SUMMER TRAINING REPORT

ON

RECRUITMENT, SELECTION AND ATTITION ANALYSIS

IN

ESCORTS KUBOTA LIMITED

Submitted in partial fulfillment of degree in the requirement of

Masters of Business Administration

Of

J.C. Bose University of Science and Technology (Formerly YMCA UST),

FARIDABAD

Session 2022-2023

SUBMITTED TO: SUBMITTED BY:

Controller of Examination Chetna

JC BOSE University YMCA Faridabad University roll no. -

B.S. ANANGPURIA INSTITUTE OF TECHNOLOGY & MANAGEMENT,

ALAMPUR (FARIDABAD)
 TABLE OF CONTENT

CHAPTERS PARTICULARS PAGE NO.

1. Company Profile

2. Introduction of the topic

3. Research Methodology

Introduction

Objective of the study

Need and scope of the study

Sample Design, size and Technique

Statistical tools used

4. Data Analysis & Interpretation

5. Findings of the study

Conclusion

Limitations of the study

Suggestions & Recommendations

6 Bibliography

7 Appendix
 PREFACE

The purpose of industrial training is to acclimatize the students with organization & the
industry in which this organization exists. Summer training is a part of management study
and is very important for each and every student.

Management trainees are trained in such a way that after they come out, they can manage the
matters of organization in a planned & systematic manner.

The Purpose of My project was to learn the application of management recruitment and
selection process and its importance along with HR policies of Escorts Kubota Ltd. which
pride itself to be the market leader.

This training was valuable experience in terms of understanding and learning and I believe
that in future I will get fruitful result.

CHETNA
21MBA06
 ACKNOWLEDGEMENT

A training report is never the sole product of the person whose name appears on the cover.
There is always the help, guidance and suggestions of many in the preparation of project. So,
it becomes my first duty to express my gratitude towards all of them.

I am extremely grateful to Ms. Soumyani Chatterjee , (HR Business Partner),

ESCORTS KUBOTA LIMITED for permitted me to carry this training work and
providing necessary information about the work and helping me in solving my doubts.

I would also like to thank Dr. R.K. Khar, Director, Dr. Bhupesh Kumar Singh Principal
BSAITM, Dr. Kamana Singh, HOD, Department of Management Studies, and my guide Ms.
Soumyani Chatterjee for providing possible help during my training period.

I am thankful to other executives, who shared their precious time and experience with me. I
would like to thank all the concerned workers who provided the necessary information.

CHETNA
CHAPTER – 1
COMPANY PROFILE
 INTRODUCTION

Escorts Kubota Limited formerly Escorts Limited is an Indian

multinational conglomerate that operates in the sectors of agricultural machinery,
construction machinery, material handling, and railway equipment. Its headquarters are
located in Faridabad, Haryana. The company was launched in 1944 and has marketing
operations in more than 40 countries. Escorts manufactures tractors, automotive components,
railway equipment, and construction and material handling equipment.
Escorts Kubota Limited's management team includes Nikhil Nanda as the Chairman and
Managing Director and Seizi Fukuoka as Deputy Managing Director.

History
Escorts Limited was originally founded as Escorts Agents Ltd. in 1944 by brothers Har
Prasad Nanda and Yudi Nanda. They started a family-owned business, Nanda Bus Company,
in Lahore.
Escorts Limited was founded in 1960 after the company set up its manufacturing base at
Faridabad and began manufacturing agricultural machinery, x-ray
machines with Westinghouse and heating elements with Elpro.

Businesses
Escorts Agri Machinery
Escorts Agri Machinery was launched in 1960. The company manufactures tractors under the
brand names Farmtrac, Powertrac, and Steeltrac. The first Escorts tractors were produced in
1961 based on Ursus license. In 1969, a partnership with Ford was set up to produce licensed
Ford tractors for India.
Escorts has a plant in Mrągowo, Poland, that was purchased from Pol-Mot in 2000, and four
plants in India. There was an assembly plant in Tarboro, North Carolina, that was purchased
from Long Agri, but the North American subsidiary went into receivership in 2008.
Escorts Construction Equipment
Escorts Construction Equipment manufactures and markets construction and material
handling equipment like pick-and-carry cranes, backhoe loader, vibratory rollers, and
forklifts. The manufacturing and assembly facility is located in Sec 58, Faridabad.
Railway Equipment Division
The Railway Equipment Division manufactures and supplies critical railway components
such as air brake systems, EP brake systems, draft gears and couplers, composition brake
blocks, dampers, and rubber components to the Indian Railways. The manufacturing facility
is located in Sector 24, Faridabad.
Escorts Auto Products
Escorts Auto Products manufactures auto suspension products such as shock absorbers,
struts, and telescopic front forks for the automotive industry. The company collaborated with
Fichtel & Sachs to introduce the concept of shock absorbers to be manufactured in India in
1966. In 2016, Escorts' Auto Products business was divested to Pune-based Badve
Engineering.
Motorcycles
The motorcycle division of Escorts group used to manufacture Polish SHL M11 175 cc
(10.7 cu in) motorcycles under the brand name Rajdoot from the early 1960s until 2005.
In the early 1980s, Escorts started making Yamaha motorcycles in India. Rajdoot 350 was
launched in 1983, which was later followed by the Yamaha RX 100 in 1985. The motorcycle
manufacturing unit in Faridabad, India, was sold to Yamaha in 2001 when Escorts decided to
quit the motorcycle business to concentrate on tractors and auto components.

