Summer Internship Project Report

On
“A Study On Talent Acquisition Process At Morepen Laboratories
Ltd.”
in partial fulfilment of the requirements for the examination of
Master of Business Administration
(Semester 3)

Submitted By:
Name: Shruti Raghuvanshi
Enrolment No.: 04515103921

Under The Guidance Of:

Name: Dr. Gurpreet Kaur
Designation: Associate Professor
Department of Management

Management Education and Research Institute

Janakpuri, Delhi-110058
Affiliated with
Guru Gobind Singh Indraprastha University
(Session 2021-2023)

1
 TABLE OF CONTENTS

SNO. TOPIC PAGE NO.

I. CERTIFICATE OF COMPLETION 4
II. FORM C 5
III. DECLARATION 6
IV. ACKNOWLEDGEMENT 7
V. EXECUTIVE SUMMARY 8
VI. CHAPTER-1 INTRODUCTION 9

About Pharmaceutical Industry

About Morepen Laboratories Ltd.
Vision
Mission
Organizational Structure
Differentiation of Morepen group
Policies of the company
Rules & Regulations of the company
Area of operations
Range of products
Company Turnover
Brochure
About Human Resource Management
Talent Acquisition Process

VII. CHAPTER-2 REVIEW OF LITERATURE 33

2
VIII. CHAPTER-3 RESEARCH 43
METHODOLOGY

Research Objectives
Methodology

IX. CHAPTER-4 DATA ANALYSIS & 46

INTERPRETATION

Respondent demographics
Key Insights

X. CHAPTER-5 70

Findings
Suggestions
Conclusion
Limitations of Study
References
Appendix

3
CERTIFICATE OF COMPLETION

4
COPY OF FORM C

5
 DECLARATION

I, Shruti Raghuvanshi, Enrolment No. 04515103921 certify that the

Summer Internship Project Report entitled "A Study On Talent
Acquisition Process At Morepen Laboratories Ltd." is done by me
and it is an authentic work carried out by me at Management
Education And Research Institute. The matter embodied in this
project work has not been submitted earlier for the award of any degree
or diploma to the best of my knowledge and belief.

Shruti Raghuvanshi
Enrollment No. 04515103921

6
 ACKNOWLEDGEMENT

I would like to thank my teacher Dr. Gurpreet Kaur, for cheerfully and
generously giving her time, advice and efforts and also for sharing her
experiences with me which helped me to increase my awareness levels
and my confidence.

It is a pleasure to have the opportunity to extend my heartiest thanks to

everybody who helped me through the successful completion of my
project report, which is a great source of learning and experience for me.

(Shruti Raghuvanshi)
MBA 2021-2023
Semester 2, Section B

7
 EXECUTIVE SUMMARY

Talent acquisition procedure is a crucial part of the Human Resource

management routines. In order to acquire top talent and build a strong
and consistent team who stay in the company for a long duration, the HR
manager must know how to carry out this process in the most effective
and efficient way. Talent acquisition process includes recruitment,
selection and on-boarding process that must be followed in a step-by-
step and precise manner so as to reduce the employee turnover rates and
to escalate the growth and success of the organization.

This study was conducted on the topic- “A Study On Talent

Acquisition Process At Morepen Laboratories Ltd.” in order to gain
insights on the procedure of acquiring talent as well as its effectiveness
and sources in the pharmaceutical company.

Morepen Laboratories Ltd. is one of the fastest growing pharmaceutical

companies in India which is renowned for its excellent medical
equipments, self health products, medicines and drugs. The multibagger
company has been proactive in its talent acquisition process and follows
a holistic approach towards wellness core competencies through
specialized business verticals.

The data of this descriptive research was taken from primary construct-
online survey questionnaires and all the published secondary data
sources and was analyzed through qualitative and quantitative analysis
technique to provide an insight to the objectives of the research. This
study can assist in detecting the effectiveness and loopholes of the talent
acquisition process of the company and provide recommendations to it.

8
 CHAPTER 1:
INTRODUCTION

1.1 About Pharmaceutical Industry

The pharmaceutical industry researches, produces, manufactures

and sells pharmaceutical drugs, active pharmaceutical ingredients
(API), chemicals, medications, medical equipments and medical
inventory for the patients with the aim of healing, detecting,
diagnosing and vaccinating the patients.

1.2 About Morepen Laboratories Ltd.

Morepen Laboratories was founded by Mr. K.B. Suri in the year

1984 and currently is one of the fastest growing Pharmaceutical
companies. It has its API plants located at Parwanoo and Baddi in
Himachal Pradesh. Morepen has a long history of producing top-
notch pharmaceutical formulations and generic medications,
supported by a strong R&D, regulatory and international marketing
team.
It is also listed in all the major stock exchanges in India including
Bombay Stock Exchange (BSE) and National Stock Exchange
(NSE) since 1993 with an investor’s base of 62,400 shareholders.

9
 Morepen has perpetually grown to a multi activity company with a
global vision and has satisfied customers in over 50 countries.

It uses resources of international standing and has USFDA

approved manufacturing facility for API at Masulkhana which is
located in Himachal Pradesh. It launched 'Dr. Morepen' to come
closer to the consumers through a range of self health products.

Currently, Mr Sushil Suri is the Chairman & Managing Director of

Morepen Laboratories Ltd and the entire Human Resource
department is being handled by Mr. Kushal Suri, who is Director-
API (Sales and Marketing) and Head HR.

