is a strong case for

giving preference to people hailing from less-advantaged sections of the society. Reservation has

been accepted as inevitable by all sections of the society. The Supreme Court also has agreed upon

50 per cent reservation of seats and jobs.

As was stated we have central and state acts dealing with labour. They cover working

conditions, compensation, retirement benefits, and safety and health of employees in industrial

establishments. There are acts which deal with recruitment and selection. Child Labour

(Prohibition and Regulation) Act, 1986, for instance, prohibits employment of children in certain

employments, and seeks to regulate their working conditions in certain employments. Similarly, we

have the Employment Exchange (Compulsory Notification of Vacancies) Act, 1959, which

mandates that employers (Industrial establishments employing 25 workers each and above) must
notify the vacant positions to the employment exchanges. The Apprentices Act, 1961, the Inter-

State Migrant Workmen (Regulation of Employment and Conditions of Service) Act, 1979, the

Factories Act, 1948, and the Mines Act, 1952, also deals with recruitment. Above all these, we

have the Constitution, which prohibits discrimination in matters of employment and also provides

for protective discrimination to the less-privileged sections of the society. Preferences to sons of

the soil is another political factor. Political leaders clamour that preference must be given to the

people of their respective states in matters of employment.

The company’s image also matters in attracting large number of job seekers. Blue chip

companies attract large number of applications. Often, it is not the pany that matters in attracting

qualified prospective employees.

INTERNAL FACTORS

The above are some of the external forces influencing the recruitment function of an

organization. I addition to these are certain internal forces which deserve consideration while

recruiting personnel.

One such internal factor is the recruiting policy of the organization. Most organizations

have a policy on recruiting internally (from own employees) or externally (from outside the

organization). Generally, the policy is to prefer internal sourcing, as own employees know the

company well and can recommend candidates who fit the organisation’s culture.

Another related policy is to have temporary and part-time employees. An organization

hiring temporary and part-time employees is in a less advantageous position in attracting sufficient

applications in multinational corporations (MNCs), there is the policy relating to the recruitment of

local citizens. MNCs operating in our country prefer local citizens as they can understand local

language, customs and business practices better.

A major internal factor that can determine the success of the recruiting programmes is

whether or not the company engages in HRP. In most cases, a company cannot attract prospective

employees in sufficient numbers and with required skills overnight. It takes time to examine the
alternatives regarding the appropriate sources of recruits and the most productive methods for

obtaiing them. Once the best alternatives have been identified, recruiting plans may be made.

Effective HRP greatly facilitates the recruiting efforts.

Size is another internal factor having its influence on the recruitment process. An

organization with one hundred thousand employees will find recruiting less problematic than an

organisation with just one hundred employees.

Cost of recruiting is yet another internal factor that has to be considered. Recruiting costs

are calculated per new hire and the figure is considerable now-a-days. Recruits must, therefore,

operate within budgets, Careful HRP and forethought by recruits can minimize recruitment costs.

One cost –saving measure, for instance, is recruiting for multiple job openings simultaneously. The

best solution is to use proactive personnel practices to reduce employee turnover, thus, minimizing

the need for recruiting. Evaluation the quality, quantity and costs of recruitment helps ensure that it

is efficient and cost-effective.

RECRUITMENT POLICY OF A COMPANY

In today’s rapidly changing business environment, a well defined recruitment policy is necessary

for organizations to respond to its human resource requirements in time. Therefore, it is important to have

a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent

pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy

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

recruitment process.

It specifies the objectives of recruitment and provides a framework for implementation of

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

recruitment programmes and procedures by filling up vacancies with best qualified people.
COMPONENTS OF THE RECRUITMENT POLICY

 The general recruitment policies and terms of the organisation

 Recruitment services of consultants

 Recruitment of temporary employees

 Unique recruitment situations

 The selection process

 The job descriptions

 The terms and conditions of the employment

A recruitment policy of an organisation should be such that:

 It should focus on recruiting the best potential people.

 To ensure that every applicant and employee is treated equally with dignity and respect.

 Unbiased policy.

 To aid and encourage employees in realizing their full potential.

 Transparent, task oriented and merit based selection.

 Weightage during selection given to factors that suit organization needs.

 Optimization of manpower at the time of selection process.

 Defining the competent authority to approve each selection.

 Abides by relevant public policy and legislation on hiring and employment relationship.

 Integrates employee needs with the organisational needs.

FACTORS AFFECTING RECRUITMENT POLICY

 Organizational objectives

 Personnel policies of the organization and its competitors.

 Government policies on reservations.

 Preferred sources of recruitment.

 Need of the organization.

 Recruitment costs and financial implications

RECRUITMENT STRATEGIES

Recruitment is of the most crucial roles of the human resource professionals. The level of

performance of and organisation depends on the effectiveness of its recruitment function. Organisations

have developed and follow recruitment strategies to hire the best talent for their organisation and to utilize

their resources optimally. A successful recruitment strategy should be well planned and practical to attract

more and good talent to apply in the organisation.

For formulating an effective and successful recruitment strategy, the strategy should cover the

following elements:

1. Identifying and prioritizing jobs

Requirements keep arising at various levels in every organisation; it is almost a never-ending

process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the

positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it

is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first.