Knowledge Management Centre

The Escorts Knowledge Management Centre (KMC) was created in 1976 and is spread over
100,000 square meters (0.039 sq mi) in Faridabad. The center designs tractors. It has facilities
such as an engine laboratory that has computerized test beds with online control, data
acquisition, and analysis; an advanced vehicle testing laboratory; a noise vibration and
harshness lab; a metrology lab; and a materials engineering lab.
ESCORTS KUBOTA LTD. (ESCORTS) - COMPANY HISTORY
Escorts Kubota Limited (Formerly known as Escorts Limited) is a leading engineering
conglomerate operating in Agri-machinery Construction & Material Handling Equipment and
Railway Equipment. The Company is primarily engaged in the business of manufacturing of
agricultural tractors engines for agricultural tractors construction earth moving and material
handling equipment round and flat tubes heating elements double acting hydraulic shock
absorbers for railways coaches center buffer couplers automobile shock absorbers telescopic
front fork & Mcpherson struts brake block internal combustion engines and all types of brake
used by railways. It also trades in oils & lubricants implements trailers tractors compressor
accessories and spares construction earth moving and material handling equipment. Escorts
Kubota Limited was incorporated in the year October 17th 1944 as Escorts Agents Ltd in
Lahore. The company has diversified business in three different segments viz. Agri
Machinery Material Handling & Construction Equipment and Railway Equipment. In the
year 1951 Escorts established India's first private Institute of Farm Mechanization at Delhi
and in the year 1953 Escorts (Agents) Ltd and Escorts (Agriculture and Machines) Ltd
merged to form Escorts Agents Pvt. Ltd. The company was converted into a public limited
company in December 1959 and subsequently the name was changed to Escorts Ltd in
January 1960.In the year 1961 the company set up a manufacturing base at Faridabad for
manufactures of tractors in collaboration with URSUS of Poland and launched Escort brand
of tractors. Also they made collaboration with CEKOP of Poland for manufacture of
motorcycles and scooters. The first Rajdoot motorcycle rolls off the assembly line. In the year
1969 Escorts Tractors Ltd made a technical and financial joint venture with the global giant
Ford Motor Company USA for manufacturing Ford tractors in India. And in February 1 1971
the first tractor FORD 3000 rolled out of the factory. In the year 1977 the company set up
their first independent R&D Center namely Escorts Scientific Research Centre at Faridabad.
Also they set up their second plant at Bangalore for manufacturing piston assemblies. In the
year 1979 they made collaboration with JCB Excavators Ltd. UK for manufacture of
excavators. In the year 1980 the company forayed into healthcare and set up Escorts Hospital
and Research Center in Faridabad. In the year 1984 the company signed an agreement with
the Japanese bike giant Yamaha to manufacture motorcycles with Yamaha technology. Also,
they made collaboration with Jeumont Schneider of France and Dynapac of Sweden to
manufacture EPABX systems and vibratory road compactors respectively. In the year 1997
the company made a joint venture agreement with New Holland and launched Farmtrac
Tractor. Also, the made a joint venture with First Pacific Company of Hong Kong and
formed Escotel Mobile Communications. In the year 1998 the company launched Powertrac
tractors. They signed a MoU with Long Manufacturing Company of USA for setting up a
Joint Venture in USA. In the year 1999 the company signed a MoU with a Polish Company
POL-MOT for assembling manufacturing and marketing of Farm Machinery. In September
1999 they set up a subsidiary namely Escosoft Technologies Ltd in the Information
Technology Sector. During the year 2001-02 the company sold their 26% shareholding in
Yamaha Motors Escorts Ltd. They entered into an agreement with Claas Kgaa Germany their
joint venture partner in Escorts Claas Ltd for sale of their 60% equity in the joint venture for
a consideration of Euro 13.2 million. During the year Escorts Heart and Super Specialty
Institute Ltd Escorts Heart Centre Ltd Automatrix India Pvt Ltd and Escorts Research and
Development Ltd became the subsidiary companies. During the year 2003-04 Escorts Heart
Institute and Research Centre Ltd a subsidiary company acquired 100% paid up equity capital
of Escorts Hospital and Research Centre Ltd which had multi-specialty hospital in Faridabad.
In January 2004 the company entered into an agreement with Idea Cellular Ltd to divest their
share in Escorts Telecommunication Ltd. During the year 2004-05 the Escotoonz
Entertainment Pvt Ltd a wholly owned subsidiary company completed the Project 'King-II'
which was applauded in MIPCOM in France. In September 2005 the company entered into
an agreement with Fortis Healthcare Ltd to divest their shares in Escorts Heart Institute &
Research Centre Ltd for a consideration of Rs 520 crore. During the year 2005-06 the
company set up a new manufacturing facility in Rudrapur Uttarakhand for manufacture of
new range of railway equipment. The company sold their stake in the software companies
and also divested 49% stake in the joint venture Carraro India Ltd in which the company is
getting out of all the unrelated business and to remain focused on the three core businesses.
During the year 2006-07 the company embarked on entering into the manufacturing of shock
absorbers for commercial vehicles. In 2010 Escorts became the first Indian company to
indigenously design Backhoe Loaders. In 2011 Escorts launched India's first inverter tractor
FT45.In 2012 Escorts developed the most fuel-efficient tractors Powertrac 425. During the
year the company indigenously developed Bogie Mounted Brake Systems for Indian
Railways. In 2013 Escorts launched Ferrari tractors - the world's best in specialty tractors - in
collaboration with the Italian tractor brand. In 2014 Escorts launched Farmtrac 4X4
introducing high-end car technology for Indian tractors. In 2015 Escorts launched Anti-Lift
Tractor - India's first lift-resistant tractors for commercial haulage operations. During the year
the company entered into Joint Venture with Amul Group for manufacturing of specialty
tractors Steeltrac. During the year the company partnered with Cognizant Technology
Solutions to digitally transform businesses and deliver superior customer experience. In 2016
Escorts launched Farmtrac 6090 - a global tractor made in India. During the year the
company also launched Jungli - the high-power backhoe loader with brute force for tough
operations. During the year Escorts Skill Development Centre was established to develop
technical skills and make people more employable.On 11 August 2016 Escorts announced the
divestment of its OEM & Export business of Auto Product division to Badve Engineering
Ltd. Pune in an all cash deal as a part of the planned strategic reorientation of the business to
focus on core verticals in the Agri-Machinery Construction equipment and Railway
equipment. The Auto Products business comprises an extensive product basket catering to
OEMs and replacement market in India and overseas markets for all vehicle categories
including motorcycles scooters passenger cars commercial vehicles and multi-utility vehicles.
On 6 September 2017 Escorts launched India's first Electric & Hydrostatic concept tractor
and an expanded global portfolio of tractors for the export and domestic market in 22HP to
90 HP range under flagship brands Farmtrac and Powertrac compliant with tier 4 emission
norms of Europe and America amidst 43 International distributors. This includes the flagship
New Escorts Tractor Series (NETS) with higher horse power (70 to 90 HP) Compact tractors
in 22 to 30 HP range Crossover tractors for both paddy and haulage applications tractors with
cabin options for driving comfort along with tier 4 emission norms compliant CRDi engines
which will cater to customer demands from the United States Europe Latin America Africa
and ASEAN countries apart from new generation farmers in India.On 13 November 2017
Escorts introduced indigenously engineered Electric Tractor at Agritechnica 2017 Hanover
Germany. On 5 February 2018 Escorts' Construction Equipment Division (Escorts
Construction Equipment) announced entering into an exclusive distribution agreement with
Doosan Infracore Co. Limited South Korea (Doosan) for exclusive distributorship for sale
and service of Doosan products for the entire Indian market. Doosan is a global leader in
manufacturing and marketing of Crawler Excavators Mini Excavators and Wheel Loaders.
The product range offered by Doosan complements the current product offering of Escorts
Construction Equipment. With this association with Doosan Escorts Construction Equipment
will be able to double its addressed market in Indian Construction Equipment (ICE) Industry
from existing 40% to more than 80% by value. On 2 April 2018 Escorts announced that the
company has increased its shareholding in its subsidiary company i.e. Escorts Securities
Limited to 78% from 49% by way of acquisition of additional 35 lakh shares. On the same
day Escorts announced that the company has sold its entire shareholding of 30% in its
subsidiary company viz. Escorts Asset Management Limited (now name changed to Quant
Money Managers Limited). During, FY March 31 2019 the Company has infused additional
equity capital in Escorts Crop Solutions Limited subsidiary of the Company. The Company
has also entered into two Joint Ventures with Japanese companies i.e., Tadano Limited and
Kubota Corporation. It has made an investment of Rs 29.40 crores being 49% stake in the
Equity Capital of Tadano Escorts India Private Limited being the Joint Venture of the
Company with Tadano Limited Japan and Rs 60 crores being 40% stake in the Equity Capital
of Escorts Kubota India Private Limited being the Joint Venture of the Company with Kubota
Corporation Japan. In 2019 the Company introduced India's first autonomous tractor concept.
It collaborated with Kubota to develop value-oriented tractorsthat cater to farming
requirements in India and overseas markets. It tied up with seven technology leaders like
Microsoft Reliance JioTrimble Samvardhana Motherson Group WABCO Bosch and AVL. A
joint venture was formed with JV Tadano to produce specialized cranes that address high
capacity use cases.During FY'20 Company set up the Rajan Nanda Innovation Lab (RNIL) to
incubate new promising and disruptive business ideas. It launched India's first hybrid tractor
concept hybrid backhoe loader concept and multi-utility rural transport vehicle concept.
During FY March 31 2020 the Company has infused additional equity capital in Escorts Crop
Solutions Limited subsidiary of the Company and Escorts Kubota India Private Limited Joint
Venture.In FY 2021 the Company launched premium Whiteline series in ECE segment. It
developed a brake system indigenously for RED. The Kubota tractor production was
commenced and was the first company to receive Budni Certification for its electric tractors.
A large number of products were introduced for domestic as well as export markets. In the
Farmtrac portfolio it launched new PowerMaxx series in higher HP and Champion series in
lower HP segment and in Powertrac portfolio NEXT series in higher hp and RDX series in
lower hp segment. During the year 2021 the Board of Directors of the Company had
approved the allotment of 12257688 Equity Shares of Rs. 10/- each at a premium of Rs 840/-
each for a total consideration of Rs 1041.90 crores to M/s Kubota Corporation Japan. During
FY March 31 2021 the Company has infused additional equity capital in Subsidiary Escorts
Crop Solutions Limited; Tadano Escorts India Private Limited Joint Venture and Escorts
Kubota India Private Limited Joint Venture respectively. It has also entered into another Joint
Venture with Kubota Corporation Japan during the year. The Company has made an
investment of Rs 90 crores being 40% stake in the Equity Capital of Kubota Agricultural
Machinery India Private Limited being the Joint Venture of Company with Kubota
Corporation. During the FY 2021-22 the Company allotted 9363726 shares on preferential
allotment basis of face value Rs. 10 each at a premium of Rs. 1990 each for a total
consideration of Rs. 1872.75 crores. During FY 2022 Escorts Limited & Kubota Corporation
reinforce their long-standing partnership. Kubota increased its stake in Escorts Limited with
this Kubota Corporation became a joint promoter along with existing promoter of Escorts. It
launched 7 new products under EAM 6 new products under ECE and 3 new products
launched under RED.

