A STUDY ON RECRUITMENT AND SELECTION PROCESS IN

XXX PVT LTD, TAMILNADU

Submitted to Kongu Arts and Science College (Autonomous) in partial fulfillment

Of the requirements for the award of the degree of

BACHELOR OF COMMERCE (PROFESSIONAL

ACCOUNTING)
To be awarded by Bharathiar University, Coimbatore

Submitted by
1. CHARAN KUMAR D (REG.NO:22UCPA004)
2. JANARTHANAN S (REG.NO:22UCPA014)
3. MAITHREYAN K (REG.NO:22UCPA027)
4. SAFFAN MARSATH M (REG.NO:22UCPA040)
5. SANJAY MOORTHI M (REG,NO:22UCPA043)
Under the Guidance Of
Dr. G. GOMATHI M.Com., Ph.D., ASSISTANT PROFESSOR
OF CORPORATE SECRCTARYSHIP WITH CA AND PROFESSIONAL
ACCOUNTING

KONGU ARTS AND SCIENCE COLLEGE

(AUTONOMOUS)
(Affiliated to Bharathiar University,
Coimbatore) Nanjanapuram, Erode – 638 CGPA: 3.49
107.
March - 2025
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 '” I"i*t'›'‹i""iiii*' iii‹ii ih•' i›u›|=•'i ø‹›iï ‹/ø¡ii«i ''.\ si"lii»' (›N i‹i':‹'i‹iii“irii':N“i
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!*!***!•*“ ""!""!i‹<‹! i‹' th= Mh\I‹.\’i‘Ilhti‹ tłNi\‹i.i‹5i'i'\’ mi¡›łMiM iMiìlh›i‹• i t›i’ii'"
'“ł*!"””*”’!’* l**I' !!! II\\’t1I'I t›l’ till I ttl ce t›l* llllt llt*lt›I’ ‹›l’ (hull ilIt*ł ‹ ‹* (l'l'‹›l*'^*l!!ł!!!l

1. lili’‹ v i.›i (ltl:(î.Ní):*lllCl' lllil)

•. lr'l sll v i.s.s (ltlitî.Nt›:* i ilcl' iltl2)
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 ACIiNowLroc«MENT

to lhc I or‹I /\mighty for blcssin/; us wilti

was the moving spirit behind our effort in

F"" We uld J/ express Otlr oloVnd anâ grateful thanks to

TJiiru. P.D.TJIANGAJ L COffcspondcnt anâ Mr. II. VG SUNEVEN M.Com., M.PJiil.,
M.B.A’s PG IJCA•9PII• J•, SLET., Principal,
Kongu Artsand Scicnce College
(Autonomous), "roc'e, ’** ”ovid*d ’is *” "^ *cci’i!ies d mint; the course of lulls stuJy.
We cXlCfld Otlr ylenks to onr z i›d Mr. C. VfDII
YA M.Com., Ph.B., ASSIS'fANT
i'iiorrSSOR, n•rt1rtiHcnt of Pfofessional Accounting, Kongu Arts anJ Science College
(Autonomous), Erode for her tremendous guidanceanJ suggestions throughout the
project work.
We are grateful to thank our Head of the Department Dr. K.K.A. ALAG UAPPAN
M.C.S., M.Cont., M.I'liil., I'GDCA., I'm.D., NET., Associate Professor and Head, for his
iii valuabJe ad vice and suggestions to complete our project work.
We would like to express our heartful thanks to all the staff members of our Department,
Kongii Arts anJ Science College (Autonomous), Erode, who had helped tis ilirectly and
indirectly for the soccessYul compJetion of this project work.
We are thankful to the Librarian, Kongu Arts and Science College {Autonomous),
Erode for his kind help during our proiect work.
We also express our heortfeh gratitude to our family members and all well wishers for
their tiiiiel)• help tJirougliout the pr%ect work.

ABINAVA.A

AKTSI3AYA.S.S

SRJDfIAlIS1IINI.A
 CON5’rN3’S

I1A1'TER
NO TITLE
NO
INTRODUCTION

1.1 LlUMJNRESOoscr MA NA G EM ENT

1.2 OBJECTIVMSOI' 11UMAN RESOURCES
MANAG EMEN3
2
1.3 NEED OF TI [E STU DY
1.4 RESEARC14 ME frioDococv
1.5 LI M ITATIONS OF THE S4
UDY