2. Candidates to target
 The recruitment process can be effective only if the organisation completely understands the

requirements of the type of candidates that are required and will be beneficial for the organisation. This

covers the following parameters as well:

o Performance level required: Different strategies are required for focusing on hiring high performers and

average performers.

o Experience level required: the strategy should be clear as to what is the experience level required by the

organisation. The candidate’s experience can range from being a fresher to experienced senior

professionals.

o Category of the candidate: the strategy should clearly define the target candidate. He/she can be from

the same industry, different industry, unemployed, top performers of the industry etc.

3. Sources of recruitment

The strategy should define various sources (external and internal) of recruitment. Which are the

sources to be used and focused for the recruitment purposes for various positions. Employee referral is

one of the most effective sources of recruitment.

4. Trained recruiters

The recruitment professionals conducting the interviews and the other recruitment activities

should be well-trained and experienced to conduct the activities. They should also be aware of the major

parameters and skills (e.g.: behavioural, technical etc.) to focus while interviewing and selecting a

candidate.

How to evaluate the candidates

The various parameters and the ways to judge them i.e. the entire recruitment process should be

planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric

tests etc.
SELECTION

In the context of evolution, certain traits or alleles of genes segregating within a population

may be subject to selection. Under selection, individuals with advantageous or "adaptive" traits

tend to be more successful than their peers reproductively—meaning they contribute more

offspring to the succeeding generation than others do. When these traits have a genetic basis,

selection can increase the prevalence of those traits, because offspring will inherit those traits from

their parents. When selection is intense and persistent, adaptive traits become universal to the

population or species, which may then be said to have evolved. Whether or not selection takes

place depends on the conditions in which the individuals of a species find themselves. Adults,

juveniles, embryos, and even eggs and sperm may undergo selection. Factors fostering selection

include limits on resources (nourishment, habitat space, mates) and the existence of threats

(predators, disease, adverse weather). Biologists often refer to such factors as selective pressures.

Natural selection is the most familiar type of selection by name. The breeding of dogs, cows and

horses, however, represents "artificial selection." Subcategories of natural selection are also

sometimes distinguished. These include sexual selection, ecological selection, stabilizing selection,

disruptive selection and directional selection (more on these below).

Selection occurs only when the individuals of a population are diverse in their characteristics--or

more specifically when the traits of individuals differ with respect to how well they equip them to survive

or exploit a particular pressure. In the absence of individual variation, or when variations are selectively

neutral, selection does not occur.

Meanwhile, selection does not guarantee that advantageous traits or alleles will become prevalent

within a population. Through genetic drift, such traits may become less common or disappear. In the face

of selection even a so-called deleterious allele may become universal to the members of a species. This is a

risk primarily in the case of "weak" selection (e.g. an infectious disease with only a low mortality rate) or

small populations.
 Though deleterious alleles may sometimes become established, selection may act "negatively" as

well as "positively." Negative selection decreases the prevalence of traits that diminish individuals' capacity

to succeed reproductively (i.e. their fitness), while positive selection increases the prevalence of adaptive

traits.

In biological discussions, traits subject to negative selection are sometimes said to be "selected

against," while those under positive selection are said to be "selected for," as in the sentence Desert

conditions select for drought tolerance in plants and select against shallow root architectures.

Types and subtypes

Selection is hierachically classified into natural and artificial selection. Natural selection is further

subclassified into ecological and sexual selection

PATTERNS OF SELECTION

Aspects of selection may be divided into effects on a phenotype and their causes. The effects are

called patterns of selection, and do not necessarily result from particular causes (mechanisms); in fact

each pattern can arise from a number of different mechanisms. Stabilizing selection favors individuals with

intermediate characteristics while its opposite, disruptive selection, favors those with extreme

characteristics; directional selection occurs when characteristics lie along a phenotypic spectrum and the

individuals at one end are more successful; and balancing selection is a pattern in which multiple

characteristics may be favored.

MECHANISMS OF SELECTION

Distinct from patterns of selection are mechanisms of selection; for example, disruptive selection

often is the result of disassortative sexual selection, and balancing selection may result from frequency-

dependent selection and overdominance.

SELECTION DECISION

After obtaining information through the preceding steps, selection decision- the most

critical of all the steps-must be made. The other stages in the selection process have been used to
narrow the number of candidates. The final decision has to be made from the pool of individuals

who pass the tests, interviews and reference checks.

The views of the line manager will be generally considered in the final selection because it is

he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role

in the final selection.

PHYSICAL EXAMINATION

After the selection decision and before the job offer is made, the candidate is required to under go

a physical fitness test. A job offer is, often, contingent upon the candidate being declared fir after the

physical examination. The results of the medical fitness test are recorded in a statement and are preserved

in the personnel records. There are several objectives behind a physical test. Obviously, one reason for a

physical test is to detect if the individual carries any infectious diseases. Secondly, the test assists in

determining whether an applicant is physically fit to perform the work. Third, the physical examination

information may be used to determine if there are certain physical capabilities which differentiate

successful and less successful employees. Fourth, medical check-up protects applicants with health defects

from undertaking work that could be detrimental to themselves or might otherwise endanger the

employer’s property. Finally, such an examination will protect the employer from workers’ compensation

claims that are not valid because the injuries or illnesses were present when the employee was hired.

JOB OFFER

The next step in the selection process is job offer to those applicants who have crossed all the

previous hurdles. Job offer is made through a letter of appointment. Such a letter generally contains a date

by which the appointee must report on duty. The appointee must be given reasonable time for reporting.