COMPANY INFORMATION

Name          = Escorts Group

Type           = Public Limited
Location       = (Faridabad) India
Founder        = Hari Nanda and Yuri Nanda
Foundation    = 1960
Area served = Worldwide
The '''Escorts Group''' is an Indian multinational (engineering) conglomerate that operates in
the sectors of agri-machinery, construction and material handling equipment, railway
equipment and auto components. Headquartered in [[Faridabad]], Haryana, the company was
launched in 1944 and has operations in more than 40 countries. 
Escorts Group was launched in 1944 by two brothers, Hari Nanda and Yudi Nanda, in the
name of Escorts Agents Ltd. in Lahore. Escorts Limited was incepted in 1960 after the
company set up its manufacturing base at Faridabad. 
Since inception, Escorts Group has been associated with some of the world leaders in the
engineering manufacturing space including Minneapolis Moline, Massey Ferguson, Goetze,
Mahle, URSUS, CEKOP, Ford Motor Company, J.C. Bamford Excavators, Yamaha, Claas,
Carraro, First Pacific Company, Hughes Communications, Jeumont Schneider, Dynapac,
Honeywell, Ingeteam, etc. 
A pioneer of farm mechanization in India, Escorts Agri Machinery (EAM) was launched in
1960. The company manufactures tractors (tractor) under the brand names of Escort,
Farmtrac Company.

Escorts Construction Equipment Limited (ECEL) manufacturers and markets construction

and material handling equipment like [[cranes]], loaders, vibratory rollers and forklifts. The
company introduced the concept of Pick 'n' Carry hydraulic [[mobile cranes]] in the 1970s in
India. The ECEL manufacturing and assembly facility is located across 250,000 esq. of space
in Faridabad.
Escorts Railway Products
Escorts Railway Products (ERP) is an ISO 9001 certified company that manufactures critical
railway components. ERP supplies air brake system, EP brake system, draft gears and
couplers, composition brake blocks, dampers and rubber components to Escorts inks pact
with US firm segment.
Today, Escort Agri Machinery Group has a nationwide network with over 600 dealers, 100
parts stockiest and 30 area offices. Their national share stands at 20%. The company has
developed its own in-house state-of-the-art technology R&D facility. The main focus of the
R&D facility is to develop new and better products - products that can offer improved
performance with lower fuel consumption and least maintenance and parts requirements. It is
world class engineering organization.
ESCORTS KUBOTA - COMPANY INFO
Chairman & Managing Director: Nikhil Nanda

Director: Hardeep Singh

Independent Director: Sutanu Behuria

Whole-time Director: NITASHA NANDA

Executive Director: Shailendra Agrawal

Independent Director: Sunil Kant Munjal

Independent Director: Tanya Dubash

Company Sec. & Compliance Officer : Satyendra Chauhan

Independent Director: Harish N Salve

Director: Dai Watanabe

Director: Yuji Tomiyama

Additional Independent Director: R C Bhargava

Additional Independent Director: Kenichiro Toyofuku

Independent Director: Vimal Bhandari

Additional Non-Executive Director: Shiro Watanabe

Independent Director: Reema Nanavati

Independent Director: Manish Sharma

Deputy Managing Director: Seiji Fukuoka

Director: Yasukazu Kamada

AUDITOR: Walker Chandiok & Co LLP

IND NAME: Automobiles - Tractors

HOUSE NAME: Escorts

ESCORTS TO CHANGE ITS NAME TO ESCORTS KUBOTA

Tractor maker Escorts on Thursday said the company has received requisite
approvals for the name change of the company from "Escorts Limited" to "Escorts
Kubota Limited" with effect from June 9, 2022.
The name change comes in the wake of Japan's Kubota Corporation increasing its stake in
Escorts to 44.8% by subscribing to new equity shares and through an open offer to the public
shareholders of Escorts.

Kubota has also become a joint promoter of the company along with existing promoters, the
Nanda family, whose shareholding in the company remains unchanged. Nikhil Nanda
continues to be the Chairman and Managing Director (CMD) of the company.
"Our partnership with Kubota in Escorts Kubota Ltd has been welcomed by all our
stakeholders and investors. Consequently, the process was completed smoothly. We are now
well poised at a very interesting time in global history to contribute at much higher levels to
India and the world's quest for food security, sustainable agriculture and smart agriculture,"
Nikhil Nanda said in the release.
Kubota President and Representative Director Yuichi Kitao noted: "We are very pleased to
partner with Escorts Kubota Ltd at a time when we can combine our strengths to provide
advanced farm mechanisation solutions to address global food security & enhanced farm
productivity needs".
In November last year, Japan's Kubota Corporation announced that Kubota and Escorts
Limited (EL) have reached an agreement under which Kubota will increase its shareholding
in EL by March 31, 2022 by means of subscription to third-party preferential primary share
allotment and open offer bid.
Escorts will issue 93,63,726 equity shares of face value of ₹10 each at a price of ₹2,000 per
equity share to Kubota on preferential basis. Post completion of the open offer and issue
becoming effective, Kubota will become a joint promoter of the company along with the
existing promoters, the companies had said.

BALANCE SHEET- ESCORTS KUBOTA LTD.