PROFILE OF THE COMI*ANY

2 2. I HISTORY OF THE COMPANY

2.2 COMPANY PROFILE
2.3 PRODUCT PROFILE

3 RECRUITMENT AND SELECTION

4 DATA ANALYSIS 16

5 riNDINGS, SUGGESTIONS Ah D COh CLflSlONS 2‹

BIBLIOGRAPHY

ANNEXURE zs
 *tns+nac r
Benei’ i'ecruitiiient alsd selection sh‘ategies i'esrilt in im{aroved organixational outcome›.
Recruiiiiient and Selection has been Prepared to put a 1ight on the Ilecru itment and Select
ion Process. The main objective is to identify Oeneral practices that organizations use lo recru il
ilFl Select eiiiployees and, to determinehow the
recruitment and selection practices at tier Organizational outcomes Effective
recruitment, selection and retention are critical organization success. They enable Coiiipanies
to have performing employees ho are satisfied w ith their jobs.
thus contributing Positively to the organization.
ygSçjtlFCCS
lltiiiinii€ÍC|3ürtl11Ct1t iï1ay l3c rCsÇOnSiblc
rcsotircc itanagcrNciit (1 I ttM)rgis a fjç|| fj@ ¿/jt]
strate¡Jic ;jttrac tinct‹i
approach fjufl I ÏÚCtÍ CüN€Í III tC ’”
mana0inií
j¡1\,t1| VCS t|1C i”tú rLi i(lÏÏt l1[, SCÍCCI iolj, (fi ¡f1j l1@, t]C yC lo|jm n t,
ens ›rc i‹• crnpí‹›yccs 'Arc
yç| |-CC|Ui|3|3ttl, I11tJ(lVfl(Cd, nl1d ¿li@i1cd \v i[| (l1C OF ;jçl|,¿aticn“¿ ¿f›fi IS úFlLÍ culturc. “Fh« human

$gg CrS, a11d sc lcctin tl1C lJ1OSt stlitahlc CijI1¢l ira(g.

l1kM oftcn nvcrsccs this proccss along with mnnagcrs from thc spccific dcpartment that YES (he
cpcnin . Dc|›artnzent l11arIagCrS l1ftnd ie technical intervictvs and yMhJcct ptrtist, ›•hile the ’J’‘
manager llaMd Ics tasks such as vcri £ying prior cmploymcnt anJ sa lary negot iat ÍOnS.
I4RM focuscs on brínging in (rccrtiiting) ncsv cmployees with new ta lents for the company and
Managing Cn›|› loyeCS. Ai othcr Function is to iu id c, anJ hel p said cm ploycc9 fry provid ink direct ion
when izcccssaiy. In a large organization, with a lot of people, it is important to havc a department
ih«t specifically focuses on staff issues. Thcse issues are things likc hiring, performance
managemcnl, organizational development, training, occupational health and safety. motivation
incenti ves, communication, workplace culture, and environment

1.2. OBJECTIVrs or iirMAN RESOURCES MANAGEMENT:

• To describe the personal profile of employees in Macleods Plaariracevit icals Ltd.

’to exam ine the factors influencing stress amond employees work ing for

Macleods Flzarmaccuticals Ltd.

Fo suygest the suitable stress coping strategies to the cMzployces \vork in in

Macleods Pharmaceuticals Ltd.

4
 j.3. NEEI3 Or 3’lIfi STUHY:

"" "* ”’* b'h bG(*VC f* t! O Cill’r«lll i)l1‹l mi test lcCl1i1Ít| uci. i1)«l!1t**l^ !!**!

“ A I íll}'ZÍItg (I1C rCCrLli(IJ1CI1( |3OI ¡C¡CS, j3rOCcSsos, nritl |3F0Cc¢lll rc.s o/” IIIC

organization.

1.4 RESEARCH METHODOLOG Y

RESrancii ›1ETIIODOLOCY:
Rcsearcl, is dci:ncd as ilie systeni«tized effort to gnin nv v knowledge. Research is
defined as the careful irivestigntion or inquiry especially through scorch for new liicis in any
branch of kiiou'1edge.

itrsraitcii ›ira“IIODOLOGY:
Reseiircli niethodology is a way to systcmoticnlly solvc rescarch prol›lc ris. II is a
science of stu‹lying hoc rese:irch is done scientifically.

Th•rr or i rsrancii uESICu:

Descriptiva reseiircli desi¡;n was followed in this study, the moin char‹icieristics of this
method is thnt the rcsenrclz hns no control over the variables.