This is particularly necessary when he or she is already in employment, in which case the appointee is

required to obtain a relieving certificate from the previous employer. Again, a new job may require

movement to another city which means considerable preparation and movement of property.
 The company may also want the individual to delay the date of reporting on duty. If the new

employee’s first job upon joining the company is to go on training, the organization may request that the

individual delays joining the company until perhaps a week before such training begins. Naturally, this

practice cannot be abused, especially if the individual is unemployed and does not have sufficient finances.

Decency demands that the rejected applicants be informed about their non-selection. Their

applications may be preserved for future use, if any. It needs no emphasis that the applications of selected

candidates must also be preserved for future references.

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 the right candidate.

Selection demands an individual or a group of people to assess and compare the respective

competencies of others, with the aim of choosing the right persons of the jobs. But our views are

hightly 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 numbers of women and other less-privileged

sections of the society in 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.

Reliability: A reliable method is one which will produce consistent results when repeated in

similar situations. Like a validated test, a reliable test may fail to predict job performance with

precision.

Pressure : Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and

peers to select particular candidates. Candidates selected because of compulsions are obviously not
the right ones. Appointments to public sector undertakings generally take place under such

pressures.

NEW METHODS OF SELECTION

In recent years, new methods of selection have been found out by HR specialists. These

approaches are deemed to be alternatives to the traditional methods of selection.

Two interesting alternatives are participative selection and employee leasing. Participative

selection means that subordinates participate in the selection of their co-workers and supervisors.

The idea is that such participation will improve quality, increase support for the selected supervisor

and co-workers, and improve employee morale. In employee leasing, the client company leases

employees from a third party, not on temporary basis, but rather are leased as full-time, long-term

help. An interesting feature of this method is that the client company need not perform such

personnel activities as hiring, compensation or record keeping. Employees already working

elsewhere are leased. They are not directly employed by the company where they are working. The

advantages of employee leasing are significant. The client is relieved of many administrative

burdens, as well as the need to employ specialized personnel employees. Further, employees not

recruited by one client are sent to another client company for employment.

Conditions of labour market determine the selection process. As is well known. We have a

strange paradox in our country. There is large scale unemployment justaposed with shortage of

skilled labour. ‘No vacancy’ boards are seen along with ‘wanted…’ hung on factory gates

everywhere.

Unemployment prevails among people who are unemployable-individuals who have

acquired university degrees but do not possess any specific skills. Matriculates, B.As, B.Coms and

B.Scs fall into this category. All the evils associated with selection-corruption, favouritism and

influence- are found in hiring these people. Selection is, obviously, not systematic and influence-
are found in hiring these people. Selection is, obviously, not systematic and at times bizarre too, as

is evident from the following story.

“For decades, at least three or four times every year, the muncipal grounds of kothagudem,

the bustling mining town in the heart of Andhra Pradesh, has been a witness to a strange event. At

the crack of the dawn, a group of men in their late twenties and thirties would line up for a 100-

metre dash. The first few to touch the finishing line would be appointed as casual coal fillers in the

underground coal mines of Singareni Coal Co. Ltd, for a specific period of time”.

Selection practices in hiring skilled and managerial personnel are fairly well defined and

systematically practiced. Particularly in hiring managerial personnel and executive, a lot of

professionalism has come in, thanks to the realization that these individuals are difficult to come by

and no effort is too excess to attract them. Specialist agencies are available whose services are

retained for hiring technical and managerial personnel. Merrit and not favouritism, objectiveity and

not subjectivity will be the criteria for such selections.

ORIENTATION

Orientation, also called induction, is designed to provide a new employee with the information he

or she needs to function comfortably and effectively in the organization. A formal definition of orientation

is .. . is planned introduction of employees to their jobs, their co-workers and the organization."

Typically, orientation conveys three types of information- (i) general information about the daily

work routine; (ii) a review of the organization’s history, founding fathers, objectives, operations and

products or services, as well as how the employee's job contributes to the organization’s needs; and (iii) a

detailed presentation, perhaps, in a brochure, of the organization’s policies, work rules and employee

benefits. Table 8.1 shows topics covered in orientation programmes.

PURPOSE OF ORIENTATION

Organisations are known to spend a few weeks or even months on orientation programmes. The

idea is to make the new employees feel 'at home' in the new environment. It is a well-known fact that

employees feel anxious on entering the organization. They worry about how well they will perform on the

new jobs. They feel inadequate when they compare themselves with the more experienced employees and

they are concerned about how well they will get along with their co-workers.

RECRUITMENT VS SELECTION

Both recruitment and selection are the two phases of the employment process. The differences

between the two are:

1. Recruitment is the process of searching the candidates for employment and stimulating them to apply

for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are

screened for choosing the most suitable persons for vacant posts.

2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best

candidates for the organisation, by attracting more and more employees to apply in the organisation

WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various

positions in the organisation.

3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS

selection is a negative process as it involves rejection of the unsuitable candidates.

4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned

with selecting the most suitable candidate through various interviews and tests.

5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of

service between the employer and the selected employee.

 CHAPTER III

COMPANY PROFILE
 INDUSTRY PROFILE

PHARMACEUTICAL INDUSTRY (INDIA)

Among all the major industries in India, textiles and pharmaceuticals are surely the leaders. The

Indian government has listed the pharmaceutical industry as an intellectual industry and investment in

research and development has been enhanced.

