Bench Marking the Trends for Campus Recruitment for Graduate Engineer Trainees

AMITY BUSINESS SCHOOL

SUMMER TRAINING PROJECT REPORT

ON

BENCHMARKING THE TRENDS FOR CAMPUS RECRUITMENT FOR GRADUATE ENGINEER TRAINEES

&

MAPPING EXECUTIVE EDUCATION PROGRAMME OF INTERNATIONAL AND NATIONAL B-SCHOOLS WITH

RANBAXY’S CADRE

For the partial fulfillment of

MASTER OF BUSINESS ADMINISTRATION DEGREE

Two Year Full Time Course (2008-2010)

Submitted By:

MBA(HR) Class of 2010

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http://amity.edu/admission/default.asp

ACKNOWLEDGEMENT

I wish to express my deepest gratitude to Ms. Poonam Kalra (Manager HR,

Ranbaxy Laboratories Limited) and Ms. Shikha Wason (Manager, Organization

Development and Training) who so kindly provided me with their invaluable guidance

during this internship program. I am grateful to them for their guidance, support and the

insight they provided during the various stages of completion of this project.

I owe enormous debt towards my faculty guide Mr. Jitendra Kumar, and my

program leader Mr. Rajnish Ratna for their intense support throughout the project.

I would like to thank the entire corporate HR team for helping me all along the

project. My special thanks to Mr. Vijay Taneja (Senior Manager, Ranbaxy

Laboratories Limited) for helping me out on numerous issues and providing me with

adequate information on various aspects of the services being offered.

Date…………….. Anisha Narang

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CERTFICATE FROM INDUSTRYGUIDE

TO WHOMSOEVER IT MAY CONCERN

This is to certify that Ms. Anisha Narang has completed her projects on “Benchmarking

the Campus Recruitment practices for Graduate Engineer Trainees(GETs)” and

“Mapping the Executive Education programme of international and national B-schools

with Ranbaxy’s Cadre” from May 1st, 2009 till July 3rd, 2009.

She was under training in our “HR” function. Her performance was good.

We wish her all the best for her future endeavors.

For Ranbaxy Laboratories Limited

SHIKHA WASON

MANGER

ORGANIZATION DEVELOPMENT AND TRAINING

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CERTIFICATE FROM FACULTY GUIDE

TO WHOMSOEVER IT MAY CONCERN

This is to certify that ANISHA NARANG of MBA(HR), Enrollment No.

A0102308037 has completed the summer training on topics BENCHMARKING THE

TRENDS FOR CAMPUS RECRUITMENT FOR GRADUTE ENGINEER

TRAINEES and MAPPING EXECUTIVE EDUCATION PROGRAMME OF

INTERNATIONAL AND NATIONAL B-SCHOOLS WITH RANBAXY’S CADRE

under my guidance.

The summer internship project work is based on the work done by student himself and

fulfills the requirements of the project necessary for partial fulfillment of MBA degree.

The work carried out by her on the above mentioned topics is up to the mark as

supported by certificate issued by the organization where the student has undergone

training for completion of the project.

I wish her success in life.

Date: MR. JITENDRA KUMAR

FACULTY

AMITY BUSINESS SCHOOL

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DECLARATION

I, ANISHA NARANG, (Enrollment No. A0102308037) student of MBA (HR) of

Amity Business School declare that the project report titled “BENCHMARKING THE

TRENDS FOR CAMPUS RECRUITMENT FOR GRADUATE ENGINEER

TRAINEES and MAPPING EXECUTIVE EDUCATION PROGRAMMES OF

INTERNATIONAL AND NATIONAL B-SCHOOLS WITH RANBAXY’S CADRE”

has been prepared by me during the two months of internship at RANBAXY

LABORATORIES LIMITED of academic year 2008-2010. I have prepared the

accurate information to the beat of my knowledge. The data collected is primary

authentic and is evaluated by myself.

I hereby declare that I have put in my best to make this project come up to my

expectations.

DATE: ANISHA NARANG

PLACE:

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EXECUTIVE SUMMARY

Title1: Benchmarking the trends for campus recruitment for graduate

engineer trainees

Title 2: Mapping executive education programme of international and

national b-schools with Ranbaxy’s Cadre

The project “BENCHMARKING THE TRENDS FOR CAMPUS

RECRUITMENT FOR GRADUATE ENGINEERS TRAINEES” was undertaken

by me in Ranbaxy Laboratories ltd. My training was based on the topic Graduate

Engineers recruitment evaluation.

GET recruitment is more than just recruitment of employees on the job. It is

also about evaluation of colleges, skills acquired by the students, environment in which

GET have been groomed, readiness to take up the challenges in the corporate world.

Colleges were identified on certain parameters these were further filtered down

to three classes. The parameters were based on proximity to our location, slots available

& placement criteria of these colleges for calling companies for recruitment. Prime aim

of the project was to set up a process for evaluation of colleges to have a bunch of

GETs who meet the criteria to drive the organizational initiatives to complete the global

challenges.

In order to accomplish these objectives we carried out an internal survey of the

employees to do sampling of the identified colleges to access the environment and the

level of readiness they provide to the students to be skilled enough to meet the needs of

the organization.

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Further to this evaluation the assessment was carried out on the information

gathered from the placement officers of these colleges. Placement figures for the last

two years, how much exposure and weight-age is given to the industry visits and

internship and on the job training. The day one slot criteria were accessed for each

college to identify their prerequisites regarding CTC and fees charged.

Prime focus for these GETs was the engineering colleges who are conversant

with information technology in depth as the current initiative with the organization is to

have IT and ERP in place all across the branches with standardization of applications

and packages to cut down on cost for implementation of diversified application usage.

Another project “MAPPING EXECUTIVE EDUCATION PROGRAMME

OF INTERNATIONAL AND NATIONAL B-SCHOLS WITH RANBAXY’S

CADRE” was undertaken by me with the objective to provide learning solutions to

employee’s developmental needs.

If the organization wants to survive and prosper in the modern world of rapid change,

they need to be more flexible, faster moving and faster learning than before. Their

ability to do this rests upon the abilities of their workforce as it is the employees who

represent what company stands for. If the individuals are able learn, develop and

change, then so can the organizations.

Providing the training to the employees requires the training need identification. This

project focuses on the developmental needs and skills which an employee is required to

have in order to accomplish his goals. These needs were previously identified by

Ranbaxy through their Electronic performance management system i.e. EPMS.

Depending on these needs the different executive education programmes were found

for the Ranbaxy’s cadre.

With an objective to provide learning solutions to employees the mapping of the

executive education programme was done. Executive education prepares the executives

from all over the world for new levels of skills in their careers & within their

organization. Such programmes are conducted by different international & Indian

universities, namely Harvard Business School, London Business School, IIM

Ahmedabad, IIM Calcutta, XLRI, INSEAD and so on.

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This project included the creation of the database of the national and international

executive education offerings mapped to relevant job classes. This database included

detailed information on the executive education programmes on the following areas

1. Leadership

2. Finance

3. Business Strategy

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TABLE OF CONTENTS

CHAPTERS Page No.

Executive Summary 6

Objective of Research 11

1. Introduction 12

1.1 Brief profile of the company 13

1.2 Background of the problem 20

1.3 Problem Identification and Approach 21

1.4 General Observation 24

1.5 Scope of research 24

1.6 Steps followed for the project 24

2. Literature Review 26

3. Methodology 33

3.1 Research Categories 34

3.2 Research Methodology 35

3.3 Research Approach 35

3.4 Research Instruments 35

3.5 Sample Design 36

3.6 Scaling Technique 37

3.7 Methods of collecting data 38

4. Results and Data Analysis 39

4.1 Analysis of Employee Questionnaire 40

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4.2 Analysis of Placement officers Questionnaire 73

5. Conclusions 79

5.1 Conclusions 80

5.2 Limitations 80

5.3 Recommendations 81

5.4 Learnings 81

6. Bibliography 82

7. Annexure 84

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OBJECTIVE OF RESEARCH

Objective for the project “Benchmarking the trends for campus recruitment for

graduate engineer trainees”

This research was conducted with the purpose to go ahead with the campus recruitments.

The following were the main objectives of this research:

1. To identify the top class A institutes who can provide the company with the

multi-skilled professionals.

2. To know about the institutes of the internal employees who have passed out

from the identified institutes.

3. To know about the placement trends and the criteria for the Day 1 slot from the

placement officers of the identified colleges.

Objective for the project “Mapping executive education programme of

international and national b-schools with Ranbaxy’s cadre

This project was undertaken with the objective to provide learning solutions to the

employees in order to enhance their skills so that they can excel in their job and achieve

the objectives of the organization.

