Summer Training Project Report

AN EMPIRICAL STUDY ON STAFFING WITH SPECIAL REFERENCE TO

SUPERTRON ELECTRONICS PVT. LTD.

Submitted in partial fulfillment of the requirements

For the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

To
Guru Gobind Singh Indraprastha University, Delhi

Under the guidance of Submitted by

Dr. Nidhi Singhal Priyanshi Mittal
BBA-V sem
Enrollment no-
01024701720

Session 2019-2022
SGIT SCHOOL OF MANAGEMENT
Opp. Jindal pipes ltd., NH-24, Ahead Mauri Canal,
Opp. Jindal Nagar, Ghaziabad,
Uttar Pradesh 201302, India
 CERTIFICATE FROM THE INSTITUTE GUIDE

This is to certify that the project titled An empirical study on staffing

process with special reference to Supertron Electronics PVT. LTD. is an
academic work done by Priyanshi Mittal submitted in partial fulfillment
of the requirement for the award of the degree of Bachelor of Business
Administration at SGIT Scholl of Management, Ghaziabad under my
guidance and direction.

To the best of my knowledge and belief the date & information presented
by her in the project has not been submitted earlier.

Signature: -
Name of the Faculty: -
Designation
 ACKNOWLEDGEMENT
I wish to express my sincere gratitude to our faculty guide Ms. Nidhi
Singhal for providing me assistance in doing my project report work in A
empirical study on talent management with special reference to
Supertron Electronics PVT. LTD. Nehru palace.

I sincerely thank Ms.Nidhi Singhal their guidance and encouragement in

carrying out this project work. I also wish to express my gratitude to other
staff members of SGIT School Management who rendered their help
during the period of my project work.

I also thank to all the faculty members of SGIT School Management for
providing me the opportunity to embark on this project.
 TABLE OF CONTENT

Serial no. Topic page no.

1 Chapter plan

Chapter 1: Introduction 5-12

Objectivity of the study 13

Review of Literature 14-27

Research methodology 28-30

Limitations of the Study 31

Chapter II: Profile of the Organisation 32-48

Chapter III: Analysis and interpretation of data 49-65

Chapter IV: Conclusion 66-67

2 Bibliography 68

3 Questionnaire 69-73
 CHAPTER 1
INTRODUCTION
As we all know that human being are the assets of the organisation.
Human resources department is a vital part of our business. Though some
people make the mistake of thinking that human resources deal only with
payroll, hiring, and firing, this department is actually the backbone of a
company. They can be involved in everything from talent acquisition to
goal setting for the company, attendance tracking to payroll, and much
more.

# MEANING OF HUMAN RESOURCE MANAGEMENT: -

Human resource management (HRM or HR) is the strategic approach to
the effective management of people in a company or organization such
that they help their business gain a competitive advantage. It is designed
to maximize employee performance in service of an employer's strategic
objectives. Human resource management is primarily concerned with the
management of people within organizations, focusing on policies and
systems. HR departments are responsible for overseeing employee-
benefits design, employee recruitment, training and development,
performance appraisal, and reward management, such as managing pay
and Employee benefits benefit systems. HR also concerns itself with
organizational change and industrial relations, or the balancing of
organizational practices with requirements arising from collective
bargaining and governmental laws.
The overall purpose of human resources (HR) is to ensure that the
organization is able to achieve success through people. HR professionals
manage the human capital of an organization and focus on implementing
policies and processes. They can specialize in finding, recruiting, training,
and developing employees, as well as maintaining employee relations or
benefits. Training and development professionals ensure that employees
are trained and have continuous development. This is done through
training programs, performance evaluations, and reward programs.
Employee relations deals with the concerns of employees when policies
are broken, such as cases involving harassment or discrimination.
Managing employee benefits includes developing compensation
structures, parental leave programs, discounts, and other benefits for
employees. On the other side of the field are HR generalists or business
partners. These HR professionals could work in all areas or be labour
relations representatives working with unionized employees.
 What is Human Resource Management?

Let’s start with a brief definition. Human Resource Management, or HRM,

is the practice of managing people to achieve better performance.

For example, if you hire people into a business, you are looking for
people who fit the company culture as they will be happier, stay longer,
and be more productive than people who won’t fit into the company
culture.

THE SEVEN HR BASICS: -

When we talk about Human Resource Management, there are a number of

elements that are considered cornerstones for effective HRM policies.
These cornerstones are:
 Recruitment & selection
 Performance management
 Learning & development
 Succession planning
 Compensation and benefits
 Human Resources Information Systems
 HR data and analytics
In the following section, we will cover these HR basics one by one.

 RECRUITMENT & SELECTION: -

 Recruitment and selection are arguably the most visible elements
of HR. We all remember our first interview, right?
 Recruiting candidates and selecting the best ones to come and
work for the company is a key HR responsibility. People are the
lifeblood of the organization and finding the best fits is a key task.
 The request for new hires usually starts when a new job is created
or an existing job opens up. The direct manager then sends the job
description to HR and HR starts recruiting candidates. In this
process, HR can use different selection instruments to find the best
person to do the work. These include interviews, different
assessments, reference checks, and other recruitment methods.
 Sometimes, when there are a lot of candidates, HR may
deploy preselection tools. These tools help to separate the wheat
from the chaff when it comes to suitable candidates. The candidates
 that are successful then continue to the next round, where they are
interviewed and receive a more in-depth assessment.

 PERFORMANCE MANAGEMENT: -
 Once employees are on board, performance management
becomes important. Performance management is the second
HR basic. It involves helping people to perform better in their
jobs.
 Usually, employees have a defined set of responsibilities that
they need to take care of. Performance management is a
structure that enables employees to get feedback on their
performance – with the goal to reach a better performance.
 Examples are formal one-on-one performance reviews, 360-
degree feedback instruments that also takes into account
the evaluation of peers, clients, and other relations, and
more informal feedback.
 Usually, companies work with an annual performance
management cycle, which involves planning,
monitoring, reviewing, and rewarding employee
performance. The outcome of this process enables the
categorization of employees in high vs. low performers
and high vs. low potentials.
 Successful performance management is very much a
shared responsibility between HR and management, where
usually the direct manager is in the lead and HR supports.
Good performance management is crucial, as employees
who consistently underperform may not be a good fit with
the company and/or culture and may have to be let go.
 This is also one of the basic responsibilities of HR.

 LEARNING & DEVELOPMENT: -

 If employees struggle to perform well in certain areas, learning and
development can help to improve their performance. Learning &
development (L&D) is led by HR and good policies can be very
helpful in advancing the organization towards its long-term goals.
 Many organizations have pre-defined budgets for L&D efforts. This
budget is then distributed amongst employees, with trainees, future
leaders, and other high potentials often receiving more training
opportunities than others.
 A well-known framework that connects performance management
with L&D activities is the 9-Box grid. Based on people’s performance
and potential ratings, different development plans are advised.
  SUCCESION PLANNING –

 Succession planning is the process of planning contingencies in

case of key employees leaving the company. If, for example, a
crucial senior manager quits his/her job, having a replacement
ready will guarantee continuity and can save the company
significant money.
 Succession planning is often based on performance ratings and L&D
efforts. This results in the creation of a talent pipeline. This is a pool
of candidates who are qualified and ready to fill (senior) positions in
case of someone leaving. Building and nurturing this pipeline is key
to good people management.

 Compensation and benefits: -

 Another one of the HR basics is compensation and benefits. Fair

compensation is key in motivating and retaining employees.
 Compensation can be split up in primary compensation and
secondary compensation. Primary compensation involves
directly paid money for work, which often is a monthly salary
and sometimes performance-based pay.
 Secondary benefits are all non-monetary rewards. This can include
extra holidays, flexible working times, day-care, pensions, a
company car and laptop, and much more.
 The goal here is to reward people in ways that motivate them.

 Human Resource Information System: -

 The last two HR basics are not HR practices but tools to do HR

better. The first is the Human Resource Information System, or
HRIS. An HRIS supports all the cornerstones we discussed above.
For example, for recruitment and selection an Applicant Tracking
System, or ATS, is often used to keep track of applicants and hires.
 For performance management, a performance management
system is used to keep track of individual goals and put in
performance ratings.
 For L&D, a Learning Management System (LMS) is used for the
distribution of content internally, and other HR systems are used to
keep track of budgets and training approvals.
 For compensation, a payroll system is often used, and there are
also digital tools that enable effective succession planning.
 All these functionalities can often be done in one single system –
the HRIS. Sometimes, however, the management of these
functionalities is split up into different HR systems.
 The bottom line here is that there is a significant digital element to
working in HR which is why the HRIS is the final element when we
talk about the HR basics.