SOURCE OF DATA:
sources.
Date is collected from both primaryand secondary

5
 been tO tlıu *Ö0l tlGl1tS |jy [|jg

fro P 1's c‘ " *w ı /l‹c• coıılpnııy nıul nls‹ı froııı

c‹ırclt.

szM1'LING TECIINIQULS :
Saınpl ing-TcChn ivy tlcs İS
l*›r II!* r«scurcIı ‹›r st ı‹Iy

STA'FISTIC IL TOOLS USltD :

tltısed-endcd tltıestions to
I\J0llJnd \vtl$ \ıscd dur
C011CCl ing in!ol’ıufıtiOrl frolşı tjlc

TOOLS 1*Olt I3A7’A ANALYSIS:

N ııebcr uf rcspon‹lcnts
X 100
1*utnI numbcr of‘rcspontlunts

6
 ÜroûlC iï |+¢rsttjyc g |y
cullpÙura(it1i1, imlov, (ion
OVClTicnt. üncnurage open comm rinication.
ridset ironment whcrc cmployecs feel empo»ered

A cki‹OW]CJgc and f0Ward em

ployees for t' eir efforts and progress in cmbfflClN@
CÏJ8HdE. Celebrate milestones successes to rein£orce po5itive behavior and
and
cncouragc continuedengagement.
• l’OCfl$S C0n SU{{jcf ¡j IOt 0f td(t1 p-

kccruîtmcnt is a lengthy process, and the recruitment agency might take a lot of
tinzc to find Une con ect candidates. A recruitment team isn*t helpful when you
want a candidate to fill a vacant position immediately.

I Iiring a recruitment team for finding candidates for project ivoi'k isn't ideal Not
practical for temporary hires; I-firing a recruitment team for finding candidates for
project work isn't ideal since the person is only going to work for a limited time.
So, you will only have to bear the load

7
 ”'**”’”'^!’^ '!!'lith’I«i*.u"il‹'Ai.h i,’i’i›, i‹i:i‹xi.A.
p¡ncleods l'luurruieeulicnls I.’l’lj ¡t ti i¡¡›¡ -$t¡v¡ ctH›1|›tlIIj/, Ílicc1r|1tIFiI(¢itl i›fl ()4 )iittifi I'!*'!' !! ’

tilltl lins 7*).ił*ł272•ń› )initl•ii|i rupiliil ‹vl icl i^ °

t *Eco!) isi icss from ltist 33 yciirs iiiitl currently, cutiit›‹t i7 • fi**' "" *

g¡gpi«xI‹.z\î- Mui‹Lii›iiAi‹ i‹A\vi‹i, i‹w‹f‹Ni1i‹ń Mm‹i.ii›li^i‹

v¿suDlSv Si‹iRoi›i:Ai‹, i‹ugiii Ke1ENl›Ita AI:Ai‹wAi.. ^ ii*›i* A NAN'F
5tAHASHUR, lvłll11Fs B»'iN s11a›l tu›tl suvaiłNa nanaililatJ ‹ìl1(›l.a1'.

$j Jgpd•ø ț•titu-iii:icciiticnls L I"D lletiiils:

CIN
Date of lllCO£țJOfiltİOU

Status
l
coinpaR}•Category

thereof)
Authorized Capital 2500.I In
Paid-up Capital l ‹79fi.pŸ ÎtlÍillS

8
2.1.courANYriioriLc:
MACLEODSI'JJ
ah acruTIcA‹.S LTD, KEJtA‹.A.
Macleo‹ls Pliarinaceuticals Ltd opcrates as global pharmncc itical ccmpan/, The
a
c •iP•• ydevelops, manufactures,a»d m+rkets c wide rcnge of” plinrinaccutical prodtiCtS ocro5S
therapeutiC creas including anii-iiifective, cardiovascolar, anti-diabetíC,
d• atolOgy, Wind hormone trcatrt¡ept. MaClcods Pliormiiceuticals scrvcs custotT\els W0t!¢! *•

li offers dispersible, bilayered, coated, uncoated, and enteric coated tahles: hard anÚ S0fÏ gt!*!
capsuJes; dry powder injections and syrups; and granulcs cnd líquid ornls. “i he company p«'*C•
products in various therapeutic groups, such as anti-infcctive, cardicva.scuIar, CNS, rCsFir+tor7’
etc. Macleods Phcnvaccutic8ls Ltd is an um istcd public company incorporatcd Oli 03
June 1989. It iS classified aS a public limiten companyand is located in Mtlmb8Í, Míl#ai:ishtra.
lts I tr rized shdfC Gapital is INR 65.00 cr and the total paid-up capital is INR 39.88 cr.

Macleods PhMTflilCCUÏlCOlS Ltd.’s operating revenues range is Over INR 500 cr for the
finaflüial year ending on 31 March 2021. Its EBITDA has increased by 26.50 % over the
previous year. At the same time, its book net worth has increased by 27.20 %. Other
performance and 1iqiii‹lity.

pescri¡itiOf1'

The company manufactures pliarmaceutical products for various therapeiitic

diseases
pt ducts & Sciwices:

Dispersible,bilayered, coated, uncoated, and enteric coated tablets; hard

and soft gelatin capsules.