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CHAPTER 1

INTRODUCTION

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1.1 BRIEF PROFILE OF THE COMPANY

1.1.1 Foundation

Ranbaxy Laboratories had its origins in the early 1960s when Ranjit Singh and

Gurbux Singh, two employees of a Japanese pharmaceutical company operating in

India, formed their own pharmaceutical preparations company in Amritsar, in Punjab

state. The two merged their names to form the name for their company, Ranbaxy.

Through the 1960s, India's pharmaceutical market remained dominated by

foreign drug makers. The domestic pharmaceutical manufacturing industry was limited

in large part to the dosage preparation, packaging, and distribution of existing

formulations. Like many Indian drug companies of this period, Ranbaxy linked up with

a European pharmaceutical company, and began production in 1962.

Ranbaxy's owners sought additional financing and turned to a local

moneylender, Bhai Mohan Singh. By 1966, the pair had built up debts to Singh of more

than the equivalent of $100,000. When Singh, a native of Pakistan who had arrived in

India at the beginning of that decade, came to collect, the Ranbaxy partners offered to

turn over their company to him instead.

Singh agreed to the deal and launched the Ranbaxy family on the path toward

building one of India's largest business empires. Under Bhai Mohan Singh, Ranbaxy

initially maintained its course of preparing and packing existing branded

pharmaceutical products for the Indian market. The entry of Singh's eldest son,

Parvinder, into the company in 1967, however, set the company on a new course to

become a fully independent pharmaceutical company.

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1.1.2 Chronological Progress

1961: Ranbaxy was incorporated. Bhai Mohan Singh was the founder of the company.

1973: Ranbaxy went public.

1977: Ranbaxy's first joint venture was set up in Lagos (Nigeria).

1985: Ranbaxy Research Foundation was established and Stancare, Ranbaxy's second

pharmaceutical market division started functioning.

1987: Production started at Ranbaxy's Toansa Plant (Punjab) and with this Ranbaxy

became India's largest manufacturer of antibiotics/antibacterials.

1988: Ranbaxy's Toansa Plant got US FDA approval.

1990: Ranbaxy was granted its first US patent, for Doxycyline.

1993: Ranbaxy set up a joint venture in China.

1994: Ranbaxy established regional headquarters in UK and USA. In the same year its

GDR was listed in Luxembourgh Stock Exchange.

1995: Ranbaxy acquired Ohm Laboratories, a manufacturing facility in the US and

inaugurated state-of-the art new manufacturing wing at Ranbaxy's US subsidiary Ohm

Laboratories Inc.

1997: Ranbaxy crossed a sales turnover of Rs. 10,000 million.

1998: Ranbaxy entered USA, world's largest pharmaceutical market, with products

under its own name.

1998: Ranbaxy filed its first Investigational New Drug (IND) application with the

Drugs Controller General OF India for approvals to conduct Phase 1 Clinical trials.

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1999: Ranbaxy commenced trials for its NCE.

2000: Ranbaxy acquired Bayer's Generic business in Germany, and entered into Brazil,

the largest pharmaceutical market in South America.

2001: Ranbaxy set up a manufacturing facility in Vietnam.

2003, Ranbaxy launched Cefuroxime Axetil after approval from USFDA. It was the

first approval granted to any generic company for this product.

2003: Ranbaxy and Glaxo SmithKline Plc entered into an alliance for drug discovery

and development.

2004: Ranbaxy acquired a wholly-owned subsidiary RPG (Aventis) SA and began

operations in France as a Top 10 generic company.

2005: Ranbaxy launched operations in Canada and acquired generic product portfolio

from EFARMES of Spain.

2006, Ranbaxy acquired Be Tabs pharmaceuticals of South Africa, unbranded generic

business of GSK in Italy & Spain, and Terapia of Romania.

2008: Ranbaxy entered into an alliance with one of the largest Japanese innovator

companies, Daiichi Sankyo Company Ltd., to create an innovator and generic

pharmaceutical powerhouse. The transformational deal has placed Ranbaxy in a higher

growth trajectory.

Today Ranbaxy Laboratories Limited, is an integrated, research based,

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

generic medicines, trusted by healthcare professionals and patients across geographies.

Ranked 8th amongst the global generic pharmaceutical companies, Ranbaxy today has

a presence in 23 of the top 25 pharmaceutical markets of the world. The Company has a

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global footprint in 49 countries, world-class manufacturing facilities in 11 countries

and serves customers in over 125 countries.

1.1.3 Vision & Aspirations

Ranbaxy is driven by its vision to achieve significant business in proprietary

prescription products by 2012 with a strong presence in developed markets. The

Company aspires to be amongst the Top 5 global generic players and aims at achieving

global sales of US $5 Bn by 2012.

1.1.4 Financials

For the year 2008, the Company recorded Global Sales of US $ 1,682 Mn,

reflecting a growth of 4%. The Company has a balanced mix of revenues from

emerging and developed markets that contribute 54% and 39% respectively. In 2008,

North America, the Company's largest market contributed sales of US $ 449 Mn,

followed by Europe garnering US $ 330 Mn. Business in Asia is going strong with

India clocking sales of around US $ 300 Mn with market leadership in several business

segments, backed by strong brand-building skills.

1.1.5 Organizational Strategy

Ranbaxy is focused on increasing the momentum in the generics business in its

key markets through organic and inorganic growth routes. Growth is well spread across

geographies with focus on emerging markets The Company continues to evaluate

acquisition opportunities in India, emerging and developed markets to strengthen its

business and competitiveness. Ranbaxy has forayed into high growth potential

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segments like Biologics, Oncology and injectables. These new growth areas will add

significant depth to the existing product pipeline.

1.1.6 Research and Development (R&D)

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

strategy that will provide a sustainable, long-term competitive advantage. The

Company has a pool of over 1,200 scientists engaged in path-breaking research.

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

started its research program in the late 70's, in support of its global ambitions. A first-

of-its-kind world class R&D centre was commissioned in 1994. Today, the Company's

multi-disciplinary R&D centre at Gurgaon, in India, houses dedicated facilities for

generics research and innovative research. The robust R&D environment for both drug

discovery and development reflects the Company's commitment to be a leader in the

generics space offering value added formulations based on its Novel Drug Delivery

System (NDDS) and New Chemical Entity (NCE) research capabilities.

The new drug research areas at Ranbaxy include anti-infectives, inflammatory /

respiratory, metabolic diseases, oncology, urology and anti-malaria therapies.

Presently, the Company has 8-10 programs including one Anti-malaria combination

drug, Arterolane maleate + Piperaquine phosphate for which Phase-III clinical trials

have commenced in India, Bangladesh and Thailand.. The Company has signed

collaborative research programs with GSK and Merck.

NDDS focus is mainly on the development of NDA/ANDAs of oral controlled-

release products for the regulated markets. Ranbaxy’s first significant international

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

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

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1.1.7 Worldwide Operations

Global Pharma Companies are experiencing an ever changing landscape ripe with

challenges and opportunities. In this challenging environment Ranbaxy is enhancing its

reach leveraging its competitive advantages to become a top global player.

Driven by innovation and speed to market we focus on delivering world-class

generics at an affordable price. Our unwavering determination to achieve excellence leads

us to new global benchmarks. Our people have consistently risen above all challenges

maximized opportunities and positioned Ranbaxy as a leader in the global generics space.

Ranbaxy’s global footprint extends to 49 countries embracing different locales and

cultures to form a family of 51 nationalities with an intellectual pool of some of the best minds

in the world.

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1.1.8 Manufacturing Facilities

Organizations’ capabilities and intent are strongly reflected in the product it

manufactures. In other words, the manufacturing competencies and facilities echo truly,

the R&D extent and the ability to implement it for the best of the market it targets.

RANBAXY possesses the manufacturing strengths that have established it as a

producer of world-class generics, branded generics and a major supplier of its range of Active

Pharmaceutical Ingredients for pharmaceutical products of companies worldwide.

Ranbaxy has world-class manufacturing facilities in 11 countries namely Brazil,

China, Ireland, India, Japan, Malaysia, Nigeria, Romania, South Africa, USA and

Vietnam. Its overseas facilities are designed to cater to the requirements of the local

Africa Asia Pacific CIS

Europe Global API Global Consumer Healthcare

India Latin America Middle East and Sri Lanka

North America

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http://www.ranbaxy.com/operations/operationinterregion.aspx?id=76&flag=












regulatory bodies of that country while the Indian facilities meet the requirements of all

International Regulatory Agencies. Some of the agencies such as MCA-UK, MCC-

South Africa, FDA-USA and TGA-Australia, have audited Ranbaxy’s manufacturing

facilities for the compliance with international Good Manufacturing Practices and have

registered its products for safety, quality and efficacy.

1.1.9 Philosophy

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

stakeholders constantly inspires its people to innovate, achieve excellence and set new

global benchmarks. Driven by the passion of its over 12,000 strong multicultural

workforce comprising over 50 nationalities, Ranbaxy continues to aggressively pursue

its mission to become a Research-based International Pharmaceutical Company and

attain a true global leadership position.