 HR data and analytics: -

 The last of the HR basics revolves around data and analytics. The
last half decade, HR has made a major leap towards becoming more
data-driven.
 The Human Resource Information Systems we just discussed is
essentially a data-entry system. The data in these systems can be
used to make better and more informed decisions.
 An easy way to keep track of critical data is through HR
metrics or HR KPIs. These are specific measurements that answer
how a company is doing on a given measurement. This is referred
to as HR reporting.
 This reporting focuses on the current and past state of the
organization. Using HR analytics, HR can also make predictions
about the future. Examples include workforce needs, employee
turnover intention, the impact of the (recruitment) candidate
experience on customer satisfaction, and many others.
 By actively measuring and looking at this data, HR can make more
data-driven decisions. These decisions are often more objective,
which makes it easier to find management support for these
decisions.
 FUNCTIONS OF HRM: -

 JOB DESIGN & JOB ANALYSIS: -

 One of the foremost functions of HRM is job design and job analysis.
Job design involves the process of describing duties, responsibilities
and operations of the job. To hire the right employees based on
rationality and research, it is imperative to identify the traits of an
ideal candidate who would be suitable for the job. This can be
accomplished by describing the skills and character traits of your
top-performing employee. Doing so will help you determine the kind
of candidate you want for the job. You will be able to identify your
key minimum requirements in the candidate to qualify for the job.

 Job analysis involves describing the job requirements, such as skills,

qualification and work experience. The vital day-to-day functions
need to be identified and described in detail, as they will decide the
future course of action while recruiting.

 EMPLOYEE HIRING & SELECTION: -

 Recruitment is one of the primary functions of human resource

management. HRM aims to obtain and retain qualified and
efficient employees to achieve the goals and objectives of the
company. All this starts with hiring the right employees out of the
list of applicants and favourable candidates.

 An HRM helps to source and identify the ideal candidates for

interview and selection. The candidates are then subjected to a
comprehensive screening process to filter out the most suitable
candidates from the pool of applicants. The screened candidates
are then taken through different interview rounds to test and
analyse their skills, knowledge and work experience required for the
job position.

 Once the primary functions of HRM in recruitment are completed,

and the candidate gets selected after rounds of interviews, they are
then provided with the job offer in the respective job positions. This
 process is important because these selected employees will,
after all, help the company realise its goals and objectives.

 EMPLOYEE TRAINING & DEVELOPMENT: -

 Imparting proper training and ensuring the right development of the
selected candidates is a crucial function of HR. After all, the success
of the organisation depends on how well the employees are trained
for the job and what are their growth and development
opportunities within the organisation.
 The role of HR should be to ensure that the new employees acquire
the company-specific knowledge and skills to perform their task
efficiently. It boosts the overall efficiency and productivity of the
workforce, which ultimately results in better business for the
company.
 HRM plays a very crucial role in preparing employees for bigger
tasks and responsibilities, which leads to the holistic development of
employees at work. And an organisation which provides ample
growth and development opportunities to its employees is
considered to be a healthy organisation.

 COMPENSATION & BENEFITS: -

 Benefits and compensation form the major crux of the total cost
expenditure of an organisation. It is a must to plug the expenses,
and at the same time, it is also necessary to pay the employees
well. Therefore, the role of human resource management is to
formulate attractive yet efficient benefits and compensation
packages to attract more employees into the workplace without
disturbing the finances of the company.
 The primary objective of the benefits and compensation is to
establish equitable and fair remuneration for everyone. Plus, HR can
use benefits and compensation as a leverage to boost employee
productivity as well as establish a good public image of the
business.
 Therefore, one of the core HR department functions is to lay down
clear policies and guidelines about employee compensation and
their available benefits. One of the functions of HR manager is to
ensure the effective implementation of these policies and
guidelines. This creates equality and builds transparency among
the employees and the management within the organisation. After
all, the level of employee satisfaction at work is directly
proportional to the compensation and benefits they receive.
 MANAGERIAL RELATIONS: -
 Relationships in employment are normally divided into two parts —
managerial relations and labour relations. While labour relations is
mainly about the relationship between the workforce and the
company, managerial relations deals with the relationship between
the various processes in an organisation.
 Managerial relations determine the amount of work that needs to be
done in a given day and how to mobilise the workforce to
accomplish the objective. It is about giving the appropriate project
to the right group of employees to ensure efficient completion of the
project. At the same time, it also entails managing the work
schedules of employees to ensure continued productivity. It is
essential that HR handles such relations effectively to maintain the
efficiency and productivity of the company.
 OBJECTIVITY OF STUDY
● To procure right type of personnel for right jobs.

● To train and develop human resources.

● To develop personnel policies as regards transfer, promotion, etc.

● To mould effectively the human resources and motivate them for

higher performance.

● To establish desirable working relationship between employers

and employees and between groups of employees.

 LITERATURE REVIEW
The human resources field began to take shape in 18th century Europe. It
built on a simple idea by Robert Owen (1771-1858) and Charles
Babbage (1791-1871) during the industrial revolution. These men
concluded that people were crucial to the success of an organization. They
expressed the thought that the well-being of employees led to perfect
work; without healthy workers, the organization would not survive.
HR emerged as a specific field in the early 20th century, influenced
by Frederick Winslow Taylor (1856–1915). Taylor explored what he
termed "scientific management" (sometimes referred to as "Taylorism"),
striving to improve economic efficiency in manufacturing jobs. He
eventually focused on one of the principal inputs into the manufacturing
process—labour—sparking inquiry into workforce productivity.
Meanwhile, in England, C S Myers, inspired by unexpected problems
among soldiers which had alarmed generals and politicians in the First
World War of 1914–1918, co-founded the National Institute of Industrial
Psychology (NIIP) in 1921. In doing so, he set seeds for the human
relations movement. This movement, on both sides of the Atlantic, built
on the research of Elton Mayo (1880-1949) and others to document
through the Hawthorne studies (1924–1932) and other studies how
stimuli, unrelated to financial compensation and working conditions, could
yield more productive workers.[10] Work by Abraham Maslow (1908–
1970), Kurt Lewin (1890–1947), Max Weber (1864–1920), Frederick
Herzberg (1923–2000), and David McClelland (1917–1998), forming the
basis for studies in industrial and organizational
psychology, organizational behaviour and organizational theory, was
interpreted in such a way as to further claims of legitimacy for an applied
discipline.

# WHAT IS STAFFING: -
Staffing refers to the process of finding the right employee with
appropriate qualifications or experience and recruiting them to fill a
position, role, or job.[1] Through this process, organizations acquire,
deploy, and retain a workforce of sufficient quantity and quality to create
positive impacts on the organization’s effectiveness. [2] In management,
staffing is an operation of recruiting the employees by evaluating their
skills and knowledge before offering them specific job roles accordingly.[3]
The staffing model refers to data that measures work activities, how
many labour hours are needed, and how employee time is spent.
 # DEFINATION OF STAFFING: -
Staffing can be defined as one of the most important functions
of management. It involves the process of filling the vacant
position of the right personnel at the right job, at right time.
Hence, everything will occur in the right manner

Staffing structure pyramid

It is a truth that human resource is one of the greatest for every
organization because in any organization all other resources like-
money, material, machine etc. can be utilized effectively and efficiently
by the positive efforts of human resource.

PICKING THE RIGHT PERSON AFTER SELECTION

 # FUNCTIONS OF STAFFING: -
1. The first and foremost function of staffing is to obtain
qualified personnel for different jobs position in the
organization.

2. In staffing, the right person is recruited for the right jobs,

therefore it leads to maximum productivity and higher
performance.

3. It helps in promoting the optimum utilization of human

resource through various aspects.

4. Job satisfaction and morale of the workers increases through

the recruitment of the right person.

5. Staffing helps to ensure better utilization of human resources.

6. It ensures the continuity and growth of the organization, through

development managers.
 # IMPORTANCE OF STAFFING: -
 Efficient Performance of Other Functions: -
For the efficient performance of other functions of management,
staffing is its key. Since, if an organization does not have the
competent personnel, then it cannot perform the functions of
management like planning, organizing and control functions properly.

 Effective Use of Technology and Other Resources: -

What is staffing and technology’s connection? Well, it is the
human factor that is instrumental in the effective utilization of
the latest technology, capital, material, etc. the management can
ensure the right kinds of personnel by performing the staffing
function.

 Optimum Utilization of Human Resources: -

The wage bill of big concerns is quite high. Also, a huge amount is
spent on recruitment, selection, training, and development of
employees. To get the optimum output, the staffing function
should be performed in an efficient manner.

 Development of Human Capital: -

Another function of staffing is concerned with human capital
requirements. Since the management is required to determine in
advance the manpower requirements. Therefore, it has also to train
and develop the existing personnel for career advancement. This
will meet the requirements of the company in the future.