 Vision-

“To create a dynamic and vibrant boutique pharmaceutical

company which has a lot of Passion, Pride and Values driven by
fundamentals of quality and innovation. To build an organization
where everybody has freedom of thought and space.”

 Mission-

“To provide high quality pharmaceutical products of International

Standards to generic markets and to promote Innovative health
products in India for consumers at large with commitment to
quality and service.”

10
  Organization Structure-

Chairman and Managing Director

CEO Director CFO GM Head AGM

Medicus, API sales Finance IT Medipath Corporate

Groom and and department Division and
Town, marketing Accounts, administr
DML and , HR Legal ation
Cardia Dept. Dept.
Secretarial

AGM

Blue Coast Manager Dr. Morepen

Hotel Ltd.
Assistant
Manager

Senior
Executive

Executive

11
 Differentiation of Morepen group-

 Policies of Morepen Laboratories Ltd.-

1. Group Health Insurance Policy:

Insurance premium is borne by the Company, Health

insurance benefits for all employees & his/her spouse.

a. GMI – Group Mediclaim Insurance for employee and

his/her spouse except employees under ESI scheme.
Maximum amount covered is 10 lakh rupees and
minimum is 1 lakh rupees grade wise.

12
 b. GPA – Group Accidental Insurance for individual, this
is 100 times the basic pay of each employee.
Formula- Half basic x labour factors

2. Marriage Gift Policy:

To communicate the happiness and blessings on behalf of the

organization to the employee and his/her spouse to be in the
form of a ‘Marriage Gift’ once in a lifetime.

Criteria-

3. POSH policy:

Prevention of sexual harassment policy includes all the

employees who face harassment in either company premises
or any official event pertaining to the company.

13
 4. Mobile Reimbursement policy:

Each employee can get reimbursement in their postpaid

mobile bill.
Minimum amount reimbursed is 500 rupees and maximum
amount is 1000 rupees grade wise.
Top level management gets full reimbursement in their actual
mobile bill.

5. Loan policy:

Each employee can get loan for their or their sibling’s

marriage, for medical purpose, house construction and for
their children’s education.

Criteria- Minimum 3 years of service in the company and

loan limit is 6 times the employee’s salary. The loan has to be
recovered within 12 months.

 Rules and Regulations of Morepen-

1. Leave Rules:

Each employee is entitled to 3 casual leaves, more than 3 sick

leaves with mandatory medical certificate and 90 privilege
leaves in a financial year. Sick leaves can only be combined
with privilege leaves.

14
 LEAVES

2. Holiday Rules:

Employees in each state are entitled to 10 holidays in total.

15
 3. Uniform Rules:

This includes the following criteria-

 Monday to Thursday- Formal corporate attire,

 Friday- Morepen blue T-shirt with jeans or pants,
 Working Saturday- Casual attire.

 Area of Operations-

16
 Range of Products-

 Company Turnover-

In the financial year 2021-2022:

Morepen’s net sales turnover was Rs. 1449.27 crores,
Total revenue was Rs. 1459.50 crores and
Total equity share capital was Rs. 95.56 crores.

17
 Brochure-

18
19
20
1.3 About Human Resource Management

 History Of Human Resource Management-

The field of human resource management has taken shape and
evolved since the 19th century, Europe from the Personnel
management which was erstwhile management system.
It was pioneered from a simple idea of Robert Owen, who was
introduced reforms for workers in his own Lanark cotton mills,
which was related to 8 hours of work and 8 hours of sleep for
better health of the workers.
Human Resource Management appeared as a specific field in the
early 20th century and in nowadays it is considered as an integral
part of any organization.

 Meaning Of Human Resource Management-

Edwin Flippo defined Human Resource Management as-
“Planning, organizing, directing, controlling of procurement,
development, compensation, integration, maintenance and
separation of human resources to the end that individual,
organizational and social objectives are achieved.”

Human Resource Management is a strategic action to effectively

and efficiently acquire, manage, develop, compensate and retain
people of an organization such that they could help in gaining
competitive advantage.

21
 Need Of Human Resource Management-

Human resource management is meant for efficiently making use

of the available skilled workforce and human resource in the
organisation as well as acquiring and preparing future skilled force.

 Role Of Human Resource Managers-

HR practitioners may work on more than one of the six key duties,
namely, talent management, compensation and benefits,
compliance, training and development and workplace safety.

1. Talent Management-

The talent management team works on recruiting, hiring,

supporting and retaining employees. Recruiters are the major
players in developing a company’s workforce.

A recruiter’s success includes two key metrics:

 The number of positions they fill each year,
 The time it takes to get those positions filled.

The area of the talent management team is employee relations

concerned with strengthening the employer-employee relationship.

Talent management process is taken up by HR managers who

emphasize on workforce planning and management which includes
succession planning and retention efforts across the business.

22
2. Compensation and Benefits-

HR processes in compensation and benefits comprises of

evaluating the pay practices of competitors and preparation of the
compensation structure. Payroll and incentives are also segments
of the compensation and benefits area of HR.

3. Training and Development-

It is a crucial component of the HR team. This comprises of the

new employee orientation, leadership training, personal and
professional development and managerial training.

Depending on the role executed by the employee at the company,

the training team is held accountable for building instructional
programs that have direct impact on the growth of the business.

4. HR Compliance-

Compliance is an essential component of HR department.