Cȕcgo y:

Manufacturer

9
.
•.i.ritoDUCT PROl°l LE:

STRENGH MOLECLUE FIEIiArv roRM

REA
IIYLLINE I0 Mc ACEBROPHYLLINE RESPIRATORY CAPSULES
›1CITZO DT 0MG+240MG ARTEMETI4ER + ANTIMALAR IAL ABLETS
LUMEF
IOOMG CLOTRIMAZOLE OPICAL
DUSTING DUSTINGPOWDER
ANTIFUNGAL POWDER

J2iTOR 5MG ATROVASTATIN ARDIOLOG Y JABLETS

ACUCAL |200MG VITAMIN D3 |VITAMINS JABLETS

Our vision is to be a leading globcl pharnzaceutical company by providing high quaiity,

«fTordahle and innox'ative thcmpcutic solutions for patients with diverse medical needs.

UlSSIOU

To conlribute towards improving patients' quality of life across the globe, by providing effective
and accessible medicines.

10
 3. Jlarv;;ş
3.1 JECURITíYJ
ENT AND
SELECTION

Recruitm•›tt İS the process

of identifying,
l
tenlia hüł Ian resources for the purpose Screening shortlistin
,
O/ offing /; and hiring of the
8l
cenlr functİolł OF lzumaø FCSOUrce p the pogt‹i w:thin the organizations. It is
for the right position øt the the process of selecting îhe
person, riyht tinte.
and skills of thc i›1dividualS tąken into co qualifications, cxperience,
ll is the process of attracting, selecting »side £ItİOrÏ when recruitment takes
and zppoint¡q g potentiftl
yyd r€'q iircnJents of the ^g«nizations. candidatcs to meet the needs

R¢.c•itment takes place internally, i.e. wi‹hi organization dnd ex

of external sources. Internal FčtCtOfS IDGlude thethe ternally, i.e. from the usage
size of the or ganİ zatio n, recruiting policy, image
Of orgdflization and image of job. External @S include dem £t
øø¢rnployment rate, labour laws, legal fat{ ogr phiC factors, labour market,
considerati
tuiment processes generates prod ons and competitors. Efficiency in the
CtİVity
elations between the eiriployees. žlnd builds a good
working environment and good
Selection is the process of picki
8!g OF Choosing the right
e job. It is the process of interviewin candidate, who is most suitable
for b g the candidates and evaluatin
necessary for a specific job and then selection g I)eir qualities, which are
Of the candidates is made for the right positions.
Țhe selection of right c8ndİdates for the right positions
Will help the organizûtion to achieve its
desired goals and objectives. When selectİOŁl OŁthe
eiriployees takes place, it is vital to ensure that
they possess the desired qualifications, skiIi• nd abil İ
tİCSthat are required to perform the job
daties in a well-organized manner.
Recruitment IS Cãlled îj positive process with
its approach of attracting 8S iTlany
candidates as possible for the vacant positions. It is the process
identifying and iTlakin3 potential
candidates to apply /or the jobs. On the other hand, selection of
is called a ncgative process with the
elimination of iriany candidates as possible. There are
jobs, but selection is m:tde only ct those individuals whonumerous indivitl ials \cho apply for the
are qualified and proFicient.

Selection is important, the reason being, hiring of good resources can help in increasing the
ÿtJormance of the organization. Both the processes uf recruitment and selection are
overkill
considered imponant for the effective functioning of the ordanizations, and they take place
siinrlltaneously.
The recruitmenl and selection of the individuals within the organizations result front a thorough
dßd ílSystematic process. The employees need to possess complete knowledge of the strategies
and methods that are required to get implemented for recruitment and selection. LegisIatio» and
8• d practice and the range of rccruitirient sources and selection i11etlzo‹ls as well as possessing
abilities in interviewing and Cval\iating potential employecs hlt;hIight the
oFrecruitment and selection .

11
 .1 cnn ensut
Ht SOC tions*nd
+‹›rkcrs oiher 'ndi icltJals hclonging to
\Vltl1ÏIJ tl10 Orgjjt§
• tt mars ›vIicn jobs !**îÏOI1. The tO «f the
tt¢ryJnj Candidate.
!" ng ' Wplnycc pcssimism
but ig ‹• ii‹„lie job
the @* flÎiofî DäS afrCady seteclcd
mcticcs generats
isjusi a forinalily ith less real g employees, when they believe the job
¡ the and sclection proces s dVil ncerttent (GuJorf, 2008). The elemerits
s h9ve Im
peratÏve Contributi
v ›itable candidates /OLthe giVf2q ons tO make in helping find
OStS. The eleme
FIIS have been stated as £ollows:
Re roitine nt and Selection, from } f2
C ert3l* expectations from their em their em loy
ployees reg ard
eein
s, gwit#¡
perfor’*
p
manc^g+3iz Ittion, the employers have
e of job duties, and they expect
e,p tg inculcate the traits of regularity,
preativity. The other areas that need to be *I!igence, resourcefulness, c onscientiousness and
C taken into COnsideration are the characteristics of the
j0b. Thèse include training, work experience, skills
»d knowledge,physical attributes, personality
comd munication skills and personal Cl£CUl
«ructu re questions based on the profite of the etrlp nce
Tista eJopment and utilisation o well-
ygs. Dev
the true personality of the candidate.
eS
bill help in getting a better insight où
j3