 The Motivation of Human Resources: -

In an organization, the behaviour of individuals is influenced by
various factors which are involved such as education level, needs,
socio-cultural factors, etc. Therefore, the human aspects of the
organization have become very important and so that the workers
can also be motivated by financial and non-financial incentives in
order to perform their functions properly in achieving the
objectives.
 Building Higher Morale: -

The right type of climate should be created for the workers to

contribute to the achievement of the organizational objectives.
Therefore, by performing the staffing function effectively and
efficiently, the management is able to describe the significance and
importance which it attaches to the personnel working in the
enterprise.
 # CHARACTERSTICS OF STAFFING: -
 People-Centred
 Staffing can broadly view as people-centred function and therefore
it is relevant for all types of organization. It is concerned with
categories of personnel from top to bottom of the organization.

 Blue collar workers (i.e., those working on the machines and

engaged in loading, unloading etc.) and white-collar workers (i.e.,
clerical employees).

 Managerial and Non-Managerial personal.

 Professionals (e.g.- Chartered Accountant, Company Secretary)

 Responsibility of Manager
Staffing is the basic function of management which involves that the
manager is continuously engaged in performing the staffing
function. They are actively associated with the recruitment,
selection, training, and appraisal of his subordinates. Therefore, the
activities are performed by the chief executive, departmental
managers and foremen in relation to their subordinates.

 Human Skills
Staffing function is mainly concerned with different types of training
and development of human resource and therefore the managers
should use human relation skill in providing guidance and training to
the subordinates. If the staffing function is performed properly, then
the human relations in the organization will be cordial and mutually
performed in an organized manner.

 Continuous Function
Staffing function is to be performed continuously which is equally
important for a new and well-established organization. Since in a
newly established organization, there has to be recruitment,
selection, and training of personnel. As we compare that, the
organization which is already a running organization, then at that
place every manager is engaged in various staffing activities.
 Therefore, he is responsible for managing all the workers in order
to get work done for the accomplishment of the overall objectives
of an organization.

Core staffing actives

The five core staffing actives are recruitment, selection, employment,
training, and retaining.
 Recruitment
Herbert Heneman has described an effective recruiting process as
the cornerstone of an effective staffing system.[2]
The first step of the recruiting process is defining goals and job
descriptions. Organizations assess jobs and job families through the
systematic study of job analysis, a process that describes and records job
behaviors and activities. Job analysis is generally considered the
backbone of effective human resource management, and it is particularly
important in staffing functions of recruitment and selection as well as
assessing the level of job performance. Job analysis involves the
collection of information about jobs in the organization (not the persons
holding the jobs). As such, the analysis focuses on duties, responsibilities,
knowledge, skills, and other characteristics required to perform the job.[6]
As part of the recruiting process, the organization will have to decide to
recruit internally or externally. Internal recruiting is when an organization
intends to fill a vacancy from within its existing workforce. External
recruitment is when an organization looks to fill vacancies from applicants
outside of the company. There are advantages and disadvantages to both
methods of recruitment, and they may be used at the same time.[7]
I. Internal recruitment
Internal recruitment is generally cheaper and faster and promotes loyalty.
The disadvantages are that recruiting from within limits the chances of
innovation and will leave a gap in the workforce. Even if an organization
has recruited for a position internally, it will still have a gap in the
workforce and will need to find a replacement for the vacant position.
If the organization chooses internal recruitment, there are some options
on how to communicate the job announcement: open, closed, or hybrid
recruitment. In an open recruitment system, all employees are made
aware of the job vacancies and they can apply to the job. In a closed
recruitment system, only the employees that the organization is
interested in know about the job vacancy. In a hybrid recruitment system,
the organization uses a mix of open and closed recruitment systems.
II. External recruitment
The benefits of external recruitment are that it increases your chances of
recruiting experienced and qualified candidates. However, outside
recruits will have a limited understanding of the company and company
culture, and internal disputes could arise if existing employees feel that
they were more suited for the position.
If the organization chooses external recruitment, they will have to decide
how to promote the vacancy so it can be filled. Promotional examples
include posting the advertisement on their website, using employment
agencies, attending job fairs, using social networks, and checking
employee referrals.
 Selection
Selection is an important part of the staffing process, and if done wrong,
the organization could lose candidates. The purpose of the selection
process is to determine whether a candidate is suitable for employment in
the organization or not.[8] This process starts with the review of the job
applications, résumés, and cover letters of the job candidates. The
organization then gives an initial interview to eliminate the unqualified
candidates.
The next steps are to reduce the candidates to get the finalist for the job.
This includes testing, structured interview and contingent assessment.
The testing can include personality, ability, and intelligence tests. A
structured interview has specific questions to ask and is given by
somebody within the organization familiar with the position. The
contingent assessment is the last step, and it includes drug tests and
medical exams.
 Employment
Employment is the process of hiring the individual who was selected in
the section process. The organization should first propose a job offer,
which typically includes starting date, duration of the contract,
compensation, starting rate, benefits, and hours of the position. The
organization then prepares for the new employee’s arrival. Ideally, the
company should make sure that the employee has all of the tools required
to do their job effectively, such as security badges, keys, and any other
technology.[9]
 Training
After the selection of an employee, the employee receives training. With
the various technological changes in modern history, the need for training
employees is increased to keep the employees in touch with the various
new developments. Staffing can be influenced by how staffers are trained
and the type of training they receive.
Training is generally classified into two types, on the job and off the job.
Some examples of training programs include:

 Technical training – training that teaches employees about a

particular technology or a machine.
 Quality training – trains employees to identify faulty products.
 Skills training – training that is given to employees to perform
their particular jobs.
 Soft skills – personality development
 Team training – training establishes a level of trust and
synchronicity between team members for increased
efficiency.
 Retaining
Employees can leave jobs for a variety of different reasons. Employers
should listen to the needs of their employees and make them feel valued.
Employers need to create a positive work culture and motivating practices
into their organization to keep employees.
Retention methods have a positive impact on the organization’s
turnover rate. Benefits can include training, positive culture, growth
opportunities within the organization, trust and confidence in leaders,
and lower stress from overworking.
 COMMON FACTORS INVOLVED IN EVERY
ORGANISATION: -
I. Size of the Organisation:
The quantum of human resources of organisation are determined by
the size of the organisation. The size may be small, medium and large.
The organisation structure determines the size and in term the staffing
pattern of the organisation. If the size is small the number of
employees will be less. The optimum size will determine the
comfortable staffing pattern.
II. Type of Skills Needed:
The type of skills needed by the organisation also influences the
staffing pattern. Normally there types of skills are identified in workers
(a) Skilled workers
(b) Semi skilled workers
(c) Unskilled workers. Generally skilled and semiskilled workers will be
less number as compared to unskilled workers. The staffing pattern is
determined by these types of skills needed in the organisation.
III. Employee’s Number:
The total number of employees required in an organisation also
determines the staffing pattern. In labour Intensive Unit, the number
will be more and staffing pattern provides for more levels. In capital
intensive unit the labour will be less and accordingly the staffing
pattern will be designed.
IV. Clients and Customers:
Consumer behaviour towards the organisation also determines the
staffing. If the clientele is more, the activity of the organisation will be
high and requires more personnel. The expansion and diversification
may also encourage the restructuring of staffing pattern.
V. Financial Posture:
The financial position of an organisation also influences the staffing
pattern. The financial constraints may come in the way of recruiting
the required staff, On the other hand, sound financial position may
have way of availing required staff.
VI. Geographic Location:
The location of business unit also determines the staffing pattern of
one organisation. Business units close to business centres may operate
with less staff and distant units may have to work with more staff.
Step # 1. Estimating Manpower Requirements/Manpower

# PROCESS OF STAFFING

Planning:
The process of manpower planning can be divided into two parts. One is
an analysis for determining the quantitative needs of the organisation,
i.e., how many people will be needed in the future. The other part is the
qualitative analysis to determine what qualities and characteristics are
required for performing a job.
The former is called the quantitative aspect of manpower planning in
which we try to ensure fair number or personnel in each department and
at each level. It should neither be too high nor too low leading to
overstaffing or under-staffing respectively. The second aspect is known as
qualitative aspect of manpower planning wherein we try to get a proper fit
between the job requirement and the requirement on the part of
personnel in terms of qualification, experience and personality orientation.

Step # 2. Recruitment and Selection:

The second step after manpower planning is recruitment and selection.
These are two separate functions, which usually go together. Recruitment
aims at stimulating and attracting job applicants for positions in the
organisation. Selection consists of making choice among applicants. To
choose those which are most suited to the job requirement keeping in
view the job analysis information.
Selection processes must begin by precisely identifying the task to be
performed and also drawing a line between successful and unsuccessful
performance. Thereafter, the process of selection tries to find out how far a
job applicant fulfils those characteristics or traits needed to successfully
perform the job.