PARTICULARS Mar-22 Mar-21 Mar-20 Mar-19 Mar-18
EQUITY AND LAIBILITIES
5391.5 3480.0 3022.8 2548.1
Total Shareholder Fund 7878.18 9 8 6 1
Non-Current Liabilities
long-term borrowings 0 0 0 0.15 13.68
Deferred Tax liabilities (Net) 37.91 22.97 30.29 52.87 19.71
Other long-term borrowings 76.58 83.72 53.34 28.13 23.49
long term provisions 42.03 48.95 30.11 24.45 15.32
Total Non-Current Liabilities 156.52 155.64 113.74 105.6 72.2
Current Liabilities
Short term borrowings 0 0 6.6 269.23 0
1187.1 1263.9 1225.4
trade payable 877.65 3 3 1212.5 7
Other current liabilities 362.22 368.07 322.14 266.76 290.88
Short term Provisions 97.17 100.8 125.59 119.99 132.83
1718.2 1868.4 1649.1
Total Current Liabilities 371.74 1656 6 8 8
TOTAL CAPITAL AND 7203.2 5312.0 4996.9 4269.4
LIABLITIES 9371.74 3 8 4 9
ASSETS
NON-CURRENT ASSETS
1684.9 1577.0 1521.9
Tangible Assets 1726.88 2 1632.9 2 5
Intangible Assets 22.7 28.25 32.17 30.36 35.87
Capital work in progress 56.34 41.18 104.39 53.07 46.79
Other Assets 82.6 69.85 22.94 23.09 23.23
FIXED ASSETS 1919.97 1847.4 1812.4 1706.9 1645.1
 3 7 5 1
Non-Current Investment 548.85 653.39 527.98 465.52 409.44
Long term loans and advances 0 6.3 6.49 5.4 4.41
other non-current assets 113.11 101.26 112.32 111.2 96.04
258109 2608.3 2459.2 2289.0
Total Non-Current Assets 3 8 9 7 2155
CUURENT ASSETS
1651.5
Current Investments 4584.6 6 638.28 391.09 484.89
Inventories 803.57 674.46 822.2 821.93 541.06
Trade Receivables 827.56 698.4 756.52 931.96 599.98
1316.5
Cash and Cash Equivalents 258.46 2 318.48 23.07 311.9
Short term loans and advances 0 10.44 1681 5051 5.94
Other current assets 315.62 243.47 300.53 327.31 170.72
4594.8 2852.8 2707.8 2114.4
Total Current Assets 6789.81 5 2 7 9
7203.2 5312.0 4996.9 4269.4
TOTAL ASSETS 9371.74 3 8 4 9

CHAPTER- 2
INTRODUCTION TO THE
TOPIC

INTODUCTION TO THE TOPIC

Management recruitment and selection is the process of identifying the need for a job,
defining the requirements of the position and the job holder, advertising the position and
choosing the most appropriate person for the job. Retention means ensuring that once the best
person has been recruited, they stay with the business and is not “poached” by rival
companies.

Undertaking this process is one of the main objectives of management. Indeed, the success of
any business depends to a large extent on the quality of its staff. Recruiting employees with
the correct skills can add value to a business and recruiting workers at a wage or salary that
the business can afford, will reduce costs. The cost of the management research his
significant. So, proper planning and formulate those plans is the task that require more focus
and improvement. Equal opportunity and sourcing are also a vital part. Realizing this need we
tried to find the difference and similarities between theoretical aspects with the practical steps
taken by the company. We took an attempt to demonstrate the feature for the further
 improvement. The cost of them management research his significant. So, proper planning and
formulate those plan is the task that require more focus and improvement. Equal opportunity
and sourcing is also a vital part. Realizing this need we tried theoretical aspects with the
practical steps taken by the company. We took an attempt to demonstrate the feature for the
further improvement. Management research is an important part of an organization’s human
resource planning and their competitive strength. Competent human resources at the right
positions in the organization are a vital resource and can be a core competency or a strategic
advantage for it. The objective of the management research process is to obtain the number
and quality of employees that can be selected in order to help the organization to achieve its
goals and objectives. With the same objective, management research helps to 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 management research process begins when an
employee is to be transferred or promoted to another post, notice of resignation or dismissal
is given or retirement is planned.

The five keyways to develop top quality people:

 Recruitment-getting the right people in the right job

 Developing people-through training & development.
 Monitoring-to ensures long-term development and performance.
 Developing Managers-ensuring that these key people are delivering what the organization
requires.
 Managing for performance- techniques that ensure top quality performance.

But where do companies go to recruit employees?

Many companies are finding new employees through the Internet. Organizations that are
looking for people with a high-level of technological skills may focus their management
research efforts by using the Internet. The web sites of organizations frequently have a link
for enabling the browser to submit a resume. The source that is used should reflect the labour
market, the type or level of position, and the size of the organization. Are certain recruiting
sources better than others? Recent studies have demonstrated that employee referrals
generally produce the best candidates. This is because current employees screen applicants
before referring them. Second, current employees believe that their reputations with the firm
will be reflected in the candidates that they recommend; so, they refer only those who they
 believe will not make them look bad. Employee referrals, however, may not generate the
diversity and mix of employees that is desirable.

Factors Affecting Recruitment: -

In recruiting new employee’s management must consider the nature of labour market, what
sort of potential labour are available and how do look for works.

The factor affecting can be summed up under the following heads:

 Labour Market Boundaries: - The knowledge of the boundaries help management in

estimating the available supply of qualified personnel form, which it might recruit. A labour
market consists of a geographical area in which the forces of demand and supply interact and
thus affect the price of labour.
 Available Skills: - Companies must locate the areas where they can find employees who fit
the jobs according to their skills.
 Economic Condition: – Economic conditions also affect recruitment. Unemployment worker
may swamp a new plan located in a depressed labour market whereas a firm trying to
establish it or to expand in an area where a few qualified workers are out of work has quite a
different management research problem.
 Attractiveness of the Company: –The attractiveness of the company in terms of higher
wages, clean work, better fringe benefits and rapid promotions serves as influencing factor in
recruitment.

Purpose & Importance of Recruitment

 Attract and encourage more and more candidates to apply in the organization
 Create a talent pool of candidates to enable the selection of best candidates for the
organization.
 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.
 Increase organization and individual effectiveness of various recruiting techniques and
sources for all types of job applicants.

Management research Process

The management recruitment and selection is the major function of the human resource
department and management research process is the first step towards creating the
 competitive strength and the strategic advantage for the organizations. Management research
process involves a systematic procedure from sourcing the candidates to arranging and
conducting the interviews and requires many resources and time. A general management
research process is as follows:

 Identify vacancy
 Prepare job description and person specification
 Advertising the vacancy
 Managing the response
 Short-listing
 Arrange interviews
The management research process is immediately followed by the selection process i.e. the
final interviews and the decision making, conveying the decision and the appointment
formalities.

PROCESS OF RECRUITMENT
PLACING
HUMAN RECRUITING SELECTING SELECTED
RESOURCE REQUIRED QUALIFIED PERSONNEL
PLANNING PERSONNEL PERSONNEL ON JOBS

SEARCH FOR
FINDING AND PROSPECTIVE
DEVELOPING EVALUATING
EMPLOYEES: EFFECTIVENESS
SOURCES OF A). DEVELOPING
POTENTIAL OF
TECHNIQUES RECRUITING
EMPLOYEES b). ATTRACTING
CANDIDATES
 TRANSFERRING TO
INTERNAL PERSONNEL NEW JOBS
SOURCES RESEARCH
How Company Recruit

Every organization has the option of choosing the candidates for its management research
JOB POSTING UPGRADING IN
processes from two kinds of sources: internal and external sources. The sources within the
SAME POSITION
organization itself (like transfer of employees from one department to other, promotions) to fill a
EXTERNAL
position
SOURCES are known as the internal sources of recruitment. Management research candidates from all
EXPERIENCE
PROMOTING TO HIGHER
the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment.
JOBS

EMPLOYEE REFERRALS
So there are two way of recruiting in the organization :
PROVIDING INFORMATION
Internal source.
ADVERTISING
External source.

SCOUTING CLARIFYING
DOUBTS

SOURCES OF RECRUITMENT
 Internal Sources

These refer to persons already employed in the organization. Promoting persons from
lower levels may fill up vacancies at higher levels. Shortage of manpower in one
branch \ factory may be met by transferring surplus staff from another branch /factory.
Promotion means shifting of an employee to higher post caring greater salary, status
and responsibility. On the other hand transfer refer to the shifting an employee with
salary, status and responsibility. Some time ex-employee of the organization may be re-
employed.