Employment and labor laws are highly arduous, thus having a team
for monitoring this process is mandatory to keep companies away
from discrepancy with federal, state and local governments’ laws.

5. Workplace Safety-

The Occupational Safety and Health Act of 1970 (OSHA) compels

that any company and its employers should and must offer a safe
working environment for its workers.

23
 Thus, HR aid in developing and supporting safety training and
maintaining federally mandated logs if injuries or fatalities occur at
working environment.

1.4 Talent Acquisition Process

Talent Acquisition is an ongoing process of searching for the

future executives, specialists and leaders for the company. The
talent acquisition manager identifies, recruits and retains talents
that the company requires.

24
 The talent acquisition process comprises of the following steps-

1.5 Recruitment

It is the process of seeking out, finding and hiring prospective

candidates for a specific position or job. The process of
recruitment is given as follows-

Step 1- Planning

 Job vacancy is created,

 Determination of the job demand and supply for recruitment,
 Quantitative: right number of employees,
 Qualitative: right talent in the organization.

Step 2- Job Analysis

 Job Description-
 Job title, location, tasks, duties, responsibilities, working
conditions, hazards and relationships with other jobs.

 Job Specification-
 Educational qualifications, qualities, level of experience,
physical and emotional skills.

Step 3- Job Advertisement

External sources-

25
  Online web sites- Naukri.com, MonsterIndia.com,
JobsAhead.com.
 Social Media Platforms- LinkedIn, Facebook, Twitter, Google+.
 Newspapers, Television, Radio.
 Consultancy agency / consultants.
 Recruitment Agencies.

Advantages of external source of recruitment-

 It improves knowledge and skill of the organization by up

gradation from external inputs.
 It improves and sustains competitive advantages.
 There is no limitation on skill & knowledge since the external
area is wide.
 It is further economical in the long run.

Disadvantages of external source of recruitment-

 It is more costly.
 It increases the probability of turnover rate of existing
employees.
 It leads to inferiority complex among existing employees; they
become resistant and unfriendly and are prone to more
competitive behavior towards the new employee.

Internal Sources-

 Promotion, Transfer, Former Employee,

26
  Employee referral,
 Job Posting ( Internal advertisement)

Advantages of internal source of recruitment-

 It improves morale & motivation of employees.

 It provides better career prospects & promotional avenues of
employees.
 It improves probability of better selection since the candidate is
better known to the organization.

Disadvantages of internal source of recruitment-

 In breeding prevents innovations of new “blood” in the

organization.
 It inhibits innovation & creativity.

Thus, through the above mentioned process, a candidate pool is

created. Recruitment is a positive process as it attracts potential
candidates to apply for the job.

1.6 Selection

It is the process of putting right people in right job at the right time
by identifying the suitable candidate who has requisite
qualifications and competencies for the particular job out of a pool
of candidates.

The process of selection is given as follows-

27
Step 1- Preliminary Interview

 It is the first step of selection and is generally conducted by

lower level executives to weed out undesirable applicants
who do not fit the job specifications and the skills required
for the particular job.
 This saves company’s time through screening out the most
obvious misfits.

Step 2- Receiving applications

 The potential candidates who pass the preliminary interview

then are required to give their job applications to the
recruiters for further screening processes.

Step 3- Screening

 Over 50% of talent acquisition specialists share that the

toughest part is screening candidates from a large applicant
pool
 Comprises of matching and evaluating qualifications,
experience and skills to the job role.
 The potential candidates are shortlisted.
 The unfit candidates are further screened out and removed in
this process.

Step 4- Employment Test

28
 These tests help to check the technical knowledge of the
shortlisted candidates for the respective jobs. These are of
following types-

 Intelligence Test-

This is to test the intelligence or mental ability of candidates

and measures the learning capability of Candidates in
understanding the questions and their power to take effective
and timely decision on critical points.

 Aptitude Test-
It tests the capacity of a person to learn a particular skill. It is
of two types-

1) Cognitive tests-
They measure intellectual and mental aptitudes.

2) Motor tests-
They measure the hand-eye coordination of employees.

 Proficiency Tests-

Also called performance or occupational tests used to

ascertain the skills and knowledge acquired by an employee
through experience and on the job training.

It includes personality tests and simulation tests.

29
Step 5- Interview

It is a vis-a-vis examination of the further shortlisted

potential candidate with the selection body about his or her
abilities and the requirements of the jobs.

Step 6- Reference Scanning

 Previous employers,
 Colleagues,
 Bosses,
 Educational institutions

Step 7- Medical Examination

Physical fitness is examined through medical specialists of

the company after a candidate has been approved for the job.

If the report signifies that the shortlisted candidate is

medically fit for the job, they are finally selected as
physically unfit employees can cause a threat to the company
in the long run.

Step 8- Final Selection

Finally, after the whole procedure of recruitment and

selection, the remaining candidates who fulfill all the criteria
are then selected out of which the best candidates who are
most suitable for the job position are picked.

30
 The appointment letter is then given to the final candidates to
join the company and start with their orientation and
induction.

Thus, through the above mentioned process, the final candidate is

selected.

Selection is a negative process as it eliminates the unfit candidates

and shortlists the potential candidates for the particular job. It
matches organisational requirements with the skills and
qualifications of people.