Step # 3. Placement and Orientation:

Placement refers to place the right person on the right job. Once the job
offer has been accepted by the selected candidate, he is placed on his
new job. Proper placement of an employee reduces absenteeism,
employee’s turnover and accident rates. Orientation/Induction is
concerned with the process of introduction or orienting a new employee to
the organisation.
The new employee is introduced to fellow employees, given a tour of the
department and informed about such details as hours of work, overtime,
lunch period, rest rooms, etc. They are mostly informed about the
company, the job and work environment. They are encouraged to
approach their supervisors with questions and problems.

Step # 4. Training and Development:

It is more accurately considered as a process of skill formation and
behavioural change. It is a continuous process of the staffing function.
Training is more effectively conducted when the actual content of jobs for
which people are being trained and developed is known.
Training programmes should be devised to impart knowledge, develop
skills and stimulate motives needed to perform the job. Development
involves growth of an employee in all respects. It is a wider concept. It
seeks to develop competence and skills for future performance. Thus, it
has a long-term perspective.

Step # 5. Performance Appraisal:

It means evaluating a performance employee’s current and past
performance as against certain predetermined standards. This process
includes defining the job, appraising performance and providing feedback.

Step # 6. Promotion and Career Planning:

Managers must encourage employees to grow and realise their full
potential. Promotions are an integral part of people’s career. They usually
mean more pay, responsibility and job satisfaction.
Step # 7. Compensation:
It refers to all forms of pay or rewards paid to employees by the
employer/firm. It may be in the form of direct financial payments (Time
based or Performance based) like salaries and indirect payments like paid
leaves.

RESEARCH METHODOLOGY
 Research Methodology is a way to systematically solve the research
problems. It may be understanding as a science of studying how research
is done scientifically in it. we are studying his research problems along
with the logic behind them. It is necessary the researcher to know not only
the research method techniques but also the methodology.

Data Source: -

The source of project depends on accurate data. That’s why data

collecting the appropriate data, which differ considerable in context
money, cost, time and other resources at the disposal researcher.

There are two types of data collection methods available: -

1) Primary Data Collection Method.

2) Secondary Data Collection Method.

1) Primary Data Collection Method.

It has been collected by forming a proper questionnaire. Questionnaire is a

systematic and structured manner of collecting data for conducting experiments.

The nature of the questionnaire is very inductive and fundamental.

1. Interview Schedule, 2. Questionnaire, 3. Opinion Survey

I also collected primary data by filled, ‘Yes’ or ‘No’ format questionnaire

by the employee of Company, This data helped me to justify the
statements that have made in this project.

2) Secondary Data Collection Method.

The Secondary Data is that which is already collected and stored or we can say

already saved or ready data by others. I got secondary data from their journals,

records, specimen of appraisal form etc. And from newspapers, articles, etc.

1. Internet, 2. Books , 3. Magazines, 4. Other records

DATA TYPE
Primary as well as secondary data has been collected.

Research Type : Descriptive research type has been used.

SAMPLING

A convenience sample is a type of non-probability sampling method where

the sample is taken from a group of people easy to contact or to reach.
For example, standing at a mall or a grocery store and asking people to
answer questions would be an example of a convenience sample.

This study is based on convenience sampling method.

Sampling Technique

Sampling techniques has been broadly classified in to two types:

⮚ Probability Sampling

⮚ Non Probability Sampling

SAMPLE SIZE

In sampling design, the most complicated question is what should be the

size of the sample

Here, I have taken 50 as the sample size.

Tools for analysis

⮚ Bar chart (Bar charts will be used for comparing two or more values that will be

taken over time or on different conditions, usually on small data set )

⮚ Pie-chart (Circular chart divided into sectors, illustrating relative magnitudes or

frequencies)

⮚ Table

RESEARCH PROBLEM

The first and foremost step happens to be that of selecting and properly
defined research problem.

Research Problem refers to some difficulty which a researcher

experiences in the context of either a theoretical or practical situation and
wants to obtain a solution for the same.

A research problem is one which requires a researcher to find out the best
solution for the given problem that is to find out by which course of action
the objective can be attained optimally in the context of a given
environment. Thus, zest for the work is must.

The subject or the problem selected must involve the researcher and must
have an upper most place in his mind so that he /she undertake all the
pains for the study
 LIMITATIONS OF STUDY
salaries, designations, leaves, perks

 They will not tell anything about the salaries of their employees
 They will not be going to talk about the designations of the
ongoing staffing process.
 Telling about the leaves to interns is prohibited by the
management.
 Telling about the perks of employees is not allowed by the
management.
 CHAPTER 2
PROFILE OF ORGANISATION

25 YEARS, 57 LOCATIONS, 3400 CRORES

AND IT’ S JUST THE BEGINNING
Established in 1993, Supertron Electronics Pvt Ltd [SEPL] is one of the
leading Indian company in IT product distribution and services with an
ISO 9001:2008 Quality Certification. The company that started with the
aim to provide cost-effective products and solutions in all areas of IT with
just INR 2 lakh as capital, has today grown into a professionally managed
supply-chain specialist with an INR 3400 crore turnover. Unwavering
commitment to customer satisfaction, unbridled passion to excel,
seamless teamwork and strong business ethics has been the Supertron
way of doing business. And it earned Supertron its early patrons in clients
like Kobian for their Mercury brand, LG and Canon among others. Very
soon Supertron was spreading wings across eastern India with branch
offices in Ranchi, Patna, Bhubaneshwar and Guwahati. 2003-04 was a
turning point for Supertron, when the Company took the big leap. From
being a regional player, the Company decided to shift the battleground to
the national market and started opening branches all across India. The
labour bore fruits in the form of national distribution rights of global
brands like Seagate, Acer, DELL, AMD, Sapphire among others. Suddenly
Supertron was playing the big league, and how! Today, the company
operates through its 35 branch offices and 18 satellite branches in India
with a robust network of more than 9000 retail points. It also ranks
among top 50 IT companies in India (Dataquest Top 20 issue, 2015) and
is a leading supply chain specialist on a wide variety of IT products.
Supertron’s product portfolio includes servers, desktops, laptops, PC
components, peripherals, memory modules and storage products of global
brands like Seagate, Dell, Acer, Lenovo, Samsung, LG, TP Link, ZOTAC,
AMD among others. Supertron has recently launched Enterprise Solutions,
a new business vertical to serve corporate clients with Networking,
Servers and Cloud Computing solutions. The IT Industry in India is poised
to grow at the rate of 15 to 20% in coming years. Supertron is uniquely
placed to ride the growth wave as it adds more brands to its portfolio of
distribution, brings in new market insights and forges new relationships.
Join hands with the leader in an empowering partnership towards limitless
opportunities.

# BASIC INFORMATION

Basic
Information
Nature of
Service Provider
Business
Legal Status of
Limited Company (Ltd./PVT.LTD.)
Firm
Annual Turnover Rs. 1000 - 5000 Crore
Statutory
Profile
GST No. 27AADCS5971L1ZS
CIN No. U32109WB1993PTC058211

# EMPOWERING BRANDS: -
With a wide and deep network of 9000 retailers across 57 locations in the
country manned by trained and passionate workforce Supertron
empowers global brands to exploit the full potential of the Indian market.
Supertron has a robust presence across all formats of the business
including traditional retail, modern trade outlets and online marketplace.
Its long association with the heartland of the Indian marketplace
empowers brands to make an informed choice in product selection,
pricing and distribution strategy. Add to this an immense wealth of
goodwill earned with years of ethical and transparent business practices.
No wonder, Supertron enjoys a long running relationship with most
brands like Dell, Samsung, Seagate, Acer, Zotac, Xerox among others.
Watch the video to know what our brand partners say about us. Or scroll
down to explore our wide portfolio of partner brands.

# LIST OF BRANDS: -
 Acer
 AMD FirePro
 Barco
 Corsair
  CyberPower
 CyberNetyx
 DELL
 Lenovo
 G&G
 Kaspersky
 LG
 Logitech
 Optoma
 Pantum
 Protegent
 Samsung
 Sapphire
 Seagate
 Silicon Power
 Synology
 TP-Link
 UBIQUITI
 Wacom
 XEROX
 ZOTAC

# EMPOWERING BRANDS: -
Inclusive growth is the Supertron way of working. Here leaving a social
impact is as important as making profits. What started as an amateur
initiative spearheaded by Mr V K Bhandari, has today, taken a
professional shape under the Supertron Foundation and aims to leave a
larger positive impact on the society and environment we live and
operate in. The Foundation acts as an independent CSR wing of Supertron
and works in partnership with various NGOs to create an ecosystem that
not only sustains but also enriches the live of the communities it supports.