Advantages of Internal Sources:

1. Filling vacancies for higher job by promoting employees from within the organization
helps to motivate and improved the morale of the employees. This induces loyalty
among them.
2. Internal requirement has to minimize labor turnover and absenteeism. People wait for
promotion and the work force is more satisfied.
3. Candidates working in organization do not require induction training. They are already
familiar with organization and with the people working in it.

Disadvantages of Internal Sources:

1. There may be inbreeding, as fresh talent from outside is not obtained. Internal
candidates may not be given a new outlook and fresh ideas to business.
2. Unsuitable candidates may not be promoted to positions of higher responsibility
because the choice is limited.
3. The employees may become lethargic if they are sure of time bound promotion. There
may be infighting among those who aspires for promotion within the organization.
4. Internal management research cannot be complete method in itself. The enterprise has
to resort to external management research at some stage because all vacancies cannot
be filled from within organization.
External Sources
It refers to management research of employees from outside the organization. External
sources provide wide choice of the required number of the employees having the
desired qualification. It also provides the people with new ideas and specialized skills
required to cope with new challenge and to ensure growth of the organization. Internal
competitors have to compete with the outsiders. However, existing employees resent
 the policy of filling higher-level vacancies from outsiders. Moreover it is time
consuming and expensive to recruit peoples from outside. Management research `from
the outside may create frustration among the existing employees that aspires for
promotions. There is no guarantee that the organizations will attract sufficient number
of suitable candidates.

Advantages of External Sources:

1. The entry of fresh talent in to the organization is encouraged. New employees bring
new ideas to the organization.
2. External sources provide wider sources of personnel to choose from.
3. Requisite type of personnel having the required qualifications, training and skill are
available from the external sources.

Disadvantages of External Sources:

1. The enterprise can make the best selection since selection is made from among a large
number of applicants.
2. There is a greater decoration in employer- employee relationship, resulting in industrial
strikes, unrest, and lockouts.
3. The personnel’s selected from outside may suffer from the danger of adjustment to the
new work environment.

Methods of Recruitment

All methods of management research can be put into three categories:

a) Direct method
b) Indirect method
c) Third-party method

a) Direct Method:
These include the campus interview and keeping a live register of job seekers. Usually
under this method, information about jobs and profile of persons available for jobs is
exchanged and preliminary screening is done. The short-listed candidates are then
subjected to the remainder of the selection process. Some organization maintains live
registers or record of applicants and refers to them as and when the need arises.
b) Indirect Method:
They cover advertising in newspapers, on the radio, in trade and professional
journals, technical journals and brochures. When qualified and experienced
persons are not available through other sources, advertising in newspapers and
professional and technical journals in made. Whereas all types of advertisements can
be made in newspapers and magazines, only particular types of posts should be
advertised in the professional and technical journals.A well thought-out and planned
advertisement for appointments reduces the possibility of unqualified people applying.
If the advertisement is clear and to the point, candidates can assess their abilities and
suitability for the position and only those who possess the requisite qualifications will
apply

c) Third Party Method: Various agencies are used for management research under
these methods. These include commercial and private employment agencies, state
agencies, and placement offices of schools, colleges and professional associations,
recruiting firms, management consulting firms, indoctrination seminars for college
professors, friends and relatives.

Employment Agencies:
They are specializing in specific occupation like general office help, salesman,
technical workers, accountants, computer staff, engineers and executives and suitable
persons available for a job. Because of their specialization, they can interpret the needs
of their clients and seek out particular types of persons.

State or Public Employment Agencies:They also knew as Employment or Labor

Exchanges, are the main agencies for public employment. They also provide a wide
range of services, like counseling, assistance in getting jobs, information about the
labor market, labor and wage rates, etc.

Executive Research Agencies:They maintain a complete information records about

employed executives and recommend persons of high caliber for managerial,
marketing and production engineers’ posts. These agencies are looked upon as ‘head
hunters’, ‘raiders’, and ‘pirates’.

Trade Unions: The employers to supply whatever additional employees may be

needed often call on Trade Unions. Unions may be asked for recommendations largely
 as a matter of courtesy and evidence of goodwill and cooperation

Professional Societies: They may provide leads and clues in providing promising
candidates for engineering, technical and management positions. Some of these
maintain mail order placement services.

Campus Recruitment

 It offers the most common gateway to the job market for final year students, especially
in
Technical or professional fields.

 Companies put in a lot of effort to attract promising candidates and competition is

intense.
Summer Placements

 Summer placements between three to six months are part of business schools and
engineering colleges.
 They are attached to companies to obtain real life work experience.

Employment Advertisement

Taken out in newspapers, magazines, specialized journals, to reach out to a large target
audience & Advertisement may be for various positions, from trainees to top
management level professionals.

E-Recruitment
The buzzword and the latest trends in management research is the “E-Recruitment”. Also
known as “Online recruitment”, it is the use of technology or the web-based tools to
assist the management research process. The tool can be either a job website like
naukri.com, the organisation’s corporate web site or its own intranet. Many big and small
organizations are using Internet as a source of recruitment. They advertise job vacancies
through worldwide web. The job seekers send their applications or curriculum vitae (CV)
through an e-mail using the Internet. Alternatively, job seekers place their CVs in
worldwide web, which can be drawn by prospective employees depending upon their
requirements. The internet penetration in India is increasing and has tremendous
potential. According to a study by NASSCOM – “Jobs is among the top reasons why new
users will come on to the internet, besides e-mail.” There are more than 18 million
resume’s floating online across the world.The two kinds of e- management research that
an organization can use is –Job portals – i.e. posting the position with the job description
and the job specification on the job portal and also searching for the suitable resumes
posted on the site corresponding to the opening in the organization. Creating a complete
online recruitment/application section in the company’s own website. Companies have
added an application system to its website, where the ‘passive’ job seekers can submit
their resumes into the database of the organization for consideration in future, as and
when the roles become available. Resume Scanners- Resume scanner is one major
benefit provided by the job portals to the organizations. It enables the employees to
screen and filter the resumes through pre-defined criteria and requirements (skills,
qualifications, experience, payroll etc.) of the job. Job sites provide a 24*7 access to the
database of the resumes to the employees facilitating the just-in-time hiring by the
organizations. Also, the jobs can be posted on the site almost immediately and is also
cheaper than advertising in the employment newspapers. Sometimes companies can get
valuable references through the “passers-by” applicants. Online management research
helps the organizations to automate the management research process, save their time and
costs on recruitments.

The two kinds of e- management research that an organization can use is –

Job portals – i.e., posting the position with the job description and the job specification
on the job portal and also searching for the suitable resumes posted on the site
corresponding to the opening in the organization. Creating a complete online
recruitment/application section in the company’s own website. Companies have added
an application system to its website, where the ‘passive’ job seekers can submit their
resumes into the database of the organization for consideration in future, as and when the
roles become available.

Resume Scanners- Resume scanner is one major benefit provided by the job portals to
the organizations. It enables the employees to screen and filter the resumes through pre-
defined criteria’s and requirements (skills, qualifications, experience, payroll etc.) of the
job. Job sites provide a 24*7 access to the database of the resumes to the employees
facilitating the just-in-time hiring by the organizations. Also, the jobs can be posted on
the site almost immediately and is also cheaper than advertising in the employment
newspapers. Sometimes companies can get valuable references through the “passers-by”
 applicants. Online management research helps the organizations to automate the
management research process, save their time and costs on recruitments.

Selection

After the completion of the management research process, the manager needs to decide
who to hire. Selection is essentially both a prediction exercise and a decision-making
exercise. In the prediction exercise, the manager is predicting which applicant will be
successful on the job is hired. The manager is also undertaking a decision-making
exercise--choosing among choices. It is important to always keep in mind that the
manager is selecting the person who can best meet the needs of the organization.