2013).
.Job Vacancy — The first step is when vacancy arises within the
organization. One should be aware
f the vacant positions and by when they should get filled With
capable employees. Job vacancy
enables the individuals to determine the factors, such as,
redesigning, or initiating part time
tmployment opportunities for the individUâls. In some cases,
vacant positions rriay get filled with
çralifîed candidates rapidly, whereas in others, it may be a time-consuming process. One should
jmplement measures to reduce the risks £tSSOCiated with recruitment. TÏie existing employees
should see that there is a potential career ath within the organisation, which may motivate them
to stay longer.

Job Analysis — Two main factors

need to be taken into consideration re@ardin3 job
analysis. First is expectation of the
employers.

Attracting Candidates — In attracting candidates for the jobs, there are two important sources that
need to be taken into consideration, internal recruitment and external recruitment. In thg case of
int¢rnaJ recruit a em, the /oJJowing advantages are, it reduces recfuitment costs, internal
cmployces are already familiar with aJl the aspects of the organization, its goals, objectives etc. It
can act as a iTl0tivatJng factor for o\yers in the business by displaying that it is possible tu acquire
piomctioncl
opportunities and the einployers are already faiiiiliar with the person, within the orgonizotion.
Sources où external recruitment includc websites, advertisenzents in nc›vspapers, journals.
**S»zines, recruitment ageiicjes, consultants, eiiiployiBent fairs, iind seniinars.

$crecnin Candidates - The piirpose où Uzc screening process is to nîtrfO\V LnrdC\VntheÑeld,sothpt

0 {} d jd3te lo format interviews. äe +«»nhersof
**iS able to spend more time with the C S i

received for the positions, and

for the einployers to screenUie « di4ctesto sclect tl›c n est s iitcblc cnes lor the
12
 In the
nUl1•*•‹°‹^i•pii.ntio„,
qu6lificnlions, ieiice,
iinpleinented, olj}y thC s
e
leiiiented in nn ndequnte Runner, th takcs
en e orgo•izcd cr hic scrccnin {97OCCSS

Candidates — Th
iewing candidates inclucl e"•,iljjp
f2
«»t ûS
interview, ensuri•s that the C8fldÎd ro
otcs P perq ¡Cg **harding the ‹lGtc nnd time
tin
that they are clear where 8 thüt the the premiscs on
'°â°a»d WlâOtri they
mat they are aware o should cpqtnct ‹ n nrrivn nnd
fthe doc IO b0 brought l
clong in the interview.
Obèse aspects contribute in prepppjp the candidates on
the coinp|/tq
qiployers or the interviev›ei"s need to review bflSÏS for the interview. The
e
the candidates. the resu
!£e and VIII the job üpplicati«ns
before
lt is vital to implemen t¡
tony can be completed on tiiiie. Selecting and A SkillS for the intervie\v p
rocesses, so thnt
ppointin candidates
ird appointing candidates are different in organizatio — ThC )nethocls oùselccting
nS. The procedures genernlly incltide
the steps, SUCh as, the selection of the candid>/C, verbal
medÏCal coinpleted if appropriate, send ing of Wmunication of lois or lier appointiztent,
*PP irltlrient )etters /lFitî signing the contract.
Selecting and appointiRg Citfldldates d
Jpb vacancies are to be urgently filled,epen d upou the tirgeiicy Of Setting
then selecting nnd the vacancy fillcd. FYhen
•Ppointin;; of candidrttesinny take pince
¡pmediately after the interviews. ln
candidat es nre fippointed on on
btsis, after their selection and other forrnalitie
s, iiT›medinte ppointlnent lettcrs or
such
tontract. siyning the
Induction and Training — IfldUctio
n is the process où
the employees, after they leave been selected and providin receiving nnd ›veIcoming où
g them
setile down adequatel y. Induetiori has three airns,to Srnooth the required troining needed
to the early stnäes, when everything
is
be extrnordinary and unfamiliar to the new employees. To establish
likely to a Positive uttitticle of
tem organization within the mind-sets of the employees, so tlint they rire
the and to obtain effective P0riodlikely to stay
cf” tiillc. for n long
Trt\iniljÿ is
reftrred to niaking use of metliods and strntegies to enhance
the n\varencss. ki owlcdge ancl
information ainong the employees. Various training rrielliods
'>* *le• role plat s. vcstibti le trtiinin3.
field visits, and lectures.
The employeesshould receive on the job nnd rrtlzejob trnining to gencrate iizfori»nticn regni'‹Jing
nnd yerformnnce ol”joh ùiitics. *Elle mnin pfirpcse of"trniriilJy is to bnlnncc
thc necJs mind requirements of the organizations nnd hfinznn resn\irces. hnJt lcyee Evnluntioi —
Monitoringthe yer£ormance of the ciTiployccs is an csseiJtinl nspcct \vitlJin the or ‹iilizntiotj. It ¡¿
'^ *^^*D' to evaltlilte tjzC employees froljj tiI1J0 to tÏl1Je in ord¢r tn ITionitol” uni» iaculz cr t n["
and their performance. The mctl cc1s où tmployue uvnlHntion )›clp in idulJtiFyiny the
ilptj the jneasures }§'j{ tre requi)’ed to get ÎIJ)Q)CIIJOIJIC£J IO ÎlJJJâfOVO• tlltll4. ÎVÎOl)ÎÎOpjjj@
performance of the employees is stated nS nlJ Of1-poing octivity tind new eiii{iloyecs ccii be
trainedin a fr
otter way to enfance productivity.