1.2 BACKGROUND OF THE PROBLEM

Problem 1: Benchmarking the trends

The best organizations are made of the best people. The organization’s long

term goals & successes are conceived by its people. Get the right people first is better

than getting your people right, because people are the soft assets in the organization and

it is these soft assets that manage and optimize the use of hard assets of the company to

good effects. The best ways to enable organization to get right sort of people & become

competitive lies in the recruitment & selection process.

In order to get the right people, Ranbaxy focuses on the campus recruitments

with an objective of building a young talent pipeline for the organization which would

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comprise fresh engineers from good engineering colleges who can be groomed and

whose retention rate would be much better.

Problem 2: Mapping Executive Education

Throughout the years training and development approaches have proved to be a

critical tool in human resource management. These approaches not only help

employees to focus on the skills to be improved but also to look for the ways to achieve

these skills. But there exist a need to develop these skills among the employees on a

continuous basis so that they can excel in there job and can achieve the objectives of

the organization. To bring in such development among the employees the companies

need to identify the core training needs where the employees are lacking and to look up

for the ways to remove such lacking

1.3 PROBLEM IDENTIFICATION AND APPROACH

Problem 1: Benchmarking the trends

Ranbaxy recognizes that people are the real source of the competitive

advantage. This project was undertaken with the objective to include new blood in the

workforce which is dynamic, innovative & hi-tech. The past trends of the recruitments

of Graduate Engineer Trainees indicated that there has been a high level of attrition this

year at the junior & middle level. So there existed a need to explore a new recruitment

option which would be more effective than that what had been used in the past.

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Problem 2: Mapping Executive education program

Ranbaxy carries out a training need identification through a system called

Electronic performance management system i.e. EPMS. For this project the training

needs were already identified. Following were the identified needs-

Team Builder

People Adaptability/Interpersonal effectiveness

Performance Management

Conflict Resolution

Decision making and problem solving

Assertiveness

Finance for non finance

Effective communication skills & presentation skills

Negotiation Skills

Leadership skills

Business Strategy

After the needs were analyzed there had been an observation that employees

need much more than the normal proceedings. In order to provide more learning to the

employees the mapping of international and national executive education programme

was carried out.

Executive Education programme was chosen as it prepares the employees for

new level of skills & make sure that the employees acquire the right skills to fight the

new challenges. It seeks to a permanent change in an individual that will improve

his/her ability to perform on the job. As a result this type of programmes leads to an

overall development in the employees.

These programmes are provided at different institutes internationally and

nationally. The institutes which Ranbaxy considered are:

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International Universities

Asridge Business School

Duke University

Harvard Business School

London Business School

INSEAD

Michigan Ross School of Business

University of Cambridge

Wharton School

National Universities

ASCI

IIM Ahmedabad

IIM Bangalore

IIM Calcutta

IIM Indore

IIM Lucknow

TMTC

XLRI

After identification these universities a training calendar was prepared which

included the details of the programmes and participants cadre.

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1.4 GENERAL OBSERVATION

During the project it was observed that the attrition rate of the Graduate

Engineer Trainees was very high, that is why the company was looking up for more

recruitment options other than the Delhi College of engineering.

1.5 SCOPE OF RESEARCH

The study will deepen the understanding of what are the present placement

trends in the organizations, why Graduate engineer trainee program is followed in

companies & how this program is conducted so as to get the right person for the right

job.

The study will bring in focus the process of Graduate Engineer Trainee program

& the roles of these trainees once they are recruited for the organization. It attempts to

analyze that how the students of the institutes are prepared for the corporate world.

It will also bring in light the importance of training imparted to the employees

based on their identified needs

1.6 STEPS FOLLOWED FOR THE PROJECT

The steps taken for this study are as follows:

1. Identification of the institutes which provide placements

2. The identified institutes were ranked on the different parameters like:

a) Infrastructure & facilities

b) Intellectual Capabilities

c) Pedagogic

d) Industry Interface

e) Placements

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3. Then these ranked institutes were divided in three classes i.e. Class A, B & C.

The division was on the basis of the Ranks & Location

4. The survey was conducted for the internal employees passed out from the Class

A top institutes.

5. Another survey was conducted for the Training & Placement Officers of the

Class A top institutes.

6. For the purpose of survey the questionnaire & interview methods were used.

7. After this the detailed analysis was prepared on the placement trends followed

in these Class A top institutes.

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CHAPTER-2 LITERATURE REVIEW

Ranbaxy is an integrated research based, international pharmaceutical company

producing a wide range of quality, affordable generic medicines, trusted by healthcare

professionals & patients across geographies.

It believes employees represent what company stands for. The value an

organization produces is unequivocally linked to collective efforts of its people.

In order to get the right people for the right work, the company follows a

Graduate engineer trainee program. In which the new talents are hired from different

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institutes across the country. After the hiring these graduate engineer trainees are put

through one year’s rigorous, multi-functional training in our various functions before

being absorbed in a regular assignment.

WHY GRADUATE ENGINEER TRAINEE PROGRAM?

Attraction and Retention of talent has been a major source of concern since

majority of the professionals want to work in consulting organizations and Ranbaxy

being an end user company has its constraints.

It experimented with Walk-in-Interviews in Bangalore last year for lateral level

recruitments but was unable to hire too many people at middle management

level.

The company faced attrition of those recruited in Bangalore since these

employees wanted to be close to their respective families.

Recruitment through external consultants has been a slow process. Our

experience has not been great in recruiting laterals since majority of the people

end up negotiating with their current employers and don’t join.

Company had high level of attrition this year at the junior and the middle

management level though majority of it was non-regrettable.

Organization invests a lot in training and the feedback that we have received

from line is that the performance level and uptake of employees having

engineering qualification is better that the non-engineers.

COMPANY’S OBJECTIVE BEHIND RECRUITING GETS

To explore a new recruitment option that would be more effective that what we

have been using in the past.

To have a reservoir of young talent who would take up higher responsibilities in

the future.

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To integrate conceptual understanding gained through academic curriculum into

practical application.

To have a professionally qualified manpower, multi-skilled persons who can be

used for various functions.

RECRUITMENT PROCESS

Process for recruiting Trainees in various disciplines is undertaken through

Campus Recruitment. The number of Trainees required to be taken, is decided

during the annual budgeting exercise/ business expansion plans. Trainees are

recruited from reputed colleges/ management institutes in the region.

The trainees are recruited under the following training schemes: -

Graduate / Diploma Engineer Trainees:

Mechanical Engineers

Electrical Engineers

Instrumentation & Control Engineers

Production Engineers

SELECTION PROCESS

The process started with Campus Presentation. The objective of the same was

to give an overview regarding the organization, structure, career development,

life at Ranbaxy and also give an idea regarding the salary structure being

offered.

The short listing criteria used for the selection process is given as under :

- Students who have scored 60% and above in their engineering can be

eligible

- The following tools are used at the campus and had equal weight ages:

o Analytical Aptitude & General Awareness Test (45 questions in

45 minutes

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o Group Discussion

o Panel Interview

Consolidated scores of Analytical aptitude test and Group Discussion are used

to shortlist candidates for the Panel Interview.

Panel of Evaluators: Head of APO, SAP, Infrastructure and HR.

Results are declared at the close of the day to ensure transparency of the entire

process.

ONE YEAR EXTENSIVE TRAINING PROGRAMME

Induction Program: 1 month

To give an overview to the batch regarding company vision, mission,

philosophy, policies and divisions.

This would also include visit to R&D facility, Manufacturing facility, Field

visits, C&F visit.

This would be followed by detailed IT overview regarding all sub areas of SAP,

APO, Infrastructure, Business Solutions etc.

On-the-job Project:

Each GET is assigned some projects of 3 months duration each in the respective

IT sub area of choice.

Project evaluation would be done post completion of each project by an

evaluation committee comprising of CIO, Head SAP, Head APO, Head

Infrastructure and HR.

CONFIRMATION ON ONE YEAR

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Final presentation is organized at the end of the training period where the GETs

would be presenting to a panel of the evaluators and would share their learning.

The panel would decide the final placements of all GETs.

Post 1 year training the GETs would be absorbed in the AI managerial level

where they would again have a probation period of 6 months.

TRAINING PROCESS AT RANBAXY

1. NEED IDENTIFICATION

The training is imparted only if there is a requirement. These requirements could

be current requirement and future requirements. Both these requirements are essential

to reach the goal of any organization. These requirements could be individual specific,

divisional specific or organization specific, all these needs should align with the

strategy and goals of the organizations.

At Ranbaxy, the need identification process is undertaken by through the EPMS

(electronic performance management system).