The first Indian pharmaceutical company, Bengal Chemicals and Pharmaceutical Works, which still

exists today as one of 5 government-owned drug manufacturers, appeared in Calcutta in 1930. For the

next 60 years, most of the drugs in India were imported by multinationals either in fully-formulated or

bulk form. The government started to encourage the growth of drug manufacturing by Indian companies

in the early 1960s, and with the Patents Act in 1970, enabled the industry to become what it is today. This

patent act removed composition patents from food and drugs, and though it kept process patents, these

were shortened to a period of five to seven years. The lack of patent protection made the Indian market

undesirable to the multinational companies that had dominated the market, and while they streamed

out, Indian companies started to take their places. They carved a niche in both the Indian and world

markets with their expertise in reverse-engineering new processes for manufacturing drugs at low costs.

Although some of the larger companies have taken baby steps towards drug innovationThe

pharmaceutical products account for 8 percent of the global pharmaceutical sales and India is the fifth

largest producer of bulk medicines in the world. In 2001, the value of India's exports of medicines

approached US$1.7 billion.

Indian Pharmaceutical Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent

annually. It ranks very high in the third world, in terms of technology, quality and range of medicines

manufactured. From simple headache pills to sophisticated antibiotics and complex cardiac compounds,

almost every type of medicine is now made indigenously.

The Industry possesses quality producers and many units approved by regulatory authorities in

USA and UK. International companies associated with this sector have stimulated, assisted and
spearheaded this dynamic development in the past 53 years and helped to put India on the

pharmaceutical map of the world.

There are 20,000 laboratories in India's pharmaceutical industry and the scale of the

pharmaceutical market amounts to Euro 5.3 billion. The leading 250 pharmaceutical companies control

70% of the market with market leader holding nearly 7% of the market share. It is an extremely

fragmented market with severe price competition and government price control.

Around 70% of the country's demand for bulk drugs, drug intermediates, pharmaceutical

formulations, chemicals, tablets, capsules, orals and injections is met by home production. There are

about 250 large units and about 8000 Small Scale Units, which form the core of the pharmaceutical

industry in India (including 5 Central Public Sector Units).

Following the de-licensing of the pharmaceutical industry, industrial licensing for most of the drugs

and pharmaceutical products has been done away with. Manufacturers are free to produce any drug duly

approved by the Drug Control Authority. Technologically strong and totally self-reliant, the pharmaceutical

industry in India has low costs of production, low R&D costs, innovative scientific manpower, strength of

national laboratories and an increasing balance of trade. The Pharmaceutical Industry, with its rich

scientific talents and research capabilities, supported by Intellectual Property Protection regime is well set

to take on the international market. Over 20,000 registered pharmaceutical manufacturers exist in the

country. The domestic pharmaceuticals industry output is expected to exceed Rs260 billion in the

financial year 2002, which accounts for merely 1.3% of the global pharmaceutical sector. Of this, bulk

drugs will account for Rs 54 bn (21%) and formulations, the remaining Rs 210 bn (79%).

OPPORTUNITIES IN AREAS OF CONTRACT MANUFACTURING AND RESEARCH.

Indian companies such as Ranbaxy, Sun Pharma, and Dr. Reddy's are increasingly focusing on

tapping the U.S. generic market. Recently, Ranbaxy Laboratories Ltd has received a tentative approval

from the US Food and Drug Administration to manufacture and market Lamivudine tablets (150 mg), a

medicine used in treating HIV infection. This tentative approval has been granted under the US

President's Emergency Plan for AIDS Relief Initiative .

 The Indian government had recently passed Patents (Amendment) Bill on Tuesday, March 22, 2005

amid many protests from the Left parties. The passing of the bill means that India has kept its

commitment to the WTO to have a product patent regime in place.

The fear that the new bill would lead to an increase in the cost of life saving drugs, is taken care off

by the compulsory licensing under the bill. This will enable Indian companies to manufacture medicines

for a fixed tenure in case of any epidemic, thus controlling the price factor.

The government has made crucial changes to the original draft to ensure big pharma MNCs can't

dictate medicine prices arbitrarily. The most important change in the Act is a tighter definition of what can

be patented. Now only a product, including drugs, which makes a technical advance or has economic

significance, can get a patent.

Some of the changes that bill proposes include giving manufacturing rights to Indian companies,

which currently produce drugs patented abroad, after paying a 'reasonable' royalty for them.

The bill also restricts a pharmaceutical company from renewing its patent every time it expires,

citing a new use for the same drug. It gives companies more grounds and time to challenge a patent claim

even before it's granted.

The government will also have the right to issue a compulsory license to an Indian company to

produce a patented product if the patent holder is charging abnormally high rates or in case of a national

emergency.

Expenditure on R & D by the Indian pharmaceutical companies is around 1.9% of the industry's

turnover. This is very low when compared to the investment on R & D by foreign research-based pharma

companies. They spend 10 - 16% of the turnover on R & D. However, now that India has entered into the

Patent protection area, many companies are spending relatively more on R & D. The Pharmaceutical and

Biotechnology Industry is eligible for weight deduction for R&D expense up to 150%.
 PROFILE OF RANBAXY

Ranbaxy Science Foundation

Ranbaxy Laboratories Limited incorporated Ranbaxy Research Foundation in 1985 and was later

reconstituted as a separate society as Ranbaxy Science Foundation and registered under the

Societies Act in May 1994, with an implicit mission of giving impetus to research activity and help in

reviving India’s great scientific tradition. The Foundation instituted Ranbaxy Research Awards to recognize

original outstanding contributions in the fields of Medical and Pharmaceutical Sciences. Every year the

Foundation invites nominations for 4 awards – 3 Awards for Rs. 1,00,000/- each in the fields of Medical

Sciences in Basic. Applied and Clinical and 1 Awards of Rs. 1,00,000/- in the field of Pharmaceutical Sciences.