# WHO ARE WE: -

In today's socially conscious environment, every industry must contribute
towards the society and the people that makes it. Supertron Electronics
Pvt Ltd has covered quite a distance in making a positive contribution in
the lives of thousands of people. Established in the year 1993, SEPL has
become one of the leading Indian companies in IT product distribution
and services with an ISO 9901:2008 quality certification. With its
unfaltering loyalty, passion and a seamless team work, the company has

reached its zenith with an INR 3400 crores turnover. The labour of this
hard work bore fruits in the form of national distribution rights of global
brands like Seagate, Acer, Dell, Lenovo, Samsung among others. The
man whose determination and undying zeal led to such a development is
none other than Mr. V.K. Bhandari, the Chairman and Managing Director
of Supertron Electronics Pvt Ltd. He is not only a business titan but also a
very compassionate & benevolent human being. He has always been very
sensitive and attentive towards the needs of the less fortunate. From his
early life, Mr. V.K. Bhandari was involved with philanthropic activities like
feeding the poor, providing education and their other basic needs. He has
always been very thoughtful towards these group of people. In the year
2014, Mr. Bhandari took a progressive decision to professionalize his CSR
activities with focused approach & evolved infrastructure known to be
Supertron Foundation. The Foundation acts as an independent CSR wing
in partnership with various NGOs, to bring a sustainable growth across
communities. It also lays down the basic principles and the general
framework of action for the company to undertake and fulfil its Corporate
Social Responsibility.

# CSR POLICY: -

A brief outline of Company‘s CSR policy, including

overview of projects or programs proposed to be
undertaken and reference to the web-link to the
CSR policy and projects or programs:
The Company’s Corporate Social Responsibility (CSR) policy encompasses
the Company’s philosophy for delineating its responsibility as a Corporate
citizen and lays down the guidelines and mechanism for undertaking
socially useful programs for the welfare & sustainable development of the
community at large. In alignment with its vision, the company, through its
CSR initiatives, strives to create and enhance value in the society and in
the community in which it operates, through its services, conduct &
initiatives, so as to promote sustained growth and development and
welfare for the society and community at large, more specifically for the
deprived and underprivileged persons. The main objective of the policy is
to establish and lay down the basic principles and the general framework
of action for the company to undertake and fulfil its corporate social
responsibility. The policy functions as a built-in, self-regulating
mechanism whereby the business will monitor and ensure its active
compliance with the spirit of law, ethical standards and requisite norms.
In brief, the policy provides inter alia, the following:

 CSR Activities identified are related to the activities included in the

Companies, ACT,2013 (the Act) and the Companies (CSR policy
Rules) 2014 and exclude the activities undertaken in the normal
course of business as well as exclude project or programs or
activities that benefit only the employees of the Company and
their
 CSR Activities may be through a registered Trust or a registered
 society or a company established by the Company under section
8 of the Act or directly by the Company, subject to provisions in
the Act and the CSR
 The company may also collaborate with other Companies for
undertaking projects or programs for CSR activities in such manner
as CSR expenditure shall include all expenditure including
contribution to corpus, for projects or programs relating to CSR
activities but does not include any expenditure on an item not in
conformity with the CSR
 CSR expenditure of at least 2% of the average net profit of the
Company made during the 3 immediately preceding financial
years in pursuance of CRS
 Expenditure on building CSR Capacities, including expenditure on
administrative overheads shall not exceed 5(five) percentage of the
total CSR expenditure of the Company in a financial

 CSR expenditure excludes any amount contributed, directly or

indirectly to any political party u/s 182 of the any surplus arising
out of the CSR project o programs or activities shall not form part of
the business profit of the Monitoring and feedback process.

 The activities that can be undertaken by a company to fulfil its CSR

obligations include eradicating hunger, poverty and malnutrition,
promoting preventive healthcare, promoting education and
promoting gender equality, setting up homes for women, orphans
and the senior citizens, measures for reducing inequalities faced by
socially and economically backward groups, ensuring
environmental sustainability and ecological balance, animal
welfare, protection of national heritage and art and culture,
measures for the benefit of armed forces veterans, war widows and
their dependents, training to promote rural, nationally recognized,
Paralympics or Olympic sports, contribution to the prime minister’s
national relief fund or any other fund set up by the Central Government
for socio economic development and relief and welfare of SC, ST, OBCs,
minorities and women, contributions or funds provided to technology
incubators located within academic institutions approved by the Central
Government and rural development projects

# CSR TEAM: -

 MR. VK Bhandari
 CMD OF SUPERTRON ELECTRONICS PVT
LTD.(SEPL)

 MR. G Jayanth

DIRECTOR- SUPERTRON FOUNDATION

 MR. UTTPAL BANARJEE

MANAGER-CORP. & BRAND

COMM.(SEPL)
# EDUCATION: -

Education is that factor which decides the future of our nation.

But being a country with a huge population which mostly lives
below the poverty line; there are hundreds of them who have
dropped out of school due to social and financial problems.
Getting to eat a day’s meal is their aim, whereas using
computer is a farfetched dream for them. Supertron
Foundation has worked to make their dream come true. Our
objective is to bring back those children to school and
encourage them to build a better future. So, we have installed
computers, projectors, speakers as a mode to make
classrooms more colourful and interesting place. Supertron
Foundation has derived the idea of Computer Empowerment
Centre in and around different schools in Kolkata. These
children are often shown motivational videos and inspiring
movies with aim to stir their inner potential to achieve great
things in life. These initiatives have brought colours in the
way they are responding and making progress.

# HEALTH: -

With health care sector advancing at a rapid pace, its rising

expenditure has made it difficult for many to bear the brunt of
it. Here the Supertron Foundation has extended its support to
organizations like “We Can Cancer Cannot”, a cancer
awareness society working closely with ‘Saroj Gupta Cancer
Centre’ with some medical facilities like physiotherapy
conducted by experts
# DISABILITY: -

Disability is not an unfortunate physical or mental condition;

at our foundation we consider disabled as differently abled
and we support them to develop their inherent talents.
“Cheshire Home” not only provide their shelter but also trains
them to stand on their own feet and prove to the society that
they are no less. Supertron has been providing them with
computers and other amenities to care for them. Supertron
Foundation also extends its unconditional support towards
“Premasree” a home for the visually impaired children. This
doesn’t stop here; the foundation also takes care of a number
of old age homes with both emotional and social support. The
foundation believes that all these people are an integral part
of the community and they should always feel loved and
included

# SKILL – DEVELOPMENT: -

Any kind of vocational excellence requires proper training and

honing of the existing skills in a person. But it’s easier said
than done especially for those who strive to struggle every
day for equal opportunities. There are hundreds of them who
deserve that chance but just waiting for the right training.
Keeping that in mind, Supertron Foundation has decided to
support them in their endeavours by providing them with
proper technical expertise and means in the form of
computers, projectors. Behala Anwesha- the Quest work for
differently abled children and provide them with several
vocational trainings and creative dance to make them self-
reliant and achieve something like any other children of their
age. Their goal is to extend hope and assurance even to the
parents that their children are not a burden and can be a
reason for happiness if given proper love, guidance and
patience. Kolkata Sanved aims to heal, empower and
transform the lives of women through dance and dance
therapy and make them into active citizens of the country.
Their DMT (Dance Movement Therapy) which is a
psychotherapeutic use of movements and expressions in
order to freed them from any physical, mental and emotional
shackles. The affected individuals are also provided with skill
development trainings like teaching, computer training and
 others to turn them into the change makers of tomorrow.
Supertron Foundation has been a close chaperone of both
these organizations & has provided unconditional support and
facilities like computer, printer etc.

# MISSION: -
 To keep people at the centre of everything we do.
 To uphold a transparent work culture and ethical business
practices in everything we do.
 To foster a culture of innovation, free thinking and
empowerment, in everything we do.
 To fuel the passion of excellence in everything we do.

# VISSION: -
 To be the most preferred distributions and services partner in the
Indian IT & Telecom industry.

# LEADERSHIP TEAM: -

 MR. VK BHANDHARI
CHAIRMAN & MANAGING DIRECTOR

As the founder Chairman & Managing

Director Mr. V. K. Bhandari has been the
driving force behind the stupendous success
and growth of Supertron. Under his dynamic
leadership, the Company has carved for
itself an enviable position in the Indian IT
Distribution & Services Industry.
  VIBHOR AGARWAL
DIRECTOR MARKETING ALLIANCES

As a Director Marketing Alliances, Mr

Agarwal spearheads the distribution
business. His dynamic leadership has been
instrumental in increasing the network
reach as well portfolio of brands. It has
helped Supertron transform from a
regional brand to one of the leading
national players.

 NIRMAL KUMAR MEHARIA

 DIRECTOR-FINANCE & ADMINISTRATION

As the Director-Finance &

Administration at Supertron Mr.
Meharia oversees the entire finance,
accounts & administration of the
entire group. He also plays a key role
in business plan and strategy of the
group. Mr. Meharia brings depth and
vision to the management backed by a
vast experience of 30 years.