1.7 On boarding

The overall processes in which the new hires are amalgamated into
the organization and socialized with people and processes. It is
carried out in 4 phases as given in the following-

 Phase 1: Pre-on boarding- The first phase of on boarding

begins as soon as candidates accept offer and continues until
their first day of joining. They are updated regarding the
organisational development and any help regarding
paperwork is provided to them. The candidate’s colleagues
should also be intimated about the new joinee.

 Phase 2: Welcoming new hires- After the candidates join

the company; they are given orientation about the company.

31
  Phase 3: Role-specific training- This is the induction
training provided by the foreman (immediate boss) regarding
the work processes as per the job position of the candidate.

 Phase 4: Easing the transition to their new role- This is the

last phase of on-boarding where the role expectations are
clarified to the candidate by their managers and the
candidates are transitioned into full-fledged employees
through the phenomena of “metamorphosis”. A follow-up
performance review should be taken after a month to
acknowledge or help them improve performance.

 Effective Talent Acquisition-

Effective talent acquisition can only be done when there is

effective matching that helps to reduce absenteeism, turnover
problems and leads to high success rate due to potential candidates
being crucial assets of the company, it is done through smooth
proceedings of step by step procedure which helps to hire the most
suitable candidate for the vacant job position who has all the
requisite competencies and qualifications to do the job and provide
them with appropriate on-boarding and induction process after they
join the company.

This could also help the company gain the best talents who
perfectly match the requirements of the job position and the
company, which in turn would be fruitful to the company in the
long run as it would lead to extensive growth of the company.

32
 CHAPTER 2:
REVIEW OF LITERATURE

Title of the Paper: Hiring for Commitment: Understanding

employer branding, talent acquisition, and their effect on
affective organizational commitment.

Year Author Factors/variables Sample Tools/

studied size
Technique adopted

2022 Channell I) Employer Branding 335 Online Questionnaire

D. II) Talent Acquisition employees. survey used for data
Winston collection

Findings of the study: The findings showed that in organizations, the talent
acquisition was seen to be positively correlated with employer branding. Talent
acquisition was also seen to be the driving motivation for affective organizational
commitment.
Organizations seeking recruitment for commitment apart from volume assess
their talent-acquisition strategy and leverage technology in order to create a
positive employer brand. This also helps to create a niche market of best talent
who align with the organization’s vision, mission, goals and values.

33
 Title of the Paper: Impact of human resource management
practices on operational excellence: A study on pharmaceutical
industry, Hyderabad, Telangana, India.

Year Author Factors/variables Sample Tools/

studied size
Technique adopted

2020 Venkateswa I) Manpower Planning 20 pharma Questionnaire survey

ra Reddy II) Talent Acquisition companies used for data collection.
Boya III) Talent Retention

Findings of the study: The findings showed that in pharmaceutical sector, the
Talent Acquisition and talent retention process showed significant impact on
Productivity Improvement, Quality Improvement, Timely Delivery and Cost
Reduction.
It can be suggested that significance should be given to training for enhancing the
employee skills and to do the tasks effectively, it could also further help in career
development and working environment in order to accomplish operational
excellence.

34
 Title of the Paper: Understanding relationship between talent
acquisition, competency mapping and performance management
and appraisal.

Year Author Factors/variables Sample Tools/

studied size
Technique adopted

2020 Sheeba I) Talent acquisition 280 Questionnaire survey

Ramola II) Competency employees used for data collection.
& mapping
Santosh III) Performance
Rangnek management and
ar appraisal

Findings of the study: The findings showed that in public and private
organizations in India, the three variables of study, which is, talent acquisition,
competency mapping and performance management and appraisal were
positively correlated to each other. The employee’s career development could be
started through succession planning and performance appraisal.
This study also implied that the organizations that put enormous efforts on
effective policy guidelines for systematic performance appraisal can help in
supporting the succession planning and career development.

35
 Title of the Paper: An Exploratory Study on Use of Cloud
Computing for Talent Acquisition in Health Industry.

Year Author Factors/variables Tools/

studied
Technique adopted

2019 Christo I) Talent Acquisition Interview method on human

Selvan, II) Cloud Computing resource managers used for data
A. Kumar technology collection

Findings of the study: The findings showed that the Cloud based technology is
an emerging practice in healthcare sector which can solve multiple queries in real
time especially with respect to human resource management.
Most of the health industry experts and human resource managers were asked
about their opinions regarding the use of cloud computers for talent acquisition
process for which they conveyed that they trusted the cloud technology as it can
develop the services and research of healthcare sector as well as assist them to
find the talent candidate.

36
 Title of the Paper: Talent Management Strategies of
Pharmaceutical Industry in Sikkim.

Year Author Factors/variables Sample size Tools/

studied
Technique adopted

2019 Geeta I) Talent attraction 21 pharma Questionnaire survey

Shree II) Talent development companies used for data
Roy III) Talent retention collection.

Findings of the study: The findings showed that in pharmaceutical sector, the
performance and competitive advantage is dependent upon talented workforce. It
is becoming crucial to tackle the queries and adopt appropriate talent
management strategies. It is also vital to effectively communicate the importance
of talent management not only to current employees, but also the prospective
employees while simultaneously enhancing all the components of talent
management such as talent attraction, talent development and talent retention, this
could lead to good Employee Value Proposition and help to build a good
employer brand. The companies that strengthen employer branding also improve
employee engagement which in turn strengthens the employee’s intention to work
with the company for a longer period of time.