After identification, there was a realization that the following needs were required

to be given more learning solutions:

Leadership

Finance for non finance

Business Strategy

2. DEVELOP THE TRAINING PROGRAMME

Based on the inputs received, the training calendar of executive education

programmes of various universities was prepared. This calendar was prepared with an 30

objective to provide the employees with learning solution which can help them in

achieving the goals of the organization. The programmes stated in the calendar were

mapped according to the cadre of the Ranbaxy.

The calendar includes list of programmes and the date-wise programme calendar of

each international and national b-schools. The list of the programmes further consists of

name of the programmes, overview of the programs, participants profile, relevant job

class, date of the programmes, venue of the programme and the fees charged for these

programmes.

3. DELIVER THE PROGRAMME

Ranbaxy has a culture of providing the training through trainers or to send

employees to the different training programmes organized by different organizations/B-

schools. This gives an opportunity for the employees to sharpen their knowledge as

well use their skills. The delivery methods are chosen in such a way that it drills down

the message across to the employees.

4. MEASURING EFFECTIVENESS OF THE PROGRAMME

Training effectiveness is measured for programmes, which are specifically designed

towards Strategic objectives, Departmental performance, new introductions of subject

and faculty. Approximately 40% of the total programmes conducted are evaluated.

Ranbaxy uses Kirk Patrick Model for measuring training Effectiveness. Effectiveness

is measured through 4 levels such a Reaction, Learning, Reinforcement and Outcome.

1. Reaction is the immediate feedback sought after each programme through a

questionnaire.

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2. Learning is measured for technical/skill development programmes through pre-

post tests.

3. Reinforcement (Behavior) of training is done after every three months after the

training programme, here it is checked whether employees are actually using the

knowledge imparted to them on job.

4. If all the above steps are favorable, then results will follow.

-Training Manual of Ranbaxy

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CHAPTER-3 METHODOLOGY

3.1 RESEARCH CATEGORIES

There are three categories of research

1. Dissertation Research

2. Organizational Research

3. Publishing Research

DISSERTATION RESEARCH

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All academic research done for the purpose of getting an award of degree or as a

part of the course completion. For example- summer training project, dissertation

during four semesters in Amity Business School in M.B.A, Phd. Program in any

university, M.Phil project in any subject in anywhere are known as dissertation

research.

ORGANISATIONAL RESEARCH

Exclusive research for the purpose of achieving unfinished task, contemporary and

challenging problem faced by an organization or as to achieve the organizational

philosophy and goals. All research of such categories is known as organizational

research.

PUBLISHING RESEARCH

A research for the purpose of writing a case study, an article into national and

international newspaper, a paper to be presented at national and international level

conferences and seminars, are referred to be published in journals etc are known as

publishing research.

In our case it is mainly of first category but since an industry is assigned to us and

also as per the instruction of our guide we are here to prepare the research paper for the

purpose of publication so it comes under all the categories mentioned above.

3.2 RESEARCH METHODOLOGY

RESEARCH DESIGN

A descriptive research design was followed for this research, with an objective

to find out top institutes across India and to find out their placement trends. The

descriptive research was chosen due to its nature of dealing with questions who, what,

34

where, when & how. Moreover this type of research involves observing & describing

the behavior of a subject without influencing it in anyway.

3.3 RESEARCH APPROACH

For this research, the research approach was survey. The survey was conducted by

visiting the various employees in the organization and by mailing the questionnaires to

the training and placement officers. Survey was best suited to fulfill the purpose of this

research work, because it helped to know about the different colleges & their placement

trends.

3.4 RESEARCH INSTRUMENTS

The tools used for the data collection in the present study are

Questionnaire

Interview

The questionnaire and interviews are the main data collection tools due to their

nature of giving the right and accurate results to the problems from the selected sample

frame. The questionnaire records the placement trends of the top institutes.

The questionnaire used for internal employee’s survey was structured, close-ended

and disguised. The close-ended questionnaire implies that the questionnaire consists of

the questions which have certain options from which the respondent indicates his or her

choice. And disguised questionnaire means that the objective behind the

research/questionnaire is not told to the respondents.

The questionnaire used for placement officer’s survey was again structured and

disguised but it was an open-ended questionnaire.

35

3.5 SAMPLE DESIGN

A sample design is an infinite plan of obtaining a sample from given population.

Simple random sampling is used for this study

UNIVERSE

The universe chosen for this project was the placement officers & the previously

selected Graduate engineer trainees passed out from the following institutes:

IIT Delhi

IIT Kanpur

IIT Roorkee

Punjab Engineering College

Thapar Institute

SAMPLE SIZE

The sample size varied from survey to survey. For the “survey of employees” the

sample size was 50 employees and for the “survey of Training and placement officers

(TPO)” the sample size was 4 placement officers from IIT Delhi, IIT Roorkee, Punjab

Engineering College & Thapar Institute respectively. The previously working GETs

were selected for the employees survey and the training and placement officers of the

top class A identified institutes were selected for the TPO questionnaire.

INSTITUTE Employees Sample Size Placement officers Sample

size

IIT Delhi 13 1

36

IIT Kanpur 15 0

IIT Roorkee 0 1

Punjab Engineering College 15 1

Thapar Institute 7 1

SAMPLE PROCEDURE

The procedure adopted in the study is probabilistic sampling, under which each

element of population has an equal chance of being selected in the sample.

3.6 SCALING TECHNIQUE

The scaling technique used for this study was Itemized rating scale, in which the

respondents were provided with the Likert scale that has a number or brief description

associated with each category. This brief description associated with each category

varied from question to question.

Likert scale is commonly used in the questionnaires, and is the most widely used

scale in survey research. When responding to a likert questionnaire items, respondents

specify their level of agreement to a statement. In the likert scale the respondents are

required to select the specified category the best describes the object being rated. It

measures either negative or positive responses.

3.7 METHODS OF COLLECTING DATA

The study was conducted using a combination of primary as well as secondary

source.

37

PRIMARY SOURCE

For this study primary data is the one which was first hand information & collected

fresh. The most common & popular tool for collecting primary data is questionnaire or

interview. And the same is collected for this project.

SECONDARY SOURCE

Secondary data is the one that is already collected & treated statistically in some

form or the other. Encyclopedias, journal, books, reviews are all examples of secondary

sources used for this study.

38

CHAPTER-4

RESULTS & DATA ANALYSIS

4.1 ANALYSIS OF EMPLOYEES QUESTIONNAIRE

Note*: The statistics used here is the average of the results (in each domain) received

from employees

1. College rating given by employees on different domains:

Domains IIT Delhi IIT Kanpur PEC Thapar Institute

Intra work placement 4 3.9 4.3 4

Course content 4.8 4.5 4 3.6

Opportunity to work 3 3.1 2.9 3.4

Industry Exposure 4 3.4 4.3 2.6

Internship provided by campus 4.7 4.5 4.5 4.6

39

Findings: All the top institutes are almost at par in providing the placements,

opportunity to work & internship.

The course content provided in IIT Delhi is better than other institutes.

PEC followed by IIT Delhi seems to be providing more of industry exposure as

compared to the other institutes.

ANOVA

Analysis of variance is an error reducing technique is applied mainly to compare

the means when more than two data sets are available. For two means t-test or z-test

will be suitable.

Since we wish to compare four premier institutes namely IIT Delhi, IIT Kanpur,

Punjab Engineering College and Thapar respectively. So analysis of variance

(ANOVA) is the most suitable inferential tool.

Anova: Two-Factor Without Replication

SUMMARY Count Sum Average VarianceIntrawork placement 4 16.2 4.05 0.03Course content 4 16.9 4.225 0.2825Opportunity to work 4 12.4 3.1 0.046667Industry Exposure 4 14.3 3.575 0.5625

40

Internship Provided 4 18.3 4.575 0.009167

IIT Delhi 5 20.5 4.1 0.52IIT Kanpur 5 19.4 3.88 0.402PEC 5 20 4 0.41Thapar 5 18.2 3.64 0.548

ANOVASource of Variation SS df MS F P-value F crit

Rows 5.317 4 1.32925 7.240581 0.003314 3.259167Columns 0.5895 3 0.1965 1.070359 0.398196 3.490295Error 2.203 12 0.183583

Total 8.1095 19

We do error analysis by means of computing various sums of squares for example

SSR, SSC, SSE

SSR = Sum of squares due to rows (Rows taken = 5, namely Intra work placement,

course content, opportunity to work, industry exposure and internship provided.)

SSC = Sum of squares due to columns (Column taken = 4, namely IIT Delhi, IIT

Kanpur, PEC and Thapar)

Now d.f.

SSR = (r-1) = (5-1) = 4

Where r = rows

SSC = (c-1) = (4-1) = 3

Where c = columns

Therefore, SSE = Sum of squares due to error = (r-1)(c-1) = 4 x 3 = 12

STEPS INVOLVED FOR ANOVA- TWO FACTOR OR TWO WAY ANOVA

Step1: Setting the hypothesis

Null Hypothesis H0 = There is no significant difference in the means of the four

institutes mentioned w.r.t. five factors taken into account.