So far 104 scientists have been honored by the Foundation.

Ranbaxy Science foundation (RSF) is a nonprofit organization dedicated to promote scientific

endeavors in the country by encouraging and rewarding and channeling national and international knowledge

and expertise on subjects connected with treatment of diseases afflicting mankind. To achieve these

objectives, the Foundation conducts Round Table Conferences on topics concerning public health and

symposia on topics at the cutting edge of research in medical sciences to explore the latest in the selected

area of specialty and its potential application for the benefit of mankind.

Being committed to recognizing and furthering excellence, the Foundation has also initiated

“Research Scholarship Awards for the Young Scientists” with an aim to stimulate their interest in research.

Late Prof. V. Ramalingaswami, was the founder Chairman of the Foundation. Dr. Nitya Anand a renowned
pharmaceutical scientist is currently the Chairman of the Ranbaxy Science Foundation.

CORPORATE PROFILE

Ranbaxy Laboratories Limited, headquartered in India, is an integrated, research based,

international pharmaceutical company, producing a wide range of quality, affordable generic

medicines, trusted by healthcare professionals and patients across geographies. The Company is

ranked amongst the top ten global generic companies and has a presence in 23 of the top 25

pharma markets of the world. The Company with a global footprint in 49 countries, world-class
manufacturing facilities in 11 and a diverse product portfolio, is rapidly moving towards global

leadership, riding on its success in the world’s emerging and developed markets.

FINANCIALS

Ranbaxy was incorporated in 1961 and went public in 1973. For the year 2006, the

Company's Global Sales at US $1339 Mn reflected a growth of 17%. The EBIDTA at US$207

reflected an expansion of 16%. Profit After Tax at US$ 114 Mn registered an increase of 95%

over the previous year.

The Company is moving towards a well balanced mix of revenues from developed and

emerging markets and is currently well positioned to leverage the varied growth potential offered

by these markets. For the year 2006, North America, the Company's largest market contributed

sales of US $ 391 Mn, reporting a growth of 18% followed by Europe garnering US$ 332 Mn

reflecting a growth of 23%. The Company’s business in Asia was led by a strong performance in

India clocking in sales of US$ 260 Mn nudging towards market leadership backed by its strong

brand-building skills.

STRATEGY

The Company has successfully pursued its inorganic growth strategy and concluded over

15 acquisitions since 2008, including the latest 9 acquisitions valued at US$ 450 Mn (4 in Europe,

1 in the US, 3 in India and 1 in South Africa). These acquisitions have significantly expanded its

business in emerging and profitable markets. The Company will continue to evaluate acquisition

options in US, Europe, India and emerging markets to accentuate its business and competitiveness

in these markets.

R&D
 Ranbaxy views its R&D capabilities as a vital component of its business strategy that will

provide the company with a sustainable, long-term competitive advantage. The Company today

has a pool of 1,200 scientists who are engaged in path-breaking research.

Ranbaxy is among the few Indian pharmaceutical companies in India to have initiated its

research program in the late 70’s. To support its global ambition a first of its kind world class

R&D centre was commissioned in 1994. Today, the Company’s multi-disciplinary R&D centre at

Gurgaon, in India, houses dedicated facilities for generics research and innovative research. The

Company’s robust R&D environment for both drug discovery & development reflects the

Company's commitment to be a leader in the generics space and offer value added formulations

based on its Novel Drug Delivery System (NDDS) and New Chemical Entity (NCE) research

outcomes.

The company's NDDS focus is mainly on the development of NDA/ ANDAs of oral

controlled- release products for the regulated markets. The Company's first significant

international success using the NDDS technology platform came in September 1999, when

Ranbaxy out-licensed its first once-a-day formulation to a multinational company.

The research areas for drug discovery at Ranbaxy are anti-infective, inflammatory

respiratory, metabolic diseases and Oncology. Presently, the Company has 10 programs in the area

of NDDR including one NCE in Phase-II clinical trials. The Company has received approvals to

commence Phase I studies in India on its NCE molecule for Dyslipidemia. In addition, the

Company also has a number of other pre-clinical leads in various segments.

Ranbaxy also has a global alliance in the area of drug discovery and development with

GlaxoSmithKline Plc. Presently two research programs have been initiated under this alliance.
VISION & ASPIRATIONS

The Company is driven by its vision to achieve significant business in proprietary

prescription products by 2012 with a strong presence in developed markets. It aspires to be

amongst the Top 5 global generic players and aims at achieving global sales of US $5 Bn by 2012.

PEOPLE

The Company’s business philosophy based on delivering value to its stakeholders

constantly inspires its people to innovate, achieve excellence and set new global benchmarks.

Driven by its vision to become a global leader the Company reinvents itself to achieve sustained

growth and leadership.