*’ *’ ÎU2t IOI1 Can tell wl›ctIJcr the rccruitmcnt tx"occsS iS \Vorkiilg officiel tly or ‹ire there

13
 !l * urynnix:ttic›ns, This i»
‹’rt;*›niïnti‹›nnt gnaJs and
¡j{ptclll tllltl SA lcGt Î tell fl¡ p

mp‹iny, givcn the

$pt1 (Uî(JOf{t\hCc
„›y/›‹my. GI II I0Ct IOI) fôr a pharnznceutical

rescn«Ii. ElTcctivc rccrtiitmcnt anJ

to iJcp[jÿy
co! di‹lnt+s with the spccific cxpertise

nfl¡Ililtf‹»3 tOlll{)}j{y{}Qp}

strict reqiiirements for

cnsïire tl›«t candidates have a strong undcrstanding ot

*" *^ **! le to industry slnndards to maintain

Imto ’iitioit : n‹I i°cscai cli focus:

Pl1flrI11nCCfllififtI Cottlpttnics rely on itlnovation alid rcscnj”ch to clcvc(op netv drtigs

at ‹I licatmciits. I\ccr iiting cmployccs with n strons background in rcsenrch.
d • •alopm nt, ated inn ovation is crucial for ‹driving growth and staying
cctnpetitix'c
in the nzarkct.

Etliiciil ciiiisit1er:itioiis:

;/ l i lily ethical t\ild scnsitive

whero dCCISi•t›s can inlpact guhlic hc‹›ItIi and »’eIl-bcing.
cnviroizmetit,
Recruté@ent as$e$s cglldiJatCS’ C(l1iCftl VItl1lCS,
s(itnJ‹irdS in their »’crk
ii›tcgi“ity, ai1‹I conzniitmcnt to upl old ^ä ctl"”“’

Ä c:1111 collilÏlol’ tio " ci‘oss-f "'° "' "l'il'"'

j/jC{jgIlS, SïlClt IIS Ah antl develo iiient,

should focus Oil

an‹ï Sc”le ation procCSSt2S

etfectively ncrOSS ÎÎIl1CtlghS.

” 14
 company. EÏTectÎ Iûl for
ve ’!*< lon -ter
yotentiol candidates «nd pliarmacevtie«I
succession pl,qq¡g rte deyt; gFOC
ËU(CSses idcnlify high-
*‘ ure !*adersIjjp
roles through

romance of reCruitment and selection

Recruiti»J tOp talent

++*th t)ze rÏght skills,
f2^P 0is . and Expérience
e e
driving innovation, r esea is crucial for
rch, and
Industry. Product de\'elop
men !f1 lhe pharrnaceutical

>SUFÎf1pthat eiTiployees und

erstand ïVith regulat ry requireinen
essential to mi}inta¡p qU{jj¡ ts is
8tlÎFldards üFId meet l
ndtlS{ry usa lations.

Hiring empJ yee8 \VÎth

â stron3 research
focus °•d i**tlOVative in indset can help
flæTriaceutical C
f2s stay comp titive
f2 aI3d drÎve growth În the
P*^ market.