37
 Title of the Paper: Employer Branding: A tool for talent
acquisition.

Year Author Factors/variables Tools/

studied
Technique adopted

2018 Aastha I) Talent Management Efficient review approach and

Tripathi II) Talent Acquisition secondary data sources for data
III) Employer Branding collection

Findings of the study: The findings of the various literature reviews showed that
in Employer Branding can be claimed to be one of the best ways to retain the
talent in the organization. Although there are other factors that need to be
considered for better employee retention as well such as organizational culture
and goals.
Each organization cannot maintain the employee retention in the market by
embracing just a single strategy. It is better for the talent acquisition to be based
on culture-need fit, the higher is the engagement, lesser would be the attrition
rate.

38
 Title of the Paper: The Human Resources Engagement in the
Pharmaceutical Industry.

Year Author Factors/variable Sample size Tools/

s studied
Technique adopted

2017 Dave I) Talent Acquisition 490 Medical Questionnaire survey

Vincent II) Training and Representatives used for data collection.
A. Development
Mangilet III) Performance
Management

Findings of the study: The findings showed that in pharmaceutical industry, the
demographic factors like gender, civil status and number of years working as a
Medical Representative needs to be considered with relation to the
implementation of Human Resource (HR) processes such as talent acquisition
activities, training and development activities and performance management
strategies.

39
 Title of the Paper: A Study of Effective Recruitment and
Selection Process in Pharmaceutical Industry.

Year Author Factors/variables Sample Tools/

studied size
Technique adopted

2017 Samreen I) Talent Acquisition 60 Questionnaire survey

Uzair II) Recruitment employees and interview method
Asim, III) Selection used for data collection.
Saima IV)Compensation
Perveen
and
Fatima
Shujat

Findings of the study: The findings showed that in pharmaceutical sector, the
higher achievement and selection strategies helped in improving the structure
outcomes. Many times, the criterions for selection are based on the Knowledge
and Experience of the candidates.
Many of the HR executives signified that if the recruitment and selection
processes are carried out correctly, it could to lower employee turnover and better
performance of employees.

40
 Title of the Paper: Recruitment and Selection Process in
Healthcare Industry in India.

Yea Author Factors/variables Sample Tools/

r studied size
Technique adopted

2017 Roma III) Sources of recruitment 75 Questionnaire survey

Tripath process in selected private healthcare used for data
i hospitals, employees collection.
& IV)Recruitment procedures
Data analyzed using
Ankita in private hospitals,
graphical method
Srivast V) Selection procedures in
ava private hospitals,
VI)Feasible area of
development in
recruitment and selection.

Findings of the study: The findings showed that in healthcare sector, the major
sources of internal recruitment were promotions, retired employees and transfers
whereas external recruitment sources were press advertisement, internet
advertisement and campus recruitments. A proper procedure of recruitment and
selection through planning of human resource is essential to the healthcare
industry. The healthcare industry must have HR standards that are high enough to
attract talent. The initial screening based on the job description which is given by
the head of the department is vital to the industry as well. Some feasible areas of
development in recruitment and selection strategies in the healthcare industry are
reducing white space in staffing process, emphasize on job rotation, and tie ups
with nursing colleges and updating the company website regularly.

41
 Title of the Paper: Talent Management Issues of Pharmaceutical
Companies.

Year Author Factors/variables Sample size Tools/

studied
Technique adopted

2016 Geeta I) Talent Acquisition 21 pharma Questionnaire survey

Shree II) Talent Development companies and interview method
Roy & III) Talent Retention used for data collection.
V.
Rama
Devi

Findings of the study: The findings showed that in pharmaceutical companies,

the Talent Management queries are of great concern as the HR personnel
surveyed signified that retaining employees is crucial to the health and
profitability of their companies and they conveyed that effective talent
management always pays off in the long run. However, lack of competitive
compensation or rewards is one of the most common reasons for employee
attrition. It is a big challenge for the pharmaceutical sector in Sikkim to retain the
best talent due to several problems such as earthquakes, landslides, lack of better
educational facilities for children of their employees, lack of better medical
facilities

42
 CHAPTER 3:
RESEARCH METHODOLOGY

3.1 Research Objectives

 Objective 1-

To study the various sources of recruitment for talent acquisition

process used by Morepen Laboratories Ltd.

 Objective 2-

To check the most preferred source of acquiring talent in the

company.

 Objective 3-

To study the comparison between the talent acquisition across

different genders and age groups.

3.2 Research Design

Descriptive research design was used in the study.

 Method of Data Analysis-

Qualitative analysis technique and Quantitative analysis technique

were used.

43
  Data Sources-

Secondary sources-
All published secondary data sources such as company website and
brochure, online platforms such as Naukri.com, LinkedIn, etc.

Primary sources-
Secondary data based on which primary construct was created;
primary data was taken from online survey questionnaires.

 Data Collection Method-

Questionnaires were used to collect data.

 Data Collection Mode-

Online survey mode- Google Forms was used to distribute

questionnaires to the respondents.

 Data Processing Instrument-

Ms Excel was used to process data.

3.3 Sampling Design

The questionnaires were distributed as per planned division of

respondents on criteria like gender and age.

44
  Sample Size-

50 respondents were taken for the study.

 Sampling Frame-

Gurugram

 Sampling Unit-

People under the age range of 20-50 years working in Morepen

Laboratories ltd.