Driven by the passion of its over 12,000 strong multicultural workforce comprising 50 nationalities,

Ranbaxy continues to aggressively pursue its mission to become a Research-based International

Pharmaceutical Company and attain a true global leadership position

BOARD OF DIRECTORS
At the helm of the entire operations is the experience and able direction of the people who

make it all happen. Ranbaxy acknowledges their inspiring stewardship and indefatigable work.
RANBAXY’S KEY STRENGTHS

 Leadership in Novel Drug Delivery System (NDDS) products, which offer value-added

differentiation over conventional products. Key brands include Cifran OD (Ciprofloxacin), Zanocin

OD (Ofloxacin) & Sporidex AF (Cephalexin)

 Strong brand building capabilities, reflected in the fact that 20 brands feature in the “Top-300

brands of the Industry” list. The leading 5 brands are Sporidex (Cephalexin), Cifran

(Ciprofloxacin), Mox (Amoxycillin), Zanocin (Ofloxacin) & Volini (Diclofenac)

 A well-built customer interface, with one of the highest customer coverage across India, and an

excellent franchise with both Generalists & Specialists. This is proven by Ranbaxy India’s

Corporate Image being perceived as ‘Best-in-Class’ by customers (source: AC Nielsen ORG MARG

Report, June 2008)

 With a futuristic approach, the India operations attempts to capitalize on the fast- emerging, high-

growth segments with innovative products and services:

a) Biological formulations such as Verorab (Rabies Vaccine) and Vaxigrip (Flu Vaccine), which require

competencies to propagate the newer concepts in the market place. These products are being in-

licensed or taken on Co-promotion from Sanofi Pastuer

b) High end anti-infective such as Cilanem (Imipenem+Cilastatin) & Faronem (Faropenem) have been

launched for the first time in India. Ranbaxy is championing the concept of Penems/

Carbapenmens , locally

c) Dry Power & Metered Dose Inhalers have been launched in the Respiratory segment. All Metered

Dose Inhalers are HFA based formulations, environment friendly inhalers. It is for the first time in

India, that a company has launched its entire HFA propellant based MDI range. The world’s first

novel product, Osovair (Formoterol + Ciclesonide) inhalation capsules has been introduced in the

Indian market.
d) Anti-diabetic franchise has been further consolidated with launch of Insucare (Insulin) with an

innovative delivery mechanism - “Controlled Insulin Logistics” This ensures that the cold chain,

vital for product efficacy, is maintained.

e) A slew of products have been launched in the Dermatology segment: Sun cross (Sunscreen

lotion), Sotret (Isotretnoin), Eflora (Eflornithine)

 CHAPTER IV
ANALYSIS AND INTERPRETATION
 ANALYSIS AND INTERPRETATION
1) The sources of recruitment system followed in Organisation.
Sources of recruitment system

S no Particulars No.of Respondents Percentage of

Respondent

1 Wide publicity 60 60

2 employment exchange 30 30

3 appointment by transfer 10 10

Total 100 100

Table No: 1

Figure No: 1

INTERPRETATION:

From the above data it is clear that wide publicity is the source of recruitment for 60% of

respondents. Appointment by transfer is the source of recruitment for 10% of respondents. Employment

exchange is the source of recruitment for 30% of respondents.

2) ability of complete the job
Ability to do the jobs

S no Particulars No.of Respondents Percentage of

Respondent

1 Mental Ability 10 10

2 Physical Ability 30 30

3 Both 60 60

Total 100 100

Table No: 2

Figure No: 2

INTERPRETATION:

From the above data it is clear that 60% of respondents are drawn for recruitment through wide

publicity. 30% of respondents are drawn through Employment exchange. 10% of respondents are drawn

through appointment by transfer. 10% of respondents are drawn through appointment by transfer.
 3. About Salaries, Incentives And Allowances
SATISFACTION LEVELS

S no Particulars No.of Respondents Percentage of Respondent

1 Excellent 10 10

2 Good 30 30

3 satisfactory 40 40

4 not satisfactory 20 20

Total 100 100

Table No: 3

Figure No: 3

INTERPRETATION:

From the above data it is clear 10% of respondents feel that they use mental ability to complete the

job. 30% of respondents feel that they use physical ability to complete the job. 60% of respondents feel

that they use both ability to complete the job.

 4. Extent you are aware of activities held in your organisation

Awareness of Activities

S no Particulars No.of Respondents Percentage of Respondent

1 Every activity 30 30

2 activities related to job 20 20

3 few activities 50 50

Total 100 100

Table No: 4

Figure No: 4

INTERPRETATION:

From the above data it is clear that 30% respondents feel that they are aware of the every activity held

in organization. From the above data it is clear that 20% respondents feel that they are aware of activities

related to job held in organization. 50% respondents are feel that they are aware of few activities held in

organization.
 5. The benefits provided by Ranbaxy.

Benefits of the Organization

S no Particulars No.of Respondents Percentage of Respondent

1 All emergency services 60 60

2 maternity benefits 10 10

3 medical facilities 20 20

4 rest rooms 10 10

Total 100 100

Table No: 5

Figure No: 5

INTETPRETATION:

From the above data it is clear that 50% respondents feel that all emergency services provided by

Ranbaxy. 10% respondents are provided by maternity benefits by the Ranbaxy. 20% respondents feel that

medical benefits provided by Ranbaxy. 10% respondents are provided rest rooms by Ranbaxy.

6. Time schedule at Company

Time schedule at Ranbaxy

S no Particulars No.of Respondents Percentage of Respondent

 1 Agree 60 60

2 disagree 40 40

Total 100 100

Table No: 6

CONVIENIENT TIME SCHEDULE AT

RANBAXY

70
60
percentage

60
50
40
40
30
20
10
0
agree disagree
parameter

Figure No: 6

INTERPETATION:

From the above data it is clear that 60% respondents agree that the time schedule at Ranbaxy. 40% of

respondents disagree.