 Prediction exercise
 Decision-making exercise
 Purpose is to hire the person(s) best able to meet the needs of the organization

“Selection is the process of picking individuals with requisite qualification and

competence to fill jobs in organization.”

Need of selection

 Selection is concerned with picking the right candidate from the pool of applicants

 Selection, on the other hand, is negative in its application in as much as it seeks to

eliminate as many unqualified applicants
 As possible to identify the right candidate
 The role of selection in organization effectiveness is crucial for at least, two reasons.
Work performance depends on individuals. The best way to improve performance is to
hire people who have the competence and the willingness to work.
Cost incurred in recruiting and hiring personnel speaks volumes about the role
of selection. In U.S the cost of searching for and training a Top-level executive may run into
 $2, 50,000. How Escorts Kubota Ltd. select the candidates.

Steps of Selection Process

 Preliminary Screening
 Application Blank
 Employment Tests
 Selection Interview
 Medical tests
 Checking Reference
 Final Approval
ATTRITION ANALYSIS

Attrition refers to the number or percentage of employees who are leaving a company to

work for other companies or who have decided to pursue other opportunities. The
attrition  rate is the measurement you use to determine the percentage of employees who
have left a company in a given period.

The effort required to find, select, and get employees to a high level of performance can
be substantial. As a result, it is reasoned that the cost of replacing each employee, all
factors considered, can exceed an entire year of employee pay. Naturally, the cost of
losing an above-average employee in a key position may be more – in some cases, two to
three more. That fact may explain why there is no more frequently discussed topic among
HR professionals as employee attrition and why employee retention (the inverse of
attrition) is the most commonly cited justification for HR programs and projects. And, if
you need even more proof of the importance of managing employee attrition for an
enterprise, it turns out that it's the most often used HR key performance indicator (KPI)
— the standard for measuring how successful an HR organization is in meeting its
objectives. Sometimes the standard for how well a business leader is meeting
their 'people objectives' as well.

Despite the importance of controlling employee attrition rates to both HR professionals

and executives, most strategies meant to reduce attrition are based on anecdotes rather
than on sound logic and evidence. Many HR departments exert a great deal of effort in
the hope of influencing their organization's attrition rate measure, only to see that it
tenaciously remains the same. Or worse, it erratically moves up and down with little
explanation. In such a world, executives keep doing what they’re doing, and HR keeps
reporting the attrition rate as a KPI, but everyone's actions end up having little influence
on the attrition rate. The inability to exhibit any evidence of control over the attrition KPI
destroys the credibility of human resource professionals and their programs.

Fortunately, there’s a wealth of easily collectible data you can use to use to control
employee attrition. You can test your assumptions about attrition through analysis
considering the new information. The actions that are doing nothing to support your
control over attrition can be eliminated, making room for actions that allow you better
 control over attrition.

Type of Attrition

 Voluntary Attrition

 Involuntary Attrition

 Internal Attrition

 Demographic-specific Attrition

Voluntary attrition:

When employees choose to leave the company, it is considered voluntary attrition. This
is the most common type of attrition and is the most important for HR to take into
account. Resignation and retirement are common reasons for voluntary attrition. 
Personal problems, poor compensation and benefits, and lack of inclusive practices can
also contribute to an employee’s resignation.

Involuntary Attrition:

This occurs when employees are involuntarily dismissed from the office.  Involuntary

attrition might take place because of downsizing or changes in market growth and
demand.

Internal Attrition:

This is when employees leave their current position for another one within the company. 
Employees may have received a promotion or they might be joining another department.

Demographic-specific Attrition:

This is a particularly worrisome kind of attrition that takes place when a certain
group leaves your organization en masse. It’s important for HR teams to track
the attrition of marginalized groups such as women, people of color, and
LGBTQ+ to ensure that the workplace is not alienating them.

WHAT FACTORS INFLUENCE ATTRITION?

 Compensation- If your organization isn’t offering competitive compensation (or fair

compensation!), that is sure to drive employees elsewhere.

 Inclusive- Organization that create an unwelcoming atmosphere for different people are
sure to lose talent rapidly. They’ll also lose the diversity of perspectives that drives good
decision-making and efficient problem-solving.
 Development opportunities- Surveys show that employees care a lot about
development initiatives. Gallup reports that organization that invest in development
are twice as likely to retain employees. Reskilling is a core part of business strategy in
the Great Reshuffling.

 Stress- Nothing will retain employees if you have a strong burnout culture. If employees
have heavy workloads or unsupportive managers, they’ll almost certainly search for
greener pastures.

 Flexibility- More and more employees are prioritizing flexible work practices like
remote work, Flexible hours and more time off.

 Recruitment- Your hiring process may be bringing on new hires who lack the necessary
skills for their roles or don’t fit in culturally.

 Performance feedback- If your performance review systems are inadequate, employees

may not be aware of the ways their performance is falling short. Ask why people are
being terminated in order to find places that you can improve retention.

Ways to improve the Attrition Analysis

1. Foster a pleasant work environment

The work environment is the space where employees fulfill their job responsibilities.
When it’s pleasant, professionals may feel excited to come to the office, connect with
their co-workers and deliver high-quality work. Build an atmosphere that males
employees feel comfortable and inspired to develop innovative ideas.

2. Appoint the right leadership

Leadership can have a large impact on the experience have working for an organization.
If they feel their managers support them and offer flexibility, then they may want to
continue the tenures.

3. Give employees creative freedom

Creative freedom is the ability to fulfils your occupational tasks as you deem fit. Each of
your employees may have different educational and professional background, which
influence their approaches to their assignment.

4. Offer competitive compensation and benefits

It can be important for your compensation plans and benefits packages to reflects the job
responsibilities and credentials of the employees. When staff members recognize they’re
receiving fair wages, their satisfaction with the employer may increase.

5. Prioritize professional Growth

Professional growth empowers staff members to become more competent at their jobs as
their career advances. Provide opportunity for employees to develop their skill set.
CHAPTER- 3

RESEARCH
METHODOLOGY

RESEARCH METHODOLOGY

The research methodology is a way to solve the research problem in a systematic manner.
The various steps like objective of the study, how the data is collected, how much is the
sample size required and the limitation of the survey. An empirical study has been
undertaken to understand and study the process of Management recruitment and
Selection process employed in ESCORTS KUBOTA LTD. Data to be collected for the
project titled “Management Recruitment, Selection and Attrition Analysis at ESCORTS
KUBOTA LTD.”
RESEARCH DESIGN

Type of Research: -

Descriptive research

Descriptive research includes Surveys and fact-finding enquiries of different kinds. The
main characteristic of this method is that the researcher has no control over the variables;
 he can only report what has happened or what is happening.

METHODS OF COLLECTING THE DATA

 PRIMARY: - The primary information collected through face-to-face interview,

observation, and by participation in the management recruitment and selection process.
Primary data sources are scheduled survey, informal discussion with
professionals. The primary information collected through face-to-face interview,
observation, and by participation in the management recruitment and selection process.
Primary data sources are scheduled survey, informal discussion with
professionals
 SECONDARY: -the secondary sources of information are those which are collected
from
 Various books: This is the important way of colleting the data that are sufficient and
effective for selecting the employees.
 Records: Records refers to the data related to the employees who are selected by the
company. These records are also very important for every organization.
 Data Analysis: Data analysis is the way in which data are stored in the theoretical form
RESEARCH INSTRUMENTS

Selected instrument for Data Collection for Survey is Questionnaire.