“ E”"ca’ co^sider*tions:

Recruitiflg CâNdidates witlJ strong ethical v

alues and intedrity is essentiel
ethical standards and
maintain public t£USt in the to ld
P *°°*<aceutical ilsdtlstry.
upho

Effective recrtiitment and selection processes can

reducing turnover rates and ensurin help attract and retain top
talent,
success.
By C sing on key essentials and understanding
l CtiOn, pharmaceutical conipanies can btiild a slrong u'orkforce ¡b;jj drive
e e

1 *8tÎOH, Compliance, and growth in a higlzly compétitive market.

15
 The ahove tahle reveals the distribution of respondents on the basis of their .Age. Out ot” -tfi
respondents 67% of the age categories, 27% of the respondents are coming under 23-
30 a_e category, 6% Of the respond
Hence it iS COncluded that 30% Ofents are comin3 under o I -40 age catego ’.
the respondents are coming under be low’ 25 .

AGE OF THE RESPOi"iDEi'4TS

Chart Title
7 a» -— . .... _ _ _

16
}tie ab0**
table reveals the distrib«t
ion of Ur res
indents 60% of the gender are mg l pondentson
h Catego
the basis O
er female. Hence, it can be Conclu V,emyyp Ftheir gender.are
FCSponden Out
ded that
60% F t
O he ts
tender are male.

CHART 4.2

GENDER OF
RESPON{}ANTS

£ZALE
FEMALL

17
ygLE4.3
DESIGNATION OF THE RESPONDENTS

S.No Cate•poiy No. of Rcspon‹lcnts

HR 4
2 Manager 5
3 Supervisor 7
4 Employee 22 49%
5 Chemical Engineer 3 7%
6 Others 4 9%
TOTAL 43 100%

INTERPRETATION:

The above table reveals the distribution of the respondents on the basis of thcir working
te3ory. Out of 45 respondents 49% of the respondents are coming under the category of
employees, 15% of respondents are coming under the category of supervisor, l I % of the
respondents are coming under the category of Manager, 9% of respondents are belongs to the
category of LIR,7% of the respondents are colring under the categoi y of chemical enuineer, other
categories like Director, Team leader, critical analysist, electrician are remains 2% for each .

30.W”/

10.00*4

00Ow
M/ NAGER SUPERVISOR EMPLOYER CHEMICAL OTHEhS
£ NGINEER

¥s Series 1

18
 INCOMr. or viir ns:sroNl)ItNTS
ly No of Responilents
t3eloiv 10000
10000-20000 36%
20000-30000
30000-50000 10
TOTAL

OLIt
T he «bove table reveals the
distribution of the respondents on the basis of their Income.00s
havi ng Rs.I 0,
po dents are having below Rs 10,000, 36% of the respondents artof the respondents
$¿ 11%
O
feS f1 respondents are having Rs.20,000 - Rs.30,000, 22%
f the
is.20,000, 31% o Rs.50
Rs.30,000- ,000. income.
liavjl1§ 36% of the respondents have Rs.10,000-Rs.20,000 of
d
l4ence it conclude that
CHART 4.4

INCOME OF THE RESPONDENTS

Chart Title

BEI.O\5/
 Lcvunls llıc ‹lis1ril›tıtlnı1 ot ll1c rû+P‹+!tI+n(" ’!’!
•• r'‹›^ ı . c 'ı ›ı”•ı3 r‹ r*l1tlUl1IS
tlıc
of the ınnııtı s
‹ ı«»tı'"r" '“"'›"=’*'

chart Tltl0

70.W%

20
 Experience
HiqlilJ Satisfied
Satisfivd
Hi*_hlj unsatisfied
Unsatisfied
TOTݴL

t, WERPRET-ATION:

Thé abu • mentioned table reveals the distribution of the

Satisfaction re3ardin* the
snisfied xx'Îth our company profile, 42% of t
profile. b3/d d•d t '"
Hence it lS C oncluded that 55% of the respondents are salisfic‘d Xx'itl1 Ot l
l

thtit optimization.

CHART 4.6

ChartTite

21
 1 l’crccrit•igc
2 12 27“Z»
4
3 27
3 5
4
2
TOTAL 45 100" »

INTEMRETATION:

ltc abo› e liientioned table the rating of the respondents on the basis of the clarit;
reveals and
transparency durin3 the reci'uitment process out 45 respondents, 27%
of members are rated 5
out
of 5, 60% of the members are 4 and 11% Of the members are rated 3 and the remaining
rated 2%
Of the meicbe1’s given 2 points out of 5.
Hence it is concluded that 60% Of the respondents are rated 4 out of 5 with our clarity and
transparency dui'ing the Recruitment.