7. Experience in Ranbaxy

Experience in Ranbaxy

S no Particulars No.of Respondents Percentage of Respondent

1 Six months 10 10
 2 one year 50 50

3 3 years 30 30

4 more than 3 years 10 10

Total 100 100

Table No: 7

NUMBER OF YEARS SPENT IN RANBAXY

percentage

60
50
50
40 30
30
20 10 10
10
0
six months one year 3 years more than 3
years
parameter

Figure No: 7

INTERPRETATION:

From the above data it is clear that 10% respondents were six months in Ranbaxy. 50% of respondents

were 1yr in Ranbaxy. 30% of respondents were 3yrs in Ranbaxy. 10% of respondents were more than 3yrs

in Ranbaxy.
 8. Source to enter in to this Company

Source to enter in to the Ranbaxy

S no Particulars No.of Respondents Percentage of Respondent

1 Through reference 40 40

2 paper notification 20 20

3 Others 40 40

Total 100 100

Table No: 8

SOURCES TO ENTER INTO

RANBAXY
percentage

50
40 40
40
30
20
20
10
0
through reference paper notification others
parameter

Figure No: 8

INTERPRETATION:

From the data 40% of respondents entered Ranbaxy through reference 20% of respondents entered

Ranbaxy through paper notification. 40% of respondents entered Ranbaxy through others.

9. Types of the selection process

Selection process
 S no Particulars No.of Respondents Percentage of Respondent

1 Interview 80 60

2 written test 20 40

Total 100 100

Table No: 9

Figure No: 9

INTERPRETATION:

From the data 80% of respondents had interview in selection process.20%of respondents had written

test.
 10. Find any difficulties in your selection process

Difficulties in your selection

S no Particulars No.of Respondents Percentage of Respondent

1 Yes 10 60

2 No 90 40

Total 100 100

Table No: 10

Figure No: 10

INTERPRETATION.

From the data 10% of respondents feel that there are difficulties in selection process. 90% of

respondents feel that there are no difficulties in selection process.

11. Your opinion about present selection process

 Opinion about present selection process

S no Particulars No.of Respondents Percentage of Respondent

1 Excellent 20 10

2 Good 30 50

3 Satisfactory 40 30

4 dissatisfactory 10 10

Total 100 100

Table No: 11

Figure No: 11

INTERPRETATION:

From the above data 20% of respondents opine that the present selection process is excellent. 30% of

respondents opine that the present selection process is good. 40% of respondents opine that the present

selection process is satisfactory. 10% of respondents opine that the present selection process is

dissatisfactory.

12. On what basis you want to do this job

Basis for doing job

S no Particulars No.of Respondents Percentage of Respondent

 1 Salary 50 10

2 working hours 20 50

3 medical benefits 0 30

4 other benefits 30 10

Total 100 100

Table No: 12

Figure No: 12

INTERPRETATION:

From the above data 50% of respondents wanted to do the job on the basis of salary. 20% of

respondents wanted to do the job on the basis of working hours. 30% of respondents wanted to do the job

on the basis of others.

 13. Any recommendation/reference in your selection process

Recommendation/reference

S no Particulars No.of Respondents Percentage of Respondent

1 Yes 60 60

2 No 40 40

Total 100 100

Table No: 13

Figure No: 13

INTERPRETATION:

From the above data 60% of respondents have recommendation/reference in selection process. From

the above data 40% of respondents don’t have recommendation/reference in selection process.
 14. Basis for fixed range of salary

The range of salary

S no Particulars No.of Respondents Percentage of Respondent

1 Experience 60 60

2 Targets 20 20

3 qualification 10 10

4 Others 10 10

Total 100 100

Table No: 14

Figure No: 14

INTERPRETATION:
From the above data 60% of respondents feels on the basis of experience the range of salary is fixed.

From the above data 20% of respondents feels on the basis of target the range of salary is fixed. From the

above data 10% of respondents feels on the basis of qualification the range of salary is fixed. From the

above data 10% of respondents feels on the basis of others the range of salary is fixed.
 15. The process of recruitment and selection, satisfactory or dissatisfactory

Is the process of recruitment and selection satisfactory or dissatisfactory? S. No

S no Particulars No.of Respondents Percentage of Respondent

1 Satisfactory 80 80

2 Dissatisfactory 20 20

Total 100 100

Table No: 15

Figure No: 15

INTERPRETATION

The above table reveals that 20%of respondents faced HR manager round 20% of respondents

faced 3-member committee and 60% respondents faced head of department round.
 CHAPTER V

FINDINGS

SUGGESTIONS

CONCLUSIONS
 FINDINGS

1) Most of the employee’s recruitment depends upon the HRD managers or functional heads.

2) Most of the employees satisfied with the recruitment and selection process.

3) Most of the employees satisfied with interview methods.

4) Most of the external sources are helping to the recruitment and selection process.

5) Organization expansion purpose that their employees are recruited.

6) Most of the internal and external sources are very useful to the employee’s recruitment in the

organization.

7) The overall recruitment and selection process of organization is simple and good.

8) The recruitment process at Ranbaxy is in line with the recruitment policy of the company. The entire
process works exactly as it should according to the policy.

9) The recruitment process i.e. the activity of generating the pool of perspective employees, is similar for
all entry – level positions. However the selection process is unique for every position. The recruitment
process at Ranbaxy is shown in above flowchart.

10) The human resources department maintains the blanket count of personal in each department and is
responsible for filling up vacant positions in all departments throughout the organization.

11) The recruitment and selection activity is centralized and is conducted by the human resources
department at Ranbaxy head office.

12) Different sources of recruitment for every position has been tried and tested over the years at Ranbaxy
and at present every position has one unique source of recruitment, which is always resorted to.