Alternate Hypothesis H1 = There is significant difference in the mean of the four

institutes mentioned w.r.t. five factors taken into consideration.

41

Mathematically: H0 = {µ11 = µ12 = µ13 = µ14

µ21 = µ22 = µ23 = µ24

µ31 = µ32 = µ33 = µ34

µ41 = µ42 = µ43 = µ44}

H1 = {µ11≠ µ12 ≠ µ13 ≠ µ14

µ21 ≠ µ22 ≠ µ23 ≠ µ24

µ31 ≠ µ32 ≠ µ33 ≠ µ34

µ41 ≠ µ42 ≠ µ43 ≠ µ44}

Step 2: Determining α = .05

Level of significance = 5%

Confidence level = .95

*Note: α and (100-α) are complementary to each other

Step 3: Application of ANOVA

Fstatistics for row = at (4, 12), α = .05

Fstatistics for column = at (3, 12), α = .05

Step 4: Test criteria

Approach 1: Since f calculated value i.e. 7.2458 is greater than f critical

value i.e. 3.285. Hence we reject the null hypothesis and

accept the alternative hypothesis.

Approach 2: (p-value approach) Since p-value i.e. 0.003315 is less than

α- value i.e. 0.05. Therefore, as per test criteria we reject

H0 and we accept H1

Interpretation: There is a significant difference in the means of the four institutes

mentioned w.r.t. five factors taken into consideration.

42

REASONS FOR ATTRITION:

Domain 1: Intra work placement

Crosstab

Count

Campus_Placed

TotalYES NO

College_Rating1 AVERAGE 13 0 13

VERY GOOD 23 3 26

EXCELLENT 11 0 11

Total 47 3 50

43

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)

Pearson Chi-Square 2.946a 2 .229

Likelihood Ratio 4.100 2 .129

Linear-by-Linear Association .010 1 .919

N of Valid Cases 50

a. 3 cells (50.0%) have expected count less than 5. The minimum

expected count is .66.

Step 1: Setting the Hypothesis

H0: There exist no significant association between campus recruitment and

rankings of the institutes taken into the survey.

H1: There exist a significant association between campus recruitment and

rankings of the institutes taken into consideration.

Step 2: Determining the level of significance

α = .05

d.f = (r-1)(c-1)

(3-1)(2-1)

= 2

Step 3: Application of χ2 test

χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]

where k = no. of categories

O = observed value

E = expected value

This test is applied in case we are to apply χ2 test of goodness of fit

χ2 = Σ i=1 to r Σj=1 to c [(Oij – Eij)2 / Eij 2]

This test is applied in case we are to apply χ2 test of contingency or χ2 test of

independence. This test is based on the cross tabulation

44

Step 4: Test Criteria

χ2 = .229

Since .229 > .05

Therefore the null hypothesis is accepted, there does not exist any significant

association between campus recruitment and rankings of the institutes.

Interpretation

As per the survey it has been found that colleges that have been rated “very good”

results in maximum campus placement.

With excellent rating there are 11 campus recruitments

With average rating there are 13 campus recruitments.

Domain 2: Course content

Crosstab

Count

Campus_Placed

TotalYES NO

College_Rating2 POOR 1 0 1

FAIR 1 1 2

AVERAGE 7 1 8

VERY GOOD 22 0 22

EXCELLENT 16 1 17

Total 47 3 50

45

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)



Linear-by-Linear Association 1.863 1 .172

N of Valid Cases 50



Step 1: Setting the hypothesis






α = .05

d.f = (r-1)(c-1)

(5-1)(2-1)

= 4


χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]


O = observed value

E = expected value





46

Step 4: Test criteria χ2 = .063

Since .063 > .05



Interpretation


results in maximum campus placement i.e. 22.



Domain 3: Opportunity to work

Crosstab

Count

Campus_Placed

TotalYES NO


FAIR 10 1 11

AVERAGE 20 0 20

VERY GOOD 13 2 15

EXCELLENT 3 0 3

Total 47 3 50

47

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)




N of Valid Cases 50









α = .05

d.f = (r-1)(c-1)

(5-1)(2-1)

= 4


χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]


O = observed value

E = expected value





48


χ2 = .533

Since .533 > .05



Interpretation

As per the survey it has been found that colleges that have been rated “Average” results

in maximum campus placement i.e. 20.


With very good rating there are 13 campus recruitments.

With the fair rating there are 10 campus recruitments

Domain 4: Industry exposure

Crosstab

Count

Campus_Placed

TotalYES NO

College_rating4 POOR 2 0 2

FAIR 5 1 6

AVERAGE 11 1 12

VERY GOOD 21 0 21

EXCELLENT 8 1 9

Total 47 3 50

49

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)




N of Valid Cases 50









α = .05

: d.f = (r-1)(c-1)

(5-1)(2-1)

= 4


χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]


O = observed value

E = expected value





50

Step 4: Test Criteria

χ2 = .523

Since .523 > .05



Interpretation


results in maximum campus placement i.e. 21




Domain 5: Internship provided by the campus

Crosstab

Count

Campus_Placed

TotalYES NO


FAIR 3 0 3

AVERAGE 7 1 8

VERY GOOD 18 0 18

EXCELLENT 18 2 20

Total 47 3 50

51

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)




N of Valid Cases 50









α = .05

d.f = (r-1)(c-1)

(5-1)(2-1)

= 4


χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]


O = observed value

E = expected value





52


χ2 = .523

Since .523 > .05



Interpretation

As per the survey it has been found that colleges that have been rated “very good” and

“excellent” results in maximum campus placement i.e. 18



2. Rating of the benefits gained on the following domains during their college time

Domains IIT

Delhi

IIT

Kanpur

PEC Thapar Institute

Skills required for the work place 3 4 3.7 4

Preparation for job 2.2 3.5 4.5 3.7

Academic Knowledge 4 4.5 4.7 4.6

Understanding of other people 3.1 3.7 3.1 3.7

Ability to be independent & self reliant 4.1 4.1 3.8 3.4

Ability to be adaptable 4 3.7 4 4

Ability to be creative, innovative 4.8 4.5 4.1 4.4

53

Findings: Skills provided for workplace in IIT Delhi are average in comparison to

others.

PEC seems to be leading in preparing students for job and giving them academic

knowledge.

For the teamwork needs IIT Kanpur and Thapar are in competition.

In other domains like ability to be independent, adaptable all the institutes are at par.

Anova: Two-Factor Without Replication

SUMMARY Count Sum Average VarianceSkills 4 14.7 3.675 0.2225Preparation for job 4 13.9 3.475 0.909167Academic Knowledge 4 17.8 4.45 0.096667Understanding of other people 4 13.6 3.4 0.12Ability to be independent 4 15.4 3.85 0.11Adaptable 4 15.7 3.925 0.0225Creative and Innovative 4 17.8 4.45 0.083333

IIT Delhi 7 25.2 3.6 0.763333IIT Kanpur 7 28 4 0.156667PEC 7 27.9 3.985714 0.281429Thapar 7 27.8 3.971429 0.175714

54

ANOVASource of Variation SS df MS F P-value F crit

Rows 4.354286 6 0.725714 3.342105 0.021627 2.661305Columns 0.783929 3 0.26131 1.203399 0.336902 3.159908Error 3.908571 18 0.217143

Total 9.046786 27

We do error analysis by means of computing various sums of squares for example

SSR, SSC, SSE

SSR = Sum of squares due to rows (Rows taken = 7, namely Skills, preparation for

job, academic knowledge, understanding of other people, ability to be independent,

adaptable, creative and innovative.)

SSC = Sum of squares due to columns (Column taken = 4, namely IIT Delhi, IIT

Kanpur, PEC and Thapar)

Now d.f.

SSR = (r-1) = (7-1) = 6

Where r = rows

SSC = (c-1) = (4-1) = 3

Where c = columns

Therefore, SSE = Sum of squares due to error = (r-1)(c-1) = 6 x 3 = 18

STEPS INVOLVED FOR ANOVA- TWO FACTOR OR TWO WAY ANOVA

Step1: Setting the hypothesis

Null Hypothesis H0 = There is no significant difference in the means of the four

institutes mentioned w.r.t. seven factors taken into account.

Alternate Hypothesis H1 = There is significant difference in the mean of the four

institutes mentioned w.r.t. seven factors taken into consideration.