CHART 4.7

CLARITY AND TRANSPARANCY RATE DURING THE RECRUITNIENT

Chart Title

4
 EQUALITY DURING THE RECRUITMEN
T OI’J'OItTUiUITY

No Of Perccn la•pe
Res ondents
Yes
No 2%
TOTAL 100"
•

vrnrnLTATION:
ihs above
ircntioned table reveals the distribution of the respondents on the basis Of their
of
qaoce of eg dial opportunity during the recruitment process. Out of 45 respondents. 98
yes for thc coiizpany's recruitment process that gives equal important
CES 2rC Said
I11CI11I
said
O¿2ortu niiy regal‘ding the recruitment for all candidates, remaining 2% of the members are
\0.
recTuitnaent
J3ence it is concluded that 98% of the members said yes to the company's equal

CfIART 4.8

EQUALITY DURING TUE tECRUITmNT or oRTUNITY

Chart Title

lOO0CF
â

G0.0Ll'4

40X%f

NO

23
 > ‘l‘J liilj//l Y (* ’}ä0ople in
IvJ¢¢jbC¡ >dS havik been working from more than 15 years

*o »pu y tal‹es V ri S kilJds of interviews in order to select candidates for

LUC Ë tI’ III) lZfltloll S(]g as personal i

h nterviews, group discussion etc.

k ’l'llc coin;›niJy also provide work from home facilities.

* < *P J0\ecs have heen provided various benefits such as, job training, free

fl‘ttl1S|3tJi"t, ltcttltl1 insurance, soft skills, cafeteria, childcare, international relocation

F The company shoulJ provide more facilities to their employees.

> ’I'lie majority of the emp)oyees are satisfied with the selection and recruitment

b ’f‘lie c•oiii}nui)• also pro›•ided soft skills and job training to their empioyees. which

tirc inniiilatory within an or¡tanization

24
 " ^"""'i'^’=y°"°^":‹=‹•‹, i‹›,„»ii

kind of iiiock

P The interview should i

› t be
F'' ' '* ‘O O 5 ilHd feijdy- iTl ade answers.
bO

¿4.COHCLUSIOh

As 1 have come to the end Of my St

ate, I had the followind experiences while
conducting
this study.
-•• It was a very enlightening experience for me as I got to learn new
thin3s through
this study.
fi• Various visit to the companies and ample interaction with the employees has
broaden my horizon and taught me as how the HR how the recruitment and
selection
./ processes made.
An effective recruitment and selection process reduces turnover, The recruitment and selection
to
process is the time u e not on ly identify a candidate who has the experience anal aptitude
cl‹ the job that the organization are )ooking to fill, but also to find someone who S(IilFCS iiRL

|l need to fit in well »’ithin the conipan}’”s

** Fs¢s coiTipany's col e values. The candiJate wi

business.

!* P'cject study. cntitIed

“recruitment
 $J9LIOGRAPÙy;

(1996) 1-ItiinanResourceM
l.C.a. GU ta, anagement, su1i»n Chand &Sons.
z.K. Asliwathapa, (1997) Fluinan Resource and PersonnelManagement, Tata
pcGraWI4Îll

2. Dr. C.R. Kothari, (2008) Research Methodology

3.ChrisDuke, (200 1) Recruiting the right staff

4. Fombrun, C., Tichy, N. M., & Devanna, M. A. (Eds.). (1984):

Strategic Human Resource Management.

WEBSITES:

Human Resource Manaftement-Niilm University, Kaithalq(Harvana)

Human Resource and Personnel Manap•ement, MeGraw Hill

\ferther, W.B and Davis. K.

Human Resource Management. k. Aswathapha

bt y ts:blen.tri.wik iped ta orqlwi ki/Macleod Group

*!!pS'//W›V v. IuaCleO‹ÏSph‹trITlzt.COITl/al3oLlt/

//www.em is.com/plsp/company-
f0fi e N/Mac eod Ph r aceut s td e 3 26 6 ht )

cewt h o e co

W i i edia o ww slidesh e c 1
e
26
 NNExunr;

ANw
KE1tAL,t

¡ ¡‹STIONNARIES:

„. IIELOW 2 4’EARS
b. 25-30 YEAns
t. 31-40 YEARS d. ABOVE 50 YEARS

, t;¡ ,xDER:

a. FEMALE b. MALE

I(i J“IJLY INCOME:

:i. BELOW Rs.10000 b. Rs.10000-Rs.20000

‹. its.20000- d. Rs.30000-Rs.50000
As30000

' i/1\\’ WAS THE APPROACH OF MANACEMENT DURING THE RECRUITRIENT?

:i. IIIG IJLY SATISIFIED b. SATISIFIED

t UNSATISIFIED d. HIGHLY UNSATISIFIED

" › iir vov sATISFIED WITH THE COMMUNICATION AND FEEDBACK

I'.1V Hi1) IJUItING THE RECIIUITMENT PROCESS?

‹.HLY SATisrIED. b. SATISFIED

+SATISFIED. d. HIGHLY UNSATISFIED

28