 Sampling Technique-

Non proportional stratified random sampling is the mode of sample

selection involved here and it falls under probability sampling.

3.4 Research Gap

There is a lack of research on talent acquisition process as it is

relatively a new trend in the field of human resource management.

45
 CHAPTER 4:
DATA ANALYSIS AND INTERPRETATION

4.1 Respondent Demographics

 Frequency table for classifications of genders in Morepen

Laboratories Ltd.

Gender Frequency of sample

Male 23

Female 26

Prefer not to say 1

Total 50

 Frequency table for age groups in Morepen Laboratories Ltd.

Age Groups Frequency of sample

20-35 22

35-50 28

Total 50

46
 Frequency table for classifications of departments in Morepen
Laboratories Ltd.

Departments Frequency of sample

Finance & Accounts 11

API 4

Admin 7

Export 2

Import 2

Global Generics 1

Human Resource 13

IT 4

Secretarial & Legal 3

Purchase 2

Medipath 1

Total 50

47
 Table 4.1- Various sources of recruitment for talent acquisition
process used by Morepen Laboratories Ltd.-

EXTERNAL SOURCE OF INTERNAL SOURCE OF

RECRUITMENT RECRUITMENT

NAUKRI.COM 31 EMPLOYEE 11
REFERRALS
LINKEDIN 6

OTHER SOURCE OF 2
RECRUITMENT

Graph 4.1

48
INTERPRETATION-

From the table 4.1, it is evident that various sources of recruitments used
were Naukri.com, LinkedIn, Employee Referrals and others.

In external recruitment sources, 62% of the employees were recruited

from Naukri.com and 12% from LinkedIn.

In internal recruitment sources, 22% of the employees were recruited

from Employee Referrals.

In other recruitment sources, 4% of the employees were recruited from

unspecified sources not given in the list mentioned in the questionnaire.

Table 4.2- Most preferred source of acquiring talent in the

company-

Graph 4.2

49
INTERPRETATION-

From the table 4.2, it is evident that in Morepen Laboratories Ltd., the
most preferred source of recruitment is Naukri.com and the second most
preferred source is Employee Referrals.

4.2 Key Insights

Graph 4.2.1:

 As it can be interpreted from the above chart, 41(82%) respondents

felt the talent acquisition manager at Morepen Laboratories Ltd. was
professional whereas 2 (4%) respondents rejected it; on the other
hand 7 (14%) respondents were not sure about it.

50
 Comparison across different genders-

Genders Yes No Not sure

Female 18 2 6
Respondents
Male 22 0 1
Respondents

Prefer not to 1 0 0
say

 Comparison across different age groups-

Age Groups Yes No Not sure

20-35 20 0 2

35-50 21 2 5

51
Graph 4.2.2:

 As it can be interpreted from the above chart, 42 (84%) respondents

felt the talent acquisition manager at Morepen Laboratories Ltd. had
appropriate knowledge about the job and the company whereas 4
(8%) respondents rejected it; on the other hand 4 (8%) respondents
were not sure about it.
 Comparison across different genders-

Genders Yes No Not sure

Female 19 4 3
Respondents
Male 22 0 1
Respondents
Prefer not to 1 0 0
say

52
  Comparison across different age groups-

Age Groups Yes No Not sure

20-35 21 0 1

35-50 21 4 3

Graph 4.2.3:

 As it can be interpreted from the above chart, 42 (84%) respondents

felt the talent acquisition manager at Morepen Laboratories Ltd. had
right aid, resources and support whereas 2 (4%) respondents rejected
it; on the other hand 6 (12 %) respondents were not sure about it.
53
 Comparison across different genders-

Genders Yes No Not sure

Female 20 2 4
Respondents
Male 21 0 2
Respondents

Prefer not to 1 0 0
say

 Comparison across different age groups-

Age Groups Yes No Not sure

20-35 20 0 2

35-50 22 2 4

54
Graph 4.2.4:

 As it can be interpreted from the above chart, 45 (90%) respondents

felt the talent acquisition manager at Morepen Laboratories Ltd.
clearly described the JD whereas 2 (4%) respondents rejected it; on
the other hand 3 (6%) respondents were not sure about it.

 Comparison across different genders-

Genders Yes No Not sure

Female 21 2 3
Respondents
Male 23 0 0
Respondents
Prefer not to 1 0 0
say

55
  Comparison across different age groups-

Age Groups Yes No Not sure

20-35 21 1 0

35-50 24 1 3

Graph 4.2.5:

 As it can be interpreted from the above chart, 44 (88%) respondents

felt that the application form of Morepen was easy to fill out
whereas 4 (8%) respondents rejected it; on the other hand 2 (4%)
respondents were not sure about it.

56
 Comparison across different genders-

Genders Yes No Not sure

Female 20 4 2
Respondents
Male 23 0 0
Respondents

Prefer not to 1 0 0
say

 Comparison across different age groups-

Age Groups Yes No Not sure

20-35 21 0 1

35-50 23 4 1

57
Graph 4.2.6:

 As it can be interpreted from the above chart, 41(82%) respondents

felt they were kept in loop throughout the entire talent acquisition
process whereas 3 (6%) respondents rejected it; on the other hand 6
(12%) respondents were not sure about it.