 RAJU CHANDAK
  COMPANY SECRETARY
Mr. Raju Chandak is a core member
of the Supertron management and
is looking after accounts and
secretarial issues of Supertron
Group. Mr. Chandak has a rich
experience of more than 10 years in
the fields of Accounting, Taxation
and Finance. During his professional
tenure, he handled many
assignments independently in
costing, finance and allied fields. Mr.
Raju Chandak is an associate
member of The Institute of
Chartered Accountants of India and
The Institute of Company
Secretaries of India since 2000.

# MILESTONES
From an import and trading organization to a multi-faceted corporate
conglomerate; from 4 employees to 650 plus employees; from one office
in Kolkata to 39 branch offices and 17 satellite offices spread all over
India; 9000 channel partners; turnover of Rs.3400 crore; alliances with
global brands – Supertron Electronics Pvt Ltd. has accumulated a number
of key milestones since its inception in 1993

# EXPLORING MILESTONES: -
 Year 1993

 THE FOUNDATION –
SUPERTRON ELECTRONICS PVT. LTD.
Founded as import and trading organization by MR. VK BHANDARI And
with 4 other employees.

 YEAR 2001
 SUPERTRON appointed Distributor of Mercury range of PC
Components – Mother Boards, Cabinet, Keyboards, Mouse etc. by
KOBIAN Pte Ltd. SINGAPORE.

 YEAR 2002
 In expansion mode targeting nation-wide footprint, open MUMBAI,
AHEMDABAD, JAIPUR, BANGLORE, GUWAHATI, HYDERABAD,
BHUBANESHWAR, PATNA and RANCHI.
 Appointed Import partner by SEAGATE Technology LLC.

 YEAR 2003
 SUPERTRON becomes the first IT Company based in EASTRN
INDIAN to cross INR 100 Crore Turnover.

 Supertron acquires the manufacturing and marketing rights

of Vintron PC Brand
 Acer appoints Supertron as their National Distributor to market
their complete range of PC products
 Supertron opens branch at Pune to cater to Western region

YEAR 2004
 Supertron open Branches at DELHI, BHOPAL, LUCKNOW,
NAGPUR and NOIDA.
 VINTRON PC Launched India wide.

 YEAR 2005
 Supertron Launches it’s own proprietary SUPERCROMP PC
component brand which becomes one of the strongest
national brands within a short span.
 Supertron opens its retail store ‘PC Laptop Bazaar‘, a one stop
multi brand Laptop showroom in the heart of Kolkata city

 YEAR 2006
 Acknowledging SEPL’S contribution to its business in INDIA and
further strengthening of relationship, SEAGATE TECHNOLOGY LLC
Appoints SUPERTRON its national distributor for HDD’S.
 Transcend, a global leader in the field of memory and consumer
 electronics, appoints Supertron as their National Distributor.

 YEAR 2007
 Supertron enters the surveillance and storage verticals with the
launch of SUPERCROMP Digital Video Recorder (DVR) Cards
in an association with its principal Seagate.

 Supertron unveils Supercomp 800 VA and 1 KVA UPS

 Supertron launches a 5.1 channel comprehensive Home
Theatre system under the Supercomp brand
 Supertron opens branch offices at Chandigarh,
Dehradun and Cochin
 Supertron appointed National Distributor by ASRock, Taiwan
 Supertron forges distribution ties with Foxconn
 Penetrates deeper in Tier II and Tier III cities
 Diversification into construction and infrastructure with the
founding of Swarnim Engineering Works Pvt. Ltd

 YEAR 2008
 Supertron launches its premium proprietary Brand Solitaire for PC
components and accessories products.
 IBM signs Supertron as a national distributor for the server range
of products
 Supertron appointed National Distributor by Dell for Desktops and
TFT Monitors
 ERP implementation with online connectivity of branches with the
head office for faster decision-making and organizational integration

 YEAR 2009
 With Revenue of RS 611 Crores in FY 2008-09, Supertron becomes
the sole IT Company from the east to cross the 500-crore
threshold.

 Indenting & Procurement Office (IPO) opened in China

 Founding of Supertron Infotech, the ITES Division of Supertron
 Supertron appointed exclusive national distributor for machines
 Supertron wins the Maharashtra’s government’s Rs. 15 Cr rate
contract to supply desktops to 945 schools across 35 state districts
 Awarded a Rs.3 crore turnkey system integration project by IISCO
 Supertron opens branch offices at
Faridabad, Ghaziabad and Ludhiana
 Widened distribution through tie-ups with seven large front
 retail outlets
 Widened distribution from 4,000 dealers in 2006-07 to 7,500 in
2008-09
 Supercomp ranks among the top 5 PC Component Brands
in India

 YEAR 2010
 Ranked 57th amongst the Top 100 INDIAN IT Companies by
DATAQUEST.
 Supertron crosses INR 900 crore turnover
 Supertron opens branch offices at Raipur, Goa and Coimbatore
 Transcend opens its online store www.supertrontranscend.com
in India jointly with Supertron
 Supertron ranked 57th position in IT companies of India

 YEAR 2011
 SUPERTRON Awarded PARTNER LEADERSHIP AWARD, 2011-
BEST ND for UPCOUNTRY Reach, ITPV, November, 2011.
 Mr. V.K. Bhandari, CMD, Supertron Electronics bagged the
award for one of the Top 10 SME Entrepreneurs, September,
2011, conferred by SME Channels, India’s first IT magazine for
the SMEs business
 Supertron conferred the “Award for Best ND for Upcountry
Reach “, September, 2011 by IT Price VAR, a leading IT media
publication
 Acer India awards Supertron distribution rights for its newly
launched Acer Android and Windows 7 Tablet PCs in India, May,
2011
 Supertron Electronics awarded the national distribution of Dell
Servers, Projectors and Printers, January, 2011

 YEAR 2012
 SUPERTRON ventures in Jammu Branch 2012.

 YEAR 2013
 Transcend recognizes SUPERTRON as top business performer in
2013
 Supertron recognized as the largest distributor for Dell consumer
business for FY 13.

 YEAR 2014
 Crossed 1500 crores INR in 13-14 & set the targets for 2000 crores
in 14-15.
 Super achiever platinum club from Dell at Barcelona.
 Supertron adopts CSR programme under new division name
“MILAP”.

 YEAR 2015
 We achieved 2000 crores turnover in year 14-15, eyeing for 2500
crores in 15-16.
 Supertron has recognized within Top 50, gained 49th position in all
Indian IT companies. Received Best national distributor for east by
VarIndia for 14-15.

 A CSR Project of SEPL in Itanagar (Arunachal Pradesh) computer

centre under MILAP.

 YEAR 2016
 Supertron Awarded Best Indian Distributor of Seagate for FY 15-
16.” India Distributor of the year”
 Supertron Best Strategist Brand of the Year 2016-By ASSOCHAM
 Best National Distributor for up country reach- By ITPV
 Supertron selected as 50 best companies to work for – By Silicon
Review, California

 YEAR 2017

 Supertron recognized as 20 Most Innovative Company to

watch 2017 by Insight success.
 Supertron received 3 Prestigious awards in “Dell Champion
Conclave” in Athens, Greece. The category of the awards are
Dell Diamond award, Desktop champion & premium PC
champion.

 Seagate Award: Supertron Best Distributor of Seagate in 2017

in entire Asia Pacific region. Also received Best Product
Manager “PM Champion Award”

 Supertron Pride of the Nation “India’s Greatest Brand &

Leaders Award 2016-17” by URS Media consulting P.L.,
Research done by United World Group and process reviewers
PWC.
  Supertron Electronics receives Best Distributor Award

 CRN Hall of Fame award

 Supertron is the “KEY DISTRIBUTOR for FY’17” awarded by

LOGITECH in Kathmandu, Nepal on May’17

 Supertron bags the POWER BRAND RISING STAR award in

Oval, London on 12th May’17

 Supertron is been awarded by Dell with Three Prestigious

Award in Malaysia on 9th February 2017 for
 PREMIUM PRODUCTS CHAMPIONS (CONSUMER NOTEBOOK
SEGMENT)
 ALIENWARE AND XPS CHAMPIONS (CONSUMER NOTEBOOK
SEGMENT)
 DIAMOND AWARD (LARGEST PARTNER OF DELL)

 Supertron recognized as fastest growing company over 1000

Cr by Economic Times” on 8th February 2017

 YEAR 2018

 Supertron Awarded ABP News Brand Excellence for Most Preferred &
Fastest Emerging IT Hardware Distribution House
 Supertron Best National Distributor-Up Country by Tech Plus Media
 Mr. V.K. Bhandari awarded as “Most Impactful Business Leader
2018” by Tech Plus Media.
 Mr. V.K. Bhandari received “The Brand Science & Excellence 2018
Award” from ASSOCHAM.
 Supertron received Best performance award for the year 2017 for
ZOTAC business. Mr. V.K. Bhandari (CMD) Supertron honored by
ZOTAC officials at Vietnam
 Mr. V. K. Bhandari felicities as “Entrepreneur of the year 2017” by
NCN magazine.
 Supertron received “Most Aggressive Distributor” Award by NCN
magazine.
 Supertron “The Extraordinaire” Brand selected by Consumers
& Industries on 30th Jan’18
 YEAR 2019
 Supertron Foundation awarded as the best Corporate Foundation by
CSR Times ON 18TH September’19
 “Supertron recognized as Best brand strategist of India” by ZEE
Business & Worldwide Achievers
 Supertron Fastest Growing Company of the year 2018 by NCN
magazine
 Supertron achieved Dell 2 in 1 champion, Dell XPS champion, Dell
MSO/SD retail champion and Dell Diamond Champion for Dell
business in 2018-19. Supertron received 4 back-to-back awards in
Prague (Czech Republic).