Mathematically: H0 = {µ11 = µ12 = µ13 = µ14

µ21 = µ22 = µ23 = µ24

µ31 = µ32 = µ33 = µ34

55

µ41 = µ42 = µ43 = µ44

µ51 = µ52 = µ53 = µ54

µ61 = µ62 = µ63 = µ64

µ71= µ72 = µ73 = µ74}

H1 = {µ11≠ µ12 ≠ µ13 ≠ µ14

µ21 ≠ µ22 ≠ µ23 ≠ µ24

µ31 ≠ µ32 ≠ µ33 ≠ µ34

µ41 ≠ µ42 ≠ µ43 ≠ µ44

µ51 ≠ µ52 ≠ µ53 ≠ µ54

µ61 ≠ µ62 ≠ µ63 ≠ µ64

µ71 ≠ µ72 ≠ µ73 ≠ µ74}

Step 2: Determining α = .05

Level of significance = 5%

Confidence level = .95

*Note: α and (100-α) are complementary to each other

Step 3: Application of ANOVA

Fstatistics for row = at (6, 18), α = .05

Fstatistics for column = at (3, 18), α = .05


Approach 1: Since f calculated value i.e. 3.3421 is greater than f critical

value i.e. 2.6613. Hence we reject the null hypothesis and

accept the alternative hypothesis.

Approach 2: (p-value approach) Since p-value i.e. 0.0216 is less than

α- value i.e. 0.05. Therefore, as per test criteria we reject

H0 and we accept H1

56

Interpretation: There is a significant difference in the means of the four institutes

mentioned w.r.t. seven factors taken into consideration.

REASONS FOR ATTRITION

Domain 1: Skills required for the workplace

Crosstab

Count

Campus_Placed

TotalYES NO

BenefitGained1 FAIR 4 0 4

AVERAGE 13 1 14

VERY GOOD 25 2 27

EXCELLENT 5 0 5

Total 47 3 50

57

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)

Pearson Chi-Square .702a 3 .873



N of Valid Cases 50









α = .05

d.f = (r-1)(c-1)

(4-1)(2-1)

= 3


χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]


O = observed value

E = expected value





58


χ2 = .873

Since .873 > .05



Interpretation


results in maximum campus placement i.e. 25


With the excellent rating there are 5 campus recruitments

Domain 2: Preparation for job

Crosstab

Count

Campus_Placed

TotalYES NO

BenefitGained2 POOR 2 0 2

FAIR 6 1 7

AVERAGE 12 2 14

VERY GOOD 19 0 19

EXCELLENT 8 0 8

Total 47 3 50

59

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)




N of Valid Cases 50









α = .05

d.f = (r-1)(c-1)

(5-1)(2-1)

= 4


χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]


O = observed value

E = expected value





60


χ2 = .354

Since .354 > .05



Interpretation





With the fair rating there are 6 campus recruitments.

Domain 3: Knowledge in your academic field

Crosstab

Count

Campus_Placed

TotalYES NO


FAIR 4 0 4

AVERAGE 6 1 7

VERY GOOD 17 2 19

EXCELLENT 17 0 17

Total 47 3 50

61

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)




N of Valid Cases 50








Step 2: Determining the significance

α = .05

d.f = (r-1)(c-1)

(5-1)(2-1)

= 4


χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]


O = observed value

E = expected value





62


χ2 = .545

Since .545 > .05



Interpretation

As per the survey it has been found that colleges that have been rated “very good” and

“excellent” results in maximum campus placement i.e. 17



Domain 4: Understanding other people

Crosstab

Count

Campus_Placed

TotalYES NO


FAIR 10 0 10

AVERAGE 15 3 18

VERY GOOD 17 0 17

EXCELLENT 3 0 3

Total 47 3 50

63

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)




N of Valid Cases 50








Step 2: Determining the significance

α = .05

d.f = (r-1)(c-1)

(5-1)(2-1)

= 4


χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]


O = observed value

E = expected value





64


χ2 = .225

Since .225 > .05



Interpretation




With the fair rating there are 10 campus recruitments.

With the excellent rating there are 3 campus recruitments.

Domain 5: Ability to be independent and self-reliant.

Crosstab

Count

Campus_Placed

TotalYES NO


FAIR 2 1 3

AVERAGE 16 0 16

VERY GOOD 20 2 22

EXCELLENT 7 0 7

Total 47 3 50

65

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)




N of Valid Cases 50









α = .05

d.f = (r-1)(c-1)

(5-1)(2-1)

= 4


χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]


O = observed value

E = expected value





66


χ2 = .203

Since .203 > .05



Interpretation





Domain 6: Ability to be adaptable

Crosstab

Count

Campus_Placed

TotalYES NO

BenefitGained6 AVERAGE 10 1 11

VERY GOOD 30 2 32

EXCELLENT 7 0 7

Total 47 3 50

67

Chi-Square Tests

Value Df

Asymp. Sig. (2-

sided)

Pearson Chi-Square .637a 2 .727



N of Valid Cases 50



Step 1: Setting of the hypothesis






α = .05

d.f = (r-1)(c-1)

(3-1)(2-1)

= 2


χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]


O = observed value

E = expected value




χ2 = .727

68

Since .727 > .05



Interpretation





Domain 7: Ability to be creative, innovative and entrepreneurial

69

Crosstab

Count

Campus_Placed

TotalYES NO


FAIR 4 0 4

AVERAGE 7 0 7

VERY GOOD 18 1 19

EXCELLENT 16 2 18

Total 47 3 50

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)




N of Valid Cases 50









α = .05

d.f = (r-1)(c-1)

(5-1)(2-1)

= 4

70


χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]


O = observed value

E = expected value




χ2 = .794

Since .794 > .05



Interpretation



With excellent rating there are 16 campus recruitments.

With the average rating there are 7 campus recruitments

3. Overall description of the college

71

Domains IIT Delhi IIT Kanpur

PEC Thapar Institute

Industry Focused 3.2 3.9 4.4 3.6Student focused 3.8 4 4.3 3.6Research Focused 4.4 4.2 4.2 4.1

Internationally Recognized 4.8 4.9 4.2 3

Professionally Recognized 4.6 5 4.6 4

Entrepreneurial 3.8 4.5 3.1 3.4

Innovative 4.3 4.3 4.1 3.3

Integrated into the community 4.1 3.7 4.4 4

Thought provoking 4 4.1 4.2 3.9

Findings: The overall description states that PEC is more industry focused and student

focused than others.

IIT Kanpur is excellent in the domains like research focused, entrepreneurial.

PEC and IIT Kanpur are professionally recognized and innovative.

PEC leads in being integrated in the community and thought provoking.

There is the same finding as per ANOVA and Chi-test with the above mentioned domains

as in the previous questions

4.2 ANALYSIS OF PLACEMENT OFFICERS

QUESTIONNAIRE

72

1. Placement trends for the year 2008 & 2009

Findings: The findings states that in the period of such slow down PEC have remained

constant in terms of placements. The trend of placements in IIT Roorkee & Thapar are

also seems to be good.

2. Name of the companies visited.

Microsoft

Google

73

Yahoo

Oracle

Amazon

British Gas

Shell

Robert

IBM

Nestle

NTPC

Bosch

Samsung

LG Electronics

Reliance

Tata Steel

BPCL

IOCL

Essar Steel

Jindal Steel

L&T

ONGC

DRDO

GAIL

TCS

Wipro

Infosys

Morgan

ABB

3. Criterion for Day 1 Slot

For the day 1 slot, these colleges give preference to the following factors

Job Profile

74

Growth Prospect

Package Offered (CTC)

Feedback from alumni

Reputation of the organization

Environment in the organization

Project in the organization

4. Number of companies visited

Findings: The industry exposure given in IIT Delhi and IIT Roorkee are higher as

compared to the other institutes.

Moreover IIT Delhi has increased its visits from 214 to 230.

5. Top ten employers in last two years:

For IIT Delhi

75

For IIT Roorkee

For PEC

76

For Thapar

6. Salary trends in 2008

77

Salary trends in 2009

Findings: The salary trends for year 2008 here states that IIT Roorkee has been given

highest salary i.e.36 lakhs. Moreover the Average package of IIT Roorkee is highest

among the three.

The same trend is seen to be followed for the year 2009

7. Fee charged by companies during recruitment.

Findings: No fees is charged by any of the three institutes

78

CHAPTER-5

CONCLUSIONS

5.1 CONCLUSIONS

This report demonstrates the placement trends of the different top institutes.

Although the placements of Colleges like Thapar and IIT Roorkee have gone down as

compared to the previous years, but there are colleges like Punjab Engineering College 79

which have shown constant trends over the last two years. This report also bring in

light the different criterions which these top institutes take into consideration for the

Day 1 slot of the companies.

The study will deepen the understanding of why Graduate engineer trainee program

is followed in companies & how this program is conducted so as to get the right person

for the right job.

The study will bring in focus the process of Graduate Engineer Trainee program &

the roles of these trainees once they are recruited for the organization. It attempts to

analyze that how the students of the institutes are prepared for the corporate world.

How they fit into the requirements of the organization and what all are the gaps to bring

them to pace with organizational need to meet the global competition.