 Comparison across different genders-

Genders Yes No Not sure

Female 20 3 3
Respondents
Male 20 0 3
Respondents
Prefer not to 1 0 0
say

58
  Comparison across different age groups-

Age Groups Yes No Not sure

20-35 19 1 2

35-50 22 2 4

Graph 4.2.7:

 As it can be interpreted from the above chart, 44 (88%) respondents

felt the talent acquisition manager at Morepen addressed queries
timely whereas 4 (8%) respondents rejected it; on the other hand 2
(4%) respondents were not sure about it.

59
 Comparison across different genders-

Genders Yes No Not sure

Female 21 3 2
Respondents

Male 22 1 0
Respondents

Prefer not to 1 0 0
say

 Comparison across different age groups-

Age Groups Yes No Not sure

20-35 21 1 0

35-50 23 3 2

60
Graph 4.2.8:

 As it can be interpreted from the above chart, 45 (90%) respondents

felt that they were provided proper socialization, induction and
training session after joining whereas 2 (4%) respondents rejected it;
on the other hand 3 (6%) respondents were not sure about it.

 Comparison across different genders-

Genders Yes No Not sure

Female 22 3 1
Respondents
Male 22 1 0
Respondents
Prefer not to 1 0 0
say

61
  Comparison across different age groups-

Age Groups Yes No Not sure

20-35 22 0 0

35-50 23 2 3

Graph 4.2.9:

 As it can be interpreted from the above chart, 40 (80%) respondents

felt they were provided with feedback forms whereas 6 (12%)
respondents rejected it; on the other hand 4 (8%) respondents were
not sure about it.

62
 Comparison across different genders-

Genders Yes No Not sure

Female 18 5 3
Respondents
Male 21 1 1
Respondents

Prefer not to 1 0 0
say

 Comparison across different age groups-

Age Groups Yes No Not sure

20-35 19 0 3

35-50 21 6 1

63
Graph 4.2.10:

 As it can be interpreted from the above chart, 42 (84%) respondents

felt the talent acquisition process was fair and unbiased whereas 2
(4%) respondents rejected it; on the other hand 6 (12%) respondents
were not sure about it.

 Comparison across different genders-

Genders Yes No Not sure

Female 21 2 3
Respondents
Male 20 0 3
Respondents
Prefer not to 1 0 0
say

64
  Comparison across different age groups-

Age Groups Yes No Not sure

20-35 20 1 1

35-50 22 1 5

Graph 4.2.11:

 As it can be interpreted from the above chart, 42 (84%) respondents

felt they will continue in Morepen for a long period of time whereas
3 (6%) respondents rejected it; on the other hand 5 (10%)
respondents were not sure about it.

65
 Comparison across different genders-

Genders Yes No Not sure

Female 19 3 4
Respondents

Male 22 0 1
Respondents

Prefer not to 1 0 0
say

 Comparison across different age groups-

Age Groups Yes No Not sure

20-35 19 0 3

35-50 23 3 2

66
Graph 4.2.12:

 As it can be interpreted from the above chart, 43 (86%) respondents

felt they were satisfied with the talent acquisition process at
Morepen whereas 5 (10%) respondents rejected it; on the other hand
3 (6%) respondents were not sure about it.

 Comparison across different genders-

Genders Yes No Not sure

Female 19 5 2
Respondents
Male 23 0 0
Respondents
Prefer not to 1 0 0
say

67
  Comparison across different age groups-

Age Groups Yes No Not sure

20-35 21 1 0

35-50 22 4 2

Graph 4.2.13:

 As it can be interpreted from the above chart, 47 (94%) respondents

felt they will recommend Morepen to others for talent acquisition
process whereas 3 (6%) respondents were not sure about it.

68
 Comparison across different genders-

Genders Yes No Not sure

Female 23 0 3
Respondents

Male 23 0 0
Respondents

Prefer not to 1 0 0
say

 Comparison across different age groups-

Age Groups Yes No Not sure

20-35 22 0 0

35-50 25 0 3

69
 CHAPTER 5:
FINDINGS

 Through table 4.1, it was revealed that the various sources of

recruitments used by the company Morepen Laboratories Ltd. were
Naukri.com, LinkedIn, Employee Referrals and other unspecified
sources not given in the list mentioned in the questionnaire.
Morepen Laboratories Ltd. uses both external and internal sources
of recruitments. This finding relates to Objective number 1.

 The external sources of recruitment are Naukri.com and LinkedIn

where 62% of the employees were recruited from Naukri.com and
12% from LinkedIn.

 The internal source of recruitment used by the company is

Employee Referrals where 22% of the employees were recruited
from Employee Referrals.

 In other recruitment sources, 4% of the employees were recruited

from unspecified sources not given in the list mentioned in the
questionnaire.

 Through table 4.2, it was found that the most preferred source of
recruitment is Naukri.com and the second most preferred source is
Employee Referrals. This finding relates to Objective number 2.

70
 Through the graphs 4.2.1 to 4.2.13, it was found that out of 50
sample size, an average of 85% of the respondents gave positive
responses regarding the talent acquisition process of Morepen
Laboratories Ltd.

 Through the graphs 4.2.1 to 4.2.13, it was found that out of 50

sample size, an average of 6.5% of the respondents gave negative
responses regarding the talent acquisition process of Morepen
Laboratories Ltd.

 Through the graphs 4.2.1 to 4.2.13, it was found that out of 50

sample size, an average of 8.5% of the respondents were not sure
about certain aspects of the talent acquisition process of Morepen
Laboratories Ltd.