QUESTIONNAIRE DESIGN/FORMULATION

Questionnaire: - A questionnaire consists of a set of questions presented to respondent

for their answers. It can be Closed Ended or Open Ended

Open Ended: - Allows respondents to answer in their own words & are difficult to
Interpret and Tabulate.

Close Ended: - Pre-specify all the possible answers & are easy to Interpret and Tabulate.

TYPES OF QUESTION INCLUDED:

DICHOTOMOUS QUESTIONS

Which has only two answers “Yes” or “No”?

MULTIPLE CHOICE QUESTIONS

Where respondent has more than two choices.

IMPORTANCE SCALE

A scale that rates the importance of some attribute.

RATING SCALE

A scale that rates some attribute from “highly satisfied” to “highly unsatisfied “and “very
inefficient” to “very efficient”

SAMPLE DESIGN

Who is to be surveyed?

The marketing research er must define the target population that will be sampled. The
sample Unit taken by me; people of different age group, different gender and different
profession.

EXTENT:-

Where the survey should be carried out?

I have covered the employees of Faridabad city for the survey

TIME FRAME: -

When the survey should be conducted? I conducted my survey for 6 weeks from 1 July to
12th august.

SAMPLING FRAME: -

The source from which the sample is drawn

SAMPLING TECHNIQUE: -

How should the respondent be chosen?

In the Project sampling is done on basis of Probability sampling. Among the probability
sampling design, the sampling design chosen is stratified random sampling. Because in
this survey I had stratified the sample in different age group, different gender and different
profession.
 SAMPLE SIZE/ POPULATION SIZE: -

How many people should be surveyed?

My sample size is 50.

Limitations of the research

As far as limitations are concerned present research work has been completed in the face
of following major constraints.

 The officials had less time to deliver information so it results in lack of complete
information.
 The employees don’t have full knowledge as they belong to different departments so
there are chances of biasness.
 Limited analytical techniques have been used due to the nature of data available on the
subject.
Most of the information is confidential. So, they don’t want to disclose them. The study
will allow learning about the management recruitment and selection issues, importance,
modern techniques and models used to make it more efficient. The study will help to
learn the practical procedures followed by the leading organizations. Moreover, the study
will help to differentiate between the practice and the theories that direct to realize how
the organization can improve their management recruitment and selection process.

OBJECTIVES OF STUDY

 To focus on major elements of Management recruitment and Selection process.

 To focus on the various sources of management research used by Escorts Kubota Ltd..

 To focus on the management recruitment and selection procedure followed by Escorts

Kubota Ltd..

 To focus on the effects of performance on the employees.

 To analyze type of interview methods used by Escorts Kubota Ltd..

 To focus on the updates and the better methods.

 SCOPE OF STUDY

The study will help to learn the procedures followed by the company. Moreover the
study will help to differentiate between the practice and the theories that direct to realize
how the organization can improve their management recruitment and selection process.

The benefit of the study for the research er is that it helped to gain knowledge and
experience and also provided the opportunity to study and understand the prevalent
management recruitment and selection procedures.

The key points of my research study are: -

1. To study the facts about the ESCORTS KUBOTA L.T.D. as a group.

2. To understand and analyze various management recruitment and selection procedure at
Escorts Kubota L.T.D.
3. To suggest any measures/recommendations for the improvement of the management
research procedures.

NEED OF STUDY

1. Suitability

A good management recruitment and selection policy would require those writing job
descriptions to give precedence to the competencies that would make the most positive
contribution to the organization’s business requirements (i.e., flexibility, initiative,
leadership etc.).

2. Consistency

A good management recruitment and selection policy will also require that hiring
managers use pre-determined criteria at all stages of the management research process,
thereby reducing the risk of bias or discrimination.

3. Legality

Privacy and equal opportunity legislation require that the management research process is
conducted in a fair and transparent manner and a good management recruitment and
selection policy will always make this very clear to recruiters.

4.Credibility

Not all job advertisements are genuine. Some are placed by organizations wishing to
build up a ‘talent pool’ or to simply to test the waters and see what’s out there. If an
organization calls for certain application procedures to be followed, candidates can feel
confident the position they are applying for actually exists and that their efforts will not
be in vain.

5. Transparency

By requiring transparent procedures at every step, the management recruitment and

selection policy ensures that all stakeholders in the management research process (HR,
department head, line manager etc.) are able to follow the process and be confident of the
outcome.
CHAPTER – 4

DATA ANALYSIS AND

INTERPRETATION
 ANALYSIS OF THE QUESTIONNAIRE

1. 1.What are the sources used by ESCORTS KUBOTA LTD. for management
recruitement?
 Internal
 External
 Both
Sources of Recruitment No. of employees

Internal 30

External 40

Both 30

No. of employee

30% 30%

40%

Internal External Both

INTERPRETATION:

The above chart shows that 30% of the people said internal management research is used,
40% of the people said external rest 30% of the people said both sources were used for
 recruitment.

2.
3. 2. What do ESCORTS KUBOTA LTD. Prefer most?
 Internal
 External
Sources of Management No. of employees
Internal 40
External 60

Chart Title

40%

60%

Internal External

INTERPRETATION:

The above Chart shows that 40% of the people said that company mostly prefer internal
management recruitment and rest 60% of the people said that external management
research is mostly preferred.
4. 3. What are the Sources for External recruitment?
 Newspaper, magazines advertisements
 Consultancy
 Campus Recruitment
 Naukri Portals
 Summer Placements
Sources of external recruitment
Newspaper, magazines advertisements 20
Consultancy 10
Campus Recruitment 20
Naukri Portals 45
Summer Placement 5

Chart Title

5%
20%

10%
45%

20%

Newspaper, magazines advertisements Consultancy

Campus recruitment naukri portals
summer placements
 INTERPRETATION

From the above chart it is observed that 20% of employees were hired by newspaper,
magazines advertisements, 10% hired from consultancy firm, 20% through from
campus recruitment, most of the employees hired through Naukri portals i.e., 45% and
5% employees hired from summer placements.

5. 4. Does ESCORTS KUBOTA LTD. Included written test and personality test?
 Yes
 No
Tests Views of employee
Yes 20
No 80

Chart Title

20%

80%

Yes No

INTERPRETATION

The above chart shows that under ESCORTS KUBOTA LTD. management 80% said
 that doesn’t take personality test. And rest 20% specifies that it does.

6.
7.
8. 5.How do you find the management research and selection procedure followed by
ESCORTS KUBOTS LTD.?
 Very good
 Good
 Average
 Poor
 Very Poor
Performance Views of employee

Very Good 11

Good 56

Average 22

Poor 11

Very Poor 0
 Chart Title

11% 11%

22%

56%

Very Good Good Average Poor Very Poor

Interpretation

The above chart shows that10% says it is very good,50% says that it is good, 20% say
that is average,10%say it is poor and 0% say it is very poor.

9. 6.Does the management recruitment and Selection procedure effects the performance of
the employees?
 Yes
 No
Tests Views of employees
Yes 85
No 15
 Chart Title

15%

85%

Yes No

INTERPRETATION
The above chart shows that 85%said that it does and the rest 15% says it doesn’t effects
the performance of employees.

10. 7. How do you rate the importance of management recruitment and selection procedure
in your organization?
 Formality
 Important
 Very Important
 Use less
Views of employees No. of employees

Formality 0
 Important 35

Very Important 65

Use less 0

Chart Title

35%

65%

Formality Important Very Important Useless

INTERPRETATION

From the above char it is observed that 0% of the employer say it is formality, 35% say it
is important, 65%say it is very important, and rest 0% say it is used less.