It sets up a process going forward for evaluation of colleges where from Graduate

engineer trainee’s can be recruited depending on the needs and streams where the

requirements are.

5.2 LIMITATIONS

1. Difficulty in obtaining relevant materials from the company.

2. Reluctance on the part of the company to give away their closely guarded

policies of recruitment and selection.

3. Difficulty in getting back the response to the questionnaire from the training

and placement officers.

5.3 RECOMMENDATIONS

80

There has been an observation that the students of the colleges which are not

rated good have also been taken up as a GET. As a result of this the attrition rate has

increased. In order to reduce this kind of attrition the company should go ahead with

only those institutes which have either excellent rating or very good rating.

Company has also given preference to those colleges which do not provide

adequate industry exposure, such kind of recruitments should not been given any

further preferences.

The calendar prepared for the second project is dynamic, which needs be

maintained on a monthly basis. As the programs of the B-Schools keeps on changing so

the calendar should be modified monthly for each program.

5.4 LEARNINGS

1. During this projects I got enormous knowledge regarding the analysis, I learnt the

usage of SPSS, ANOVA, CHI-TEST etc.

2. I have learnt a lot about the Executive education programmes or management

development programmes which are organized by different B-schools

3. Gathered knowledge about the campus recruitments and different top colleges

4. Learnt about the different training programmes like GET(Graduate Engineer

Training) and MTS(Management training Scheme) etc

81

CHAPTER-6

BIBLIOGRAPHY

Websites

www.outlookindia.com

www.iitk.ac.in

http://bschoolsdreamsnet/enggRankings.aspx

www.educationindia.net

http://www.livemint.com/article/keywords.aspx?kw=Campus%20placements

http://www.indianexpress.com/news/campus-placements-in-india-hit-by-global-

mel/424626/

www.humanresource.com

www.workforceline.com

Others82

http://www.workforceline.com/

http://www.humanresource.com/

http://www.indianexpress.com/news/campus-placements-in-india-hit-by-global-mel/424626/

http://www.indianexpress.com/news/campus-placements-in-india-hit-by-global-mel/424626/

http://www.livemint.com/article/keywords.aspx?kw=Campus%20placements

http://www.educationindia.net/

http://bschoolsdreamsnet/enggRankings.aspx

http://www.iitk.ac.in/

http://www.outlookindia.com/

Training manual at Ranbaxy

Human Resource and personnel management

- By K. Aswathappa

CHAPTER-7

ANNEXURE83

ANNEXURE I

For the project Benchmarking the trends of campus recruitment for graduate engineer

trainees.

List of top colleges classified on the basis of their Ranks & Location. The factors taken into

consideration for this Ranking have been mentioned in introduction

COLLEGES CITY GOVERNMENT

OR PRIVATE

INTELLECTUALCAPITAL(30)

INFRASTRUCTUREAND

FACILITIES(20)

PEDAGOGICSYSTEMS(15)

INDUSTRY INTERFACE(15)

PLACEMENT(20)

TOTAL(100)

CLASS A (Area &Rank wise) IIT Delhi Delhi G 26.1 18.5 12.7 13.4 18.1 88.8

IIT Roorkee Roorkee G 25.5 18.6 12.9 12.4 16.3 85.6Delhi College of Engineering

New DeLhiG 22.4 15.9 12.6 10.8 13.8 75.5

Punjab Engineering

College

ChandigarhG 22 17.7 10.1 9.3 15.8 74.9

Thapar Institute of Engineering & Technology

Patiala

P 21.6 16.3 12.3 12.2 12 74.4

Malviya National Institute of Technology

Jaipur

G 22.5 16.5 10.4 9.2 13 71.6

CLASS B (Area & Rank wise)

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IIT Kanpur Kanpur G 28.3 18.9 13.8 13.2 18.5 92.7IT- Banaras HinduUniversity

VaranasiG 23.9 18.2 12.7 11.9 15.9 82.6

Motilal Nehru National Institutes of Technology

Allahabad

G 22.8 16.5 11.3 9.9 14.1 74.6

Maulana Azad National Institute of technology

Bhopal

G 23.5 16.3 10.6 10.4 12.4 73.2

Harcourt Butler Technological Institute

Kanpur

G 23 15.5 11.3 10.2 12.4 72.4

Visvesvaraya NationalInstituteof Technology

Nagpur

G 21.8 15.7 10.8 10.2 12.5 71

Dhirubhai Ambani Institute of Information & Communication Technology

Gandhinagar

P 22.7 16.3 10.6 9.6 11.2 70.4

CLASS C (Area & Rank wise)

IIT Kharagpur Kharagpur G 27.9 18.8 13.7 13.5 18.3 92.2IIT Bombay Mumbai G 27.2 18.6 13 13.7 18.7 91.2IIT Madras Chennai G 26.7 18.3 13.3 12.9 17.8 89.1IIT Guwahati Guwahati G 25.2 18.1 12.5 10.5 15.1 81.4College of Engineering, Anna University

Guindy

G 25.3 16.7 12.4 12.8 14.1 81.3

Jadavpur University,Facultyof Engineering & Technology

Calcutta

G 25.2 16.4 11.7 11.4 15.4 80.1

Indian School of Mines

Dhanbad G 24.7 15.5 12.2 12.2 14.7 79.3

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NIT Warangal G 24.9 16.9 11.8 11.5 14 79.1NIT Trichy G 24 17.3 10.4 10.5 13.5 75.7Bengal Engineering &Science University

HowrahG 23 15.7 12 10.5 12.1 73.3

PSG College of Tech

Coimbatore G 21.8 14.9 9.8 13.6 12.8 72.9

IIIT Hyderabad G 21.3 16.3 10.3 10.7 13.9 72.5NIT Kozhikode

G 21.9 16.8 9.9 10.2 11.9 70.7

EMPLOYEE QUESTIONNAIRE

EMPLOYEES DETAIL:

Name :

Qualification:

College/University:

Designation:

Tel( with S.T.D. code):

E-mail:

COLLEGE/UNIVERSITY DETAIL

1. How would you rate your college on the following areas?

5=Excellent 4=Very Good 3=Average 2=Fair

1=Poor

Intra work placement _____

Course content _____

Opportunity to work/study in corporate environment _____

Industry exposure _____

86

Internship provided by campus _____

2. How would you rate the following benefits you gained from your time in

college?

5=Excellent 4=Very Good 3=Average 2=Fair

1=Poor

Skills required for the workplace _____

Preparation for a job _____

Knowledge in your academic field _____

Understanding of other people & their point of view _____

Ability to be independent and self-reliant _____

Ability to be adaptable _____

Ability to be creative, innovative and entrepreneurial _____

3. How would you describe your college?

5=Strongly Agree 4=Agree 3=Don’t Know 2=Disagree

1=Strongly Disagree

Industry-focused _____

Student-focused _____

Research-focused _____

Internationally recognized _____

Professionally recognized _____

Entrepreneurial _____

Innovative _____

Integrated into the Community _____

Thought-provoking _____

4. Were you placed through campus?

Yes No

87

QUESTIONNAIRE FOR PLACEMENT OFFICERS

TRAINING & PLACEMENT OFFICER’S DETAIL:

Name:

Designation:

Tel. ( with S.T.D. code):

E-mail:

INSTITUTE DETAIL:

Name of the Institute:

Name of the University:

Does your institute have any other branch?

Please specify the location of other branches:

PLACEMENT DETAIL

1. Please provide the following information regarding the final placement of students of your institute’s program. Please provide details of students who got placed through the campus only.

FOR 2009:

Total Strength of the

Passing batch(2009)

No. of student placed

Through campus88

FOR 2008:

2. How many industry visits were organized for the students of the passing batch(2009) & to which industries please mention?

a) Name of the INDUSTRY: No. of Visits :

b) Name of the INDUSTRY: No. of Visits :

3. What is the criterion for the selection of the companies for DAY1 slot?

4. What was the total number of companies visited your campus for placements in the year?

2009:

Total Strength of the

Passing batch(2008)

No. of student placed

Through campus

89

2008:

5. Who were the top 10 employers (in terms of maximum number of students recruited) at your institute in the last 2 years? Please mention the name of the recruiter and the number of students recruited from the institute program?

FOR 2009 FOR 2008

Name of the Company No. of students recruited Name of the Company No. of students recruited

6. Please provide the following salary details for the final placement of students of your institute’s program for the following years. {Please mention the gross salary including all perks and company benefits}.

FOR 2009

90

Rs. Company Name Industry

Highest Salary

Lowest Salary

Average Salary

FOR 2008

Rs. Company Name Industry

Highest Salary

Lowest Salary

Average Salary

7. Does your institute charge a fee from the companies who visit the campus for recruitments?

Yes No

8. What was the fee charged from the companies that visited the campus for recruitments in the current year (2009).

RS.