13) Walk-ins are always used as a source of recruitment for junior level. Ranbaxy has earned a good name
for itself in the entire country and hence huge pool of candidates is created through this source.
 However the hiring/applicants ratio is very low. This is because a lot of unsuitable candidates also show
up for interview. This leads to wastage of time and effort.

14) Ranbaxy can improve its recruitment and selection process with the advices mention below and can
increase the sources of recruitment for selecting the right pool of candidates.
 SUGGESTIONS

1) Going by the trend in science of human resource management, the organization aimed at

recruiting not only a competent employee, but also concentrate on his ability to “fit in” with

the organization.

2) They aim recruiting or embracing somebody who conform the employee’s stay to the company.

This again reduce attrition and etc.

3) Pundits do advice some modern techniques like thomos profiling, aruthur Anderson’s depth

interviews etc. But, their suitability and efficiency must be judge and determined prior to their

embracement.

4) As a first step, the profile of the ideal candidate should be prepared. The line managers

determine the technical competencies required to perform the job.

5) HRD managers in consultation with the line managers should prepare the behavioral aspect of

the job. Here the organization can take the services of psycho analyst.

6) Having decided on that, the interviewers will have all up- to-date, comprehensive and reliable

information on the applicant.

7) This software can be more useful, if it is flexible enough to accommodate different levels /

types of jobs.
 CONCLUSIONS

In Ranbaxy recruitment process is done by the Administrative Department. The corporation

recruits the employees only when it is required. All the employees are aware of the recruitment and

selection process of the company. Both the internal and external source of information is used in

recruitment and selection process in the organization. Depending on the vacancy the appropriate source of

recruitment and selection is followed. The corporation mostly conducts only one level of in-depth

interview for selection process. Written test and group discussions should also be conducted for the

selection of employees according to the requirement.

The recruitment and selection of candidates are made on the basis of experience, age and

aptitude. Fresh candidates are also recruited into the organization in an effective manner. The organization

is also implementing the reservation policies laid down by the government and employee referrals are also

taken into consideration. Most of the employees say that the policy followed for recruiting employees

meets the overall objective of the company.

BIBLIOGRAPHY
BOOKS

1. Abuja K (1990), ‘Personnel Management and Industrial Relations’ 4th edition , Kalyan publishers,

New Delhi.

2. Anuradha Sharma, Aradhana Khandekar (2006), ‘Strategic Human Resource Management,’ 2nd edition

Response Books.

3. Beach Dale S (1967.) ‘Personnel: The Management of People’,4th edition New York.

4. Beach D S (1975), ‘Personnel: The Management of people At Work’, 2nd edition Macmillam Publishing

Co., New York.

5. Burack Elmer H, and Robert D Smith (1977), ‘Personnel Management’, 1steition A Human Resource

Systems Approach.

6. Bhatia S K (1981), ‘Management of Absenteeism’, 4th edition Asian Publishing Services, New Delhi.

7. Bhagdiwal T N (1991), ‘Personnel Management and Industrial Relations’, 2nd edition Sahitya Bhavan,

Agra.

8. Biswnath Ghosh (1993), ‘Personal Management and Industrial Relations’, 4th edition The World Press

(P) Ltd, Calcutta.

9. Calhoon R (1967), ‘Personnel Management and Supervision’,2nd edition Appleton Century Craft,

New York.

10. Chatterjee N (1980), ‘Management of Personnel in Indian Enterprises’,2nd edition Allied Book Agency,

Calcutta.

11. C B Mamoria (1997), ‘Personnel Management’, 2nd edition Himalaya Publishing House, Bombay,Delhi,

Nagpur.
Websites

 www. ranbaxy.com

 http:///www.hr.uwa.edu

 www.HR.com/HR.com/index.cfm

 www.hrmguide.co.uk

 www.technetgroupindia.co.uk

 www.questionnaire.com
 RECRUITMENT AND SELECTION AT RANBAXY QUESTIONNAIRE
NAME:
DESIGNATION:
AGE:
QUALIFICATION:

1) Since how long are you in this Ranbaxy?

a)6 months b)1 year c)3 years d)more than 3 years

2) What are the benefits provided by Ranbaxy?

a)All emergency services b)Maternity benefits c)medical facilities d)rest rooms

3) Time schedule at Ranbaxy

a)Agree b)disagree

4) To what extent you are aware of activities held in your organisation?

a)Every activity b)activities related to job c) few activities

5) What do you think about salaries, incentives and allowances paid by the organisation for your job?

a)Excellent b) good c)satisfactory d)not satisfactory

6) On what basis fixed the range of salary?

a)Experience b)targets c)qualification d)others

7) On what basis you want to do this job?

a)Salary b)working hours c)medical benefits d)other benefits

8) On basis of which ability you complete the job?

a)Mental ability b)physical ability c) both

9) What are the sources of recruitment system followed in Ranbaxy?

a)Wide publicity b)employment exchange c)employment by transfer

10) Source to enter to this Ranbaxy?

a)Through Reference b)paper notification c) others

11) What was your selection process?

a)Interview b)Written test

12) Do you find any difficulties in your selection process?

a)Yes b)no

13) Is the process of recruitment and selection, satisfactory or dissatisfactory?

a)satisfactory b)dissatisfactory

14) Do you have any recommendation/reference in your selection process?

a)yes b)no

15) What is your opinion about present selection process?

a)Excellent b)good c)satisfactory d)dissatisfactory