# EVENTS
o SANMARG BUSINESS AWARDS 2020
POWERED BY SUPERTRON :

Sanmarg, the most widely circulated and prominent Hindi-

Newspaper, has always believed promoting the business
fraternity of West Bengal. This year Sanmarg tied-up with
Supertron, the most prominent leading IT distribution company
to organize the first edition of “Sanmarg Business Awards 2020”
on 19th November’20. Together, both the entities decided to
recognize and facilitate the leading and distinguished corporate
houses of West Bengal. The corporate houses that have shown
the world that with resilience, dedication and hard work, one can
reach the pinnacle of success.
 CHAPTER III

DATA ANALYSIS & INTREPRETATION

Q. 1 Which Software do you use in your company?

S NO SOFTWARES RESPONDENT
A SAP 12
B ORACLE 11
C PEOPLE SOFT 5
D MS EXCEL 22

Interpretation
The above pie diagram shows that most of the organisation use Ms excels
software at 44%, 24% use sap and other use oracle and people soft.
Q. 2 Supertron strongly supports staff training and
professional development.
S. NO. Factor Requirement Respondent
A YES 98%
B NO 2%

If yes then what kind of training given to employees by Supertron.

S. NO. FACTOR REQUIRMENT RESPONDENT
A Technical or Technology Training 81
B Quality Training 10
C Skills Training 5
D Soft Skills Training 4

RESPONDENT
5% 4%

A Technical or Technology
10% Training
B Quality Training

C Skills Training
81%
D Soft Skills Training

INTERPRETATION: -
In this pie chart we can see that 81% staff is going for Technical or
Technology Training, while 10% is saying for the quality training, 5% are
saying for the skills training and rest are saying for the soft skills training.

Q. 3 I am satisfied with my work place.

S. NO. FACTOR REQUIRMENT RESPONDENT

A YES 92%
B NO 8%
 RESPONDENT

8%

A YES
B NO
92%

INTERPRETATION: -
In this pie chart we can see that 92% people are satisfied with their work
place and 8% are not satisfied because they are not happy with their work
environment or with colleagues.
Q. 4 We have the leadership the organisation needs to be
success.

S. NO. FACTOR REQUIRMENT RESPONDENT

A Strongly disagree 5
B Disagree 10
C Agree 40
D Strongly agree 45

RESPONDENT
5%

10%

45% A Strongly disagree

B Disagree
C Agree
40%
D Strongly agree

ITERPRETATION: -
In this we can see that 45% staff is strongly agree with their leadership
and 40% staff is agree with the leadership. On the other hand, we can see
that the only 10% staff is not agree or I mean disagree with the leadership
and only 5% is strongly disagree with the leadership.
Q. 5 can you relate well to my co-workers.
S. NO. FACTOR REQUIRMENT RESPONDENT
A YES 98%
B NO 2%

RESPONDENT

2%

A YES
B NO

98%

INTERPRETATION: -
In this we can see that the 98% of staff can relate with their co-workers
and only 2% can relate with their co-workers.
Q. 6 Which staffing method is mostly use in Supertron
Electronics PVT. LTD.
S. NO. FACTORS REQUIRMENT RESPONDENT
A External Recruitment 45
B Internal Recruitment 40
C Long Term Staffing 10
D Short Term Staffing 5

D Short Term RESPONDENT

C Long Term Staffing
Staffing 5%
10%

A External A External Recruitment

Recruitment
B Internal Recruitment
45%
C Long Term Staffing
D Short Term Staffing

B Internal
Recruitment
40%

Interpretation: -
In this we can see that 45% of staffing is done by the External
Recruitment, 40% is done by the Internal Recruitment.
Remaining 15% is done by the Long term and Short-Term Staffing
method.
Q. 7 Some duplication of roles and functions occurs among
program units and staff at Supertron Electronics PVT. LTD.
S. NO. FACTOR REQUIRMENT RESPONDENT
A YES 45%
B NO 55%

IF yes then what steps are taken by the company to ignore the
duplication
S. NO. FACTOR REQUIRMENT RESPONDENT
A Clear Screen and Clear Desk 35%
B Keeping Everything Together 10%
C Division of Work 5%
D Improves Governance 5%

RESPONDENT

A Clear Screen and Clear

Desk
B Keeping Everything
Together
C Division of Work

D Improves Governence

INTERPRETATION: -
In this we can see that staff mostly prefers the clear desk and clear
screen policy (35%) and then they prefer the method of keeping
everything together (10%) and the rest of the using method is division of
labor (5%) and improves governance (5%).
Q. 8 The technological resources at Supertron Electronics PVT.
LTD. Permit you to carry out your work efficiently and
productively.
S. NO. FACTOR REQUIRMENT RESPONDENT
A Strongly disagree 70%
B Disagree 20%
C Agree 5%
D Strongly agree 5%

RESPONDENT
5%
5%

20% A Strongly disagree

B Disagree
C Agree
70%
D Strongly agree

INTERPRETATION: -
In this we can see that 70% of staff is strongly disagree with this question
while 20% of the staff is only disagree with this question.
Remaining of the staff is agree (5%) with this question and strongly
agree(5%) with this question.
Q. 9 I receive both positive and negative feedback from my
superior.
S. NO. FACTOR REQUIRMENT RESPONDENT
A POSITIVE 60%
B NEGATIVE 40%

RESPONDENT

40%

60% A POSITIVE
B NEGATIVE

INTERPRETATION: -
In this we can see that the only 60% of the staff receives the positive
feedback from their supervisor and the remain receives the negative that
is 40%.
Q. 10 I understand what Supertron Electronics PVT. LTD. Needs
to do to achieve its goals.
S. NO. FACTOR REQUIRMENT RESPONDENT
A Strongly Agree 70
B Agree 20
C Strongly Disagree 5
D Disagree 5

RESPONDENT
70
60
50
40
30
20
10
0
STRONGLY AGREE AGREE STRONGLY DISAGREE
DISAGREE
A B C D

INTERPRETATION: -
In this we can see that 70% of the staff strongly agree with this Question,
20% agree with this question.
Here the remaining strongly disagree (5%) and disagree (5%) with the
question.
Q. 11 The formal problem-solving processes at Supertron
Electronics PVT. LTD. Are effective
S. NO. FACTOR REQUIRMENT RESPONDENT
A YES 90%
B NO 10%

IF yes then which method is used by the company.

S. NO. FACTOR REQUIRMENT RESPONDENT
A TRIAL & ERROR 60%
B DIFFERENCE REDUCTION 20%
C MEANS-END ANALYSIS 10%
D WORKING BACKWARDS 10%

RESPONDENT

10%
10%
A TRIAL & ERROR

20% 60% B DIFFERENCE REDUCTION

C MEANS-END ANALYSIS
D WORKING BACKWARDS

INTERPRETATION: -
In this we can see that 60% of the staff is saying for the TRIAL& ERROR
Method, 20% is saying for the DIFFERENCE REDUCTION Method.
And the rest of the 20% is saying equally for MEANS-END ANALYSIS
Method and WORKING BACKWARDS Method.
Q. 12 My supervisor treats all employees in my work unit
equitably.
S. NO. FACTOR REQUIRMENT RESPONDENT
A Equal 90%
B Not-Equal 10%

RESPONDENT

10%

A Equal
B Not-Equal
90%

INTERPRETATION: -
In this we can see that 90% of the staff is saying that they are treated
equally and the rest 10% is saying for the not equal.
Q. 13 Which type of communication is use in Supertron
Electronics PVT. LTD.
S. NO. FACTOR REQUIRMENT RESPONDENT
A Vertical Communication 50%
B Informal Communication 30%
C Horizontal Communication 10%
D Formal communication 10%

RESPONDENT

10%
10%
A Vertical Communication
50%
B Informal Communication
30% C Horizontal Comunication
D Formal communication

INTERPRETATION: -
In this we can see that 50% staff is going for the vertical communication,
while the other 30% is saying for the Informal Communication.
10% is saying for the Horizontal Communication, and the remaining 10%
is saying for the Formal Communication.
Q. 14 Which organizational theory is use by the Supertron
Electronic PVT. LTD.
S. NO. FACTOR REQUIRMENT RESPONDENT
A Modern Theory 80%
B Neo-Classical Theory 10%
C Classical Theory 10%

RESPONDENT

10%
10%
A Modern Theory
B Neo-Classical Theory
80% C Classical Theory

INTERPRETATION: -
In this we can see that 80% of the staff is saying for the modern theory
and the remaining 20% saying equally to the Neo- classical theory and
Classical theory.
Q. 15 Is your work schedule being reasonable or not.