11. 8. Which type of interview method does your company usually follow?
 Direct
 Computerized
 Other
Tests
Direct
 Computerized
Other

Chart Title

15%

40%

45%

Direct Computerized other

INTERPRETATION

From the above it is observed that 20% were direct, 15% are stress, 30% computerized,
rest 35% says that they use other type of interview methods.

12. 9. How is your organization’s working environment?

 Employee’s friendly
 Stressful
 Average
Views of employee Responses
Employee’s friendly 35%
Stressful 22%
Average 43%

Chart Title

35%
43%

22%

Employee Friendly Stressful Average

NTERPRET
ATION
From the above it is observed that 43% employee’s find organization working
environment average, 22% find stressful and 35% find it employee friendly.

13. Did you have an enough opportunity for personal growth?

 Never
 To a certain extent
 To a large extent
 Almost always

Options Responses
Never 3%
To certain extent 0
To a large extent 14%
Almost always 83%

Chart Title

3%
14%

83%

Never To a Certain extent To a large extent Almost always

INTERPRETATION
From the above chart it is observed that 83% employee’s have enough personal growth
opportunity in an organization.
 CHAPTER – 5

FINDINGS,
CONCLUSION AND
LIMITATION

FINDINGS
 The company uses computerized, direct and other interview methods then stress
 interview.
 The employees said that the company mainly uses external source of management
research then internal.
 The employees said that the company doesn’t take personality test.

 The employees said that both management recruitment and selection effects the
performance of employees.

 The questions which are focused in an interview consist of job knowledge, related -
experience, personality testing like communication skills, innovation and attitude.

 The basis for short listing candidates is capability of handling the job, multi skilled
personality, motivated, innovative, computer knowledge suitable candidature, salary
requirements.

 The company not only conduct exit interview but also maintain an alumni network.

The company is in proper touch with the x-employees

CONCLUSION

Management research is an important issue for any organization. Management

recruitment and selection allows an organization to assess the vacancy and choose the
best personnel who will lead the organization in future. So, the organization should give
more emphasize on selecting a person. A person who can carry forwarded the
organization in terms of development, values and ethics. Mainly the precious resource for
any organization is their knowledge based efficient workers. The organizations should
more cautious on this issue to ensure the quality and ethics. From the above discussion
we can easily understand that Escorts Kubota Ltd. is one of the top Tractor
Manufacturing Company in India. It covers the whole India by its products. There are
many products of Escorts Kubota Ltd. is available in Market. At this moment the
company is in growing position. But the strategies of the company will make the
company Top tractor manufacturing company of India. So, we can easily find out the
Human resource practice, management recruitment and selection process, employee
satisfaction and relations at Escorts Kubota Ltd. are very developed and effective one. As
a multinational company for making the process more effective Escorts Kubota Ltd.
should analyze the management recruitment and selection process of other multinational
company of home and abroad. That can make Escorts Kubota ltd. perfect in recruiting
people and the company will get efficient professionals, that will increase the
productivity as well as revenue. The most important key source factor of Escorts Kubota
ltd. is its efficient human resource. Moreover, its decisions are based on facts from
market research and coverage survey. The company also monitors its competitor's
activities and is proactive in marketing decisions.

Limitation
RECOMMENDATIONS

The report on ESCORTS KUBOTA LTD. has helped me in broadening my view. It has
helped me to know that HR is heart of every organization. It made me aware about how
policies play an important role in the smooth functioning of any organization, But I have
possible to overcome. Escorts Kubota Ltd. is engaged in making maximum sales,
providing satisfaction to its customers, as well as maintaining good relation with the
corporate world. But it has not thought about marinating a health relation with its
employees. This is the reason that there was an increase in the labor turnover. Also, it has
never given consideration to find the reason lying behind the same.

Employee retention is crucial to the long-term success of your business and therefore the
ability to retain employees is a primary measure of the health of your organization of
significant concern line of a business.

The company can undertake the following steps long and existing relationship with its
employees as well as a steady increase in sales: -

• Strategic planning: Successful employment planning is designed to identify

organization human resources need. ESCORTS KUBOTA LTD. can use software to
keep employees’ update; which type of qualified employees they have; forecast future
requirement of qualified employees like other MNCs.
• Checking Policy: When the candidates come for interview or written exam the
authority doesn’t check the person with the picture that the candidates attached with the
application.

• Using 3rd Party: The Company can use 3rdparty for all the departments to reduce cost.

And it is not possible all time to get the best CV, in that case 3rdparty can help me.
• Vacancy Fill up: Most of the time company filled the vacant position from outside. But
they can fill it by promoting appointment or suitable person in the organization.
• Emphasize on internal search: Escorts Kubota Ltd. basically relied on external search
for recruiting purpose. They must attempt to develop their own low-level employees for
higher positions through more internal search. To do so they must ensure a
communication network notifying interested persons of opportunities, including
advertising within the organization like “position open” bulletin board in every
department.
• Job fair: All of these organizations must use open up recruiting efforts to the external
community like job fair through external search. They can participate in career and job
fairs and open houses and must develop and support educational programs and become
more involved with educational institution that can refer more diverse talent pool.
 • Background investigation: HR department should undertake a background
investigation of applicants who appear to offer potential as employees. They should
verify an individual legal status to previous work through checking credit reference,
criminal records and so on.

SUGGESTIONS

As the present study is a time bound project. Naturally, certain limitations are to be
imposed keeping the limitations in view the followings recommendations /suggestions
are to be made for further research work in this field:

 The study was done on the sample size of 100 employees. The sample size can also be
increased to get the better results in the future.
 In this study, sex discrimination has not shown, the same study can also done on male-
female employees separately.
 In the study, the conclusion of the responses of all the candidates was taken collectively.
For the better results, the responses of the respondents can also be taken separately on the
basis of their grades.
 In the present study, the workers did not get enough time to fill the Performa during their
working hours, so the employee can also be given a free period of time i.e., half an hour
or one hour for filling Performa.
CHAPTER – 6
BIBLEOGRAPHY

BIBLEOGRAPHY

WEBSITES

http://en.wikipedia.org>wiki>Escorts-Limited

http://www.indiamart.com>escorts Limited
 http://www.moneycontrol/financial/escorts/blancesheetVI/E

http://www.sreener.in>escorts>consolidated

Books Referred

Human Resource Management by C. B. Gupta

Human Resource and Personnel Management by K. Ashwathappa

The Essence of Human Resource Management by Eugene MC kenna

Newspaper

 Economics Times
 The times of India
 Danik Jagran
 Hindustan Times
CHAPTER-7 APPENDIX
 Appendix
Questionnaire on Recruitment, Selection and Attrition Analysis

NAME ………………..

Age ………………..

Gender …………..

Qualification …………….

a. What are the sources used by ESCORTS KUBOTA LTD. for management research?
 Internal
 External
 Both
b. What do ESCORTS KUBOTA LTD. Prefer most?
 Internal
 External
c. What are the external source of recruitment?
 Newspaper, Magazine’s advertisement
 Consultancy
 Campus Recruitment
 Naukri Portal
 Summer Placements

d. Does Escorts Kubota td. Included written test and Personality test?
 Yes
 NO
e. How do you find the management recruitment and selection procedure followedby
Escorts Kubota ltd.?
 Very Good
 Good
 Average
 Poor
 Very Poor
f. Does the management recruitment and selection procedure effects the performance of the
 employees?
 Yes
 No
g. How do you rate the importance of management recruitment and selection procedure in
your organization?
 Formality
 Important
 Very Important
 Use Less
h. Which type of interview method does your company usually follow?
 Direct
 Computerized
 Other
i. How is your organization’s working environment?
 Employee’s friendly
 Stressful
 Average
j. Did you have an enough opportunity for personal growth?
 Never
 To Certain extent
 To a large extent
 Almost always