 Through the graphs 4.2.1 to 4.2.13, it was found that out of 26

females, an average of 76.9% of the female respondents gave
positive responses; approximately 10.6 % of the female respondents
gave negative responses whereas 12.5% of the female respondents
were not sure regarding the talent acquisition process of Morepen
Laboratories Ltd.

 Through the graphs 4.2.1 to 4.2.13, it was found that out of 23

males, an average of 95% of the male respondents gave positive
responses; approximately 1% of the male respondents gave negative
responses whereas 4% of the male respondents were not sure
regarding the talent acquisition process of Morepen Laboratories
Ltd.

71
 Through the graphs 4.2.1 to 4.2.13, it was found that out of 1
respondent who preferred not to reveal gender gave 100% positive
responses in all of the questions.

 Through the graphs 4.2.1 to 4.2.13, it was found that out of 22

respondents aged between 20-35 years, an average of 93% of the
respondents gave positive responses; approximately 1.7 % of the
respondents gave negative responses whereas 5.3% of the
respondents were not sure regarding the talent acquisition process of
Morepen Laboratories Ltd.

 Through the graphs 4.2.1 to 4.2.13, it was found that out of 28

respondents aged between 35-50 years, an average of 80% of the
respondents gave positive responses; approximately 9.28% of the
respondents gave negative responses whereas 10.72% of the
respondents were not sure regarding the talent acquisition process of
Morepen Laboratories Ltd.

 From the above findings, it can be inferred that female respondents

and the older respondents aged between 35-50 years gave more
negative responses regarding the talent acquisition process of
Morepen Laboratories Ltd. than the male respondents and the
younger respondents aged between 20-35 years whereas the
respondent who preferred not to reveal gender gave 100% positive
responses. This finding relates to Objective number 3

72
 SUGGESTIONS

The study proved that Morepen Laboratories Ltd. has an efficient HR

Department with great talent acquisition strategy however certain
aspects need to be considered in order to achieve even better responses
such as:

 To reach wider prospective candidates and create a larger pool of

talent, it will be beneficial to widen the sources of recruitment, such
as advertising in Television, Newspapers, Company website, Mails,
pamphlets or through advertising in various social media platforms
like Facebook, Instagram, Twitter, etc.

 Other sources of recruitment for improving the effectiveness of

talent acquisition process could be online websites such as
MonsterIndia.com, Indeed.com, Goodspace.com, etc. that could
help the company attract better talents and more suitable candidates
for the vacancies with better competencies.

 The company can also implement campus interviews to recruit fresh

talents which could help to improve organizational effectiveness.

 Focus should be given to the concept of Diversity and Inclusion

with respect to the talent acquisition process.

 Competency based recruitment and selection strategy should be

promoted in order to avoid and prevent biasness and encourage
equality in talent acquisition process of Morepen.

73
 CONCLUSION

The conclusion can be made that Morepen Laboratories Ltd. is very

effective in its approach of talent acquisition as most of the respondents
irrespective of age and genders gave positive responses regarding the
overall process. Although it was also found that there was a slight
percentage of respondents who also gave negative responses in certain
aspects of talent acquisition process such as ease of filling out
application form, timely query handling procedure, getting follow up
feedback questionnaire after joining and satisfaction from effective
talent acquisition process, these aspects had around 8%-12% negative
responses from the respondents so these should be given more priority
to achieve better results. Rest all the aspects had great results overall
and had more than 95% positive responses regarding the talent
acquisition process of Morepen, but it can be taken into consideration
that the respondents might have given more positive responses due to
the fear that confidentiality might not be maintained, thus leading to
bias in results. Furthermore, since female respondents gave more
negative responses to talent acquisition procedure from male
respondents and respondent who preferred not to reveal gender
comparatively, diversity and inclusion strategy can be applied to
prevent any form of biasness or to avoid female employees from
thinking the talent acquisition process to be partial to them. Since older
respondents aged between 35-50 years gave more negative responses to
talent acquisition procedure from younger respondents aged between
20-35 years comparatively, it can be inferred that the previous talent
acquisition manager or the talent acquisition strategy used in the past
were not as much effective as the current one.

74
 LIMITATIONS

 Biasness in responses causing deviation in actual results due to

skeptism in maintenance of confidentiality of the responses,

 Less time period for summer internship program for effective

conduction of study,

 Inadequate secondary data due to less research work done on the

company,

 Less options for varied genders in the study,

 Uncertainty regarding the accuracy or authenticity of the websites

from which the secondary data was taken,

 Very few articles provided online through the company’s website

regarding the talent acquisition process.

75
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[1] Asim, S.U., Perveen, S. & Shujat, F. (2017). A Study of Effective

Recruitment and Selection Process in Pharmaceutical Industry.
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on operational excellence: a study on pharmaceutical industry,
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[8] Tripathi, R. & Srivastava, A. (2017). Recruitment and Selection
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[9] Tripathi, A. (2018). Employer Branding: A tool for talent

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[10] Winston, C.D. (2022). Hiring for Commitment: Understanding

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WEB REFERENCES-

 https://www.business-standard.com
 https://www.linkedin.com
 https://www.moneycontrol.com
 https://www.morepen.com
 https://www.naukri.com
 https://www.ndtv.com
 https://www.slideshare.net
 https://www.thehindubusinessline.com
 https://en.wikipedia.org

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 APPENDIX

Online Survey Questionnaire-

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