S. NO. FACTOR REQUIRMENT RESPONDENT

A REASONABLE 70%
B NON-REASONABLE 30%

RESPONDENT

30%

A REASONABLE
70% B NON-REASONABLE

INTERPRETATION: -
Here we can see that 70% of the staff is saying that their working
schedule is reasonable while the other 30% is saying non-reasonable
for their working schedule.
Q. 16 Did Supertron correct its mistake whenever they send
wrong/defective product to the customer.
S. NO. FACTOR REQUIRMENT RESPONDENT
A YES 95%
B NO 5%

If yes, then how did Supertron apologize to its customers: -

S. NO. FACTOR REQUIRMENT RESPONDENT
A Apology letter 60%
B Exchanging Product 25%
C Refunds 10%

RESPONDENT

A Apology letter
B Exchanging Product
C Refunds

INTERPRETATION: -
Here we can see that 60% is saying for the Apology letter while 25% of
the staff is saying for the Exchanging the product and 10% is saying for
the refunds.
 CHAPTER IV
CONCLUSION:
Staffing may be defined as the process of hiring and developing the
required personnel to fill in the various positions in the organization. It
involves estimating the number and type of personnel required. It
involves estimating the number and type of personnel required, recruiting
and developing them, maintaining and improving their competence and
performance. Recruiting involves attracting candidate to fill the positions
in the organization structure. Before recruiting, the requirement of
positions must be cleared identified. It makes easier to recruit the
candidates from the outside. Enterprises with a favourable public image
find it easier to attract qualified candidates. Methods of recruitment:
 Employment agencies
 Advertisement
 Deputation
 Word of mouth
 Raiding Selection
It is the process of choosing the most suitable person for the current
position or for future position from within the organization or from outside
the organization. Training is an instrument of developing the employees
by increasing their skills and improving their behaviour. Training is
required to be given to new employees as well as existing employees. The
methods to be used for training and the duration for which training should
be given is decided by the management according to the objectives of the
training, the number of persons to be trained and the amount of training
needed by the employees. Performance appraisal is the judgment of an
employee’s performance in a job. It is also called as merit rating. All
managers are constantly forming judgment of their subordinates and are
continuously making appraisals.
Firstly it is the duty of the management of the organization to decide and
declare the type of recruitment required by the organization the
management should be clear in this regard that which type and how much
recruitment is needed by the organization.

Secondly it is the major duty of the management to give the

advertisement for the vacant places in the organization for the different
post available in the origination which might be short term or long term
job vacancies. The advertisement of the vacant job must be clearly
depicting what are the needs and what type of the vacancy is being
offered and what are the job attraction for this vacancy

Thirdly the investigation of the suitable individuals for the recruitment is

the key prospect of the management of the organization.

After doing the above process the management of the organization has to
make the proper strategy for the training of the individuals to fit in the
job placement and perform their duties for the best of their abilities.

Conclusively it can be said that the staffing of any organization is solely

depended upon the recruitment process of the organization the
management of the organization is also responsible for the proper
recruitment of the staffing in the organization at various levels and
sectors.

The employment security is also important from the point of view of

creating the good workforce environment inside the organization

The selection process may depend upon the documentation and the legal
proceedings for the fresh employment of the organization however; the
fresh staffing must be such that it satisfies the present needs and
necessities of the organization in the present situation. The HR
department is the key prospect to resolve the staffing related issues in
the organization.
 BIBLIOGRAPHY: -

1. www.wikipidea.com

2. www.digitalhrtech.com

3. www.olxpeople.com

4. www.toppr.com

5. www.economicdiscussion.net

6. www.suprtronindia.com

7. www.ukessays.com
 SUPERTRON:
NAME:
DESIGNATION:

Q. 1 Which Software do you use in your company?

S NO SOFTWARES RESPONDENT
A SAP 12
B ORACLE 11
C PEOPLE SOFT 5
D MS EXCEL 22

Q. 2 Supertron strongly supports staff training and professional development.

S. NO. Factor Requirement Respondent

A YES 98%
B NO 2%

If yes then what kind of training given to employees by Supertron.

S. NO. FACTOR REQUIRMENT RESPONDENT

A Technical or Technology Training 81

B Quality Training 10

C Skills Training 5

D Soft Skills Training 4

Q. 3 I am satisfied with my work place.

S. NO. FACTOR REQUIRMENT RESPONDENT

A YES 92%

B NO 8%
Q. 4 We have the leadership the organisation needs to be
success.

S. NO. FACTOR REQUIRMENT RESPONDENT

A Strongly disagree 5
B Disagree 10
C Agree 40
D Strongly agree 45

Q. 5 can you relate well to my co-workers.

S. NO. FACTOR REQUIRMENT RESPONDENT
A YES 98%
B NO 2%

Q. 6 Which staffing method is mostly use in Supertron

Electronics PVT. LTD.
S. NO. FACTORS REQUIRMENT RESPONDENT
A External Recruitment 45
B Internal Recruitment 40
C Long Term Staffing 10
D Short Term Staffing 5

Q. 7 Some duplication of roles and functions occurs among

program units and staff at Supertron Electronics PVT. LTD.
S. NO. FACTOR REQUIRMENT RESPONDENT
A YES 45%
B NO 55%

IF yes then what steps are taken by the company to ignore the
duplication
 S. NO. FACTOR REQUIRMENT RESPONDENT
A Clear Screen and Clear Desk 35%
B Keeping Everything Together 10%
C Division of Work 5%
D Improves Governance 5%

Q. 8 The technological resources at Supertron Electronics PVT.

LTD. Permit you to carry out your work efficiently and
productively.
S. NO. FACTOR REQUIRMENT RESPONDENT
A Strongly disagree 70%
B Disagree 20%
C Agree 5%
D Strongly agree 5%

Q. 9 I receive both positive and negative feedback from my

superior.
S. NO. FACTOR REQUIRMENT RESPONDENT
A POSITIVE 60%
B NEGATIVE 40%

Q. 10 I understand what Supertron Electronics PVT. LTD. Needs

to do to achieve its goals.
S. NO. FACTOR REQUIRMENT RESPONDENT
A Strongly Agree 70
B Agree 20
C Strongly Disagree 5
D Disagree 5
Q. 11 The formal problem-solving processes at Supertron
Electronics PVT. LTD. Are effective
S. NO. FACTOR REQUIRMENT RESPONDENT
A YES 90%
B NO 10%

IF yes then which method is used by the company.

S. NO. FACTOR REQUIRMENT RESPONDENT
A TRIAL & ERROR 60%
B DIFFERENCE REDUCTION 20%
C MEANS-END ANALYSIS 10%
D WORKING BACKWARDS 10%

Q. 12 My supervisor treats all employees in my work unit

equitably.
S. NO. FACTOR REQUIRMENT RESPONDENT
A Equal 90%
B Not-Equal 10%

Q. 13 Which type of communication is use in Supertron

Electronics PVT. LTD.
S. NO. FACTOR REQUIRMENT RESPONDENT
A Vertical Communication 50%
B Informal Communication 30%
C Horizontal Communication 10%
D Formal communication 10%

Q. 14 Which organizational theory is use by the Supertron

Electronic PVT. LTD.
S. NO. FACTOR REQUIRMENT RESPONDENT
 A Modern Theory 80%
B Neo-Classical Theory 10%
C Classical Theory 10%

Q. 15 Is your work schedule being reasonable or not.

S. NO. FACTOR REQUIRMENT RESPONDENT

A REASONABLE 70%
B NON-REASONABLE 30%

Q. 16 Did Supertron correct its mistake whenever they send

wrong/defective product to the customer.
S. NO. FACTOR REQUIRMENT RESPONDENT
A YES 95%
B NO 5%

If yes, then how did Supertron apologize to its customers: -

S. NO. FACTOR REQUIRMENT RESPONDENT
A Apology letter 60%
B Exchanging Product 25%
C Refunds 10%