91

ANNEXURE II

For the project Mapping executive education programme of international and national b-schools with Ranbaxy’s cadre.

List of International Programmes

Harvard Business School

92

Kellogg University

Cambridge University

93

Michigan Ross School of Business

Wharton School

94

London Business School

Asridge business School

95

INSEAD

List of National programmes

96

IIM Ahemadabad

IIM Calcutta

97

IIM Lucknow

XLRI

98

ASCI

99

ANNEXURE III

RANBAXY’S JOB CADRE

TYPICAL PROFILE OF JOBS IN GRADE “D”

(a) TYPICAL JOB TITLES: Regional VP, Executive Director, Director, Senior Director, Vice President, Associate Vice President, Head of Function.

(b) KNOWLEDGE, EDUCATION & EXPERIENCE: Develops/ uses advance concepts, techniques, and standards in a technical, scientific, or specialized field (e.g., marketing, finance, quality etc.) gained through deep and broad experience built on concepts and principles through wide exposure to complex situation and practices. The academic education preferred is either a Bachelor’s degree strengthened with relevant work experience or Master’s Degree. The typical work experience at this level would range from 15-20 years.

(c) SUPERVISORY/ MANAGERIAL RESPONSIBILITIES: Generally accomplishes results through lower & middle management levels. Determines & establishes organizational structures & supervisory relationships for subordinates, subject to top management approval. Often responsible for

100

managing a major segment/ Division. This grade includes jobs which supervise those in grade”A”,”B” &”C”.

(d) LIAISON & EXTERNAL RELATIONSHIPS: Represents Ranbaxy organization as a Prime internal & external contact for all major contracts or operations. Chairs briefing sessions & technical meetings for top management & customer representatives.

(e) PROBLEM SOLVING ENVIRONMENT: Usually faces a large variety of diverse problems of unusual complexity without identical precedents. The job holder is expected to think about “how” to solve the problem.

(f) THINKING CHALLENGE: In order to solve the problems faced, the job-holder may have to use a high degree of ingenuity, creativity, & innovation. At this level there are no right answers. The challenges are frequently unique & the solutions developed by the job holder may serve as a precedent/ model for future decisions.

(g) FREEDOM TO ACT: Major decisions are made without much appreciable direction from above. Completed assignments are reviewed by the top management from a relatively long-term perspective, for desired results. Establishes organizational policies relevant to area of responsibilities. Interprets, recommends, & executes modifications to relevant company-wide policies or exercise a determinative control of a significant operational unit or business.

(h) DOLLAR IMPACT: May control budgets exceeding $ 50 million.

(i) TYPE OF IMPACT: Decisions would affect the marketing/ production/ finance/ employee relations/ public relations posture of the company. Erroneous decisions or recommendations may result in failure to achieve major goals & objectives of the organization.

101

TYPICAL PROFILE OF JOBS IN GRADE “C”

(a) TYPICAL JOB TITLES: General Manager, Associate Director, Director, Head of Function.

(b) KNOWLEDGE, EDUCATION & EXPERIENCE: Requires proficiency in a technical, scientific, or specialized field (e.g., marketing, finance, human resources etc.) gained through broad and deep experience built on concepts and principles, or through wide exposure to complex practices and precedents. The academic education preferred is either a Bachelor’s degree in the relevant professional or a Master’s Degree. The typical work experience required at this level would range from 10-15 years.

(c) SURVISORY/ MANAGERIAL RESPONSIBILITIES: Accomplishes tasks mainly through subordinates who are authorized to exercise significant latitude & independence in their assignments. Often heads a large department or Division.

102

(d) LIAISON & EXTERNAL RELATIONSHIPS : Frequent contacts with peer level employees & outside customers at similar levels and levels above to discuss matters concerning critical aspects of operations or scheduling of specific phases of projects or contracts, new product launches, etc. May chair briefing sessions & participates in technical meetings for internal & external senior managers.

(e) PROBLEM SOLVING ENVIRONMENT: Usually faces a large variety of diverse/ complex problems without identical precedents. There are often situations which require analytical, interpretative, and/ or constructive thinking along with evaluative judgment to arrive at the correct option.

(f) THINKING CHALLENGE: In order to solve the problems faced, the job-holder may have to use ingenuity & innovation, modify/ adapt past solutions and develop the most appropriate solution for the particular problems under consideration.

(g) FREEDOM TO ACT: Assignments are usually received in objective oriented terms. The job-holder provides guidance to subordinate managers based on organization goals & company policies. Subordinates’ work is reviewed upon completion for adequacy in meeting organization’s objectives & schedules. Recommends modifications to procedures & some policies. These jobs determine how and when the results will be achieved.

(h) DOLLAR IMPACT: May control budgets up to 50 million USD.

(i) TYPE OF IMPACT: Influences the development of overall Division objectives & long-term goals. Ensures that the projects are completed on schedule without cost over-runs. Erroneous decisions might cause critical delays & modifications to project schedules and/or operations, requiring allocation of considerable additional resources/ funds.

103

TYPICAL PROFILE OF JOBS IN GRADE “B”

(a) TYPICAL JOB TITLE: Senior Manager, Group Leaders, Assistant General Manager.

(b) KNOWLEDGE, EDUCATION & EXPERIENCE: Requires complete understanding & application of principles, concepts, practices, & standards of the relevant discipline. The academic education preferred is either a Bachelor’s degree in the relevant professional area or a Master’s Degree. The typical work experience range at this level would be between 6 to 10 years.

(c) SUPERVISORY/ MANAGERIAL RESPONSIBILITIES: Functions mostly as an individual contributor or may accomplish tasks through lower-level subordinates, supervisors or experienced exempt employees who are authorized to exercise some latitude & independence in their assignments. Span of control would vary based on the function the role belongs to. Often heads a centralized function/ department.

(d) LIAISON & EXTERNAL RELATIONSHIPS: Frequent contacts with Ranbaxy personnel & outside customers at similar levels and one level above to

104

discuss matters concerning operations or scheduling of specific phases of projects or contracts. Conducts briefings & participates in technical meetings for internal & external representatives.

(e) PROBLEM SOLVING ENVIRONMENT: Usually faces a reasonable variety of complex problems. Thinking within well defined organization policies, principles, and specific objectives, under readily available direction. The “what “is clearly stated but the “how” needs to be determined. The job holder is expected to not only think about the central problem, but its possible implications as well.

(f) THINKING CHALLENGE: In order to solve the problems faced, the job-holder may have to refer to established precedents & policies evaluate the implications of a number of known & tested alternative solutions and select the most appropriate solutions for the particular problems under consideration.

(g) FREEDOM TO ACT: Assignments are usually received in task-and –objective oriented terms. The job-holder provides direction to subordinates based on interpretation of general policies. Subordinates’ work is reviewed upon completion for adequacy in meeting objectives. Recommends modifications to procedures.

(h) DOLLAR IMPACT: May control budgets up to 5 million USD.

(i) TYPE OF IMPACT: Ensures that the projects are completed on schedule without cost over-runs. Erroneous decisions might cause serious delays in project schedules and/or requiring allocation of considerable additional resources/ funds

105

TYPICAL PROFILE OF JOBS IN GRADE “A”

(a) TYPICAL JOB TITLE: Manager, Research Scientist, Sr. Research Scientist, Associate.

(b) KNOWLEDGE, EDUCATION & EXPERIENCE: These jobs require sufficiency in a technical, scientific, or specialized field based on an understanding of concepts and principles normally associated with a professional qualification or gained through a detailed group of involved practices and procedures. This level requires a grasp or understanding of Theoretical discipline. The academic education preferred is either a Bachelor’s degree in the relevant professional area or a Master’s Degree. The typical work experience range at this level would be 0-6 years’ on-the job experience.

(c) SUPERVISORY/ MANAGERIAL RESPONSIBILITIES: Functions as an individual contributor or may accomplish tasks through direct supervision of supervisory staff/ non – exempt employees. This grade also includes all “professional” jobs which may not supervise anybody else.

(d) LIAISON & EXTERNAL RELATIONSHIPS: Majority of liaison is internal with subordinates & supervisors at peer level or one level higher regarding

106

discussions about specific phases of a project or operational problems. External contacts are infrequent and involve only routine matters.

(e) PROBLEM SOLVING ENVIRONMENT: Usually faces only routine problems of limited scope & complexity following established company procedures and standards. The problems are standard and job holder is guided as to “how” to solve the problem.

(f) THINKING CHALLENGE: In order to solve the problems faced, the job-holder has to basically evaluate the implications of a handful of known & tested alternative solutions and selects the most appropriate solutions for the particular problems under consideration.

(g) FREEDOM TO ACT: Assignments are usually received in task-oriented terms. The job-holder completes the task or provides direction to subordinates using established practices & procedures which have clear precedents. Work is reviewed for soundness of judgment and overall quality & efficiency.

(h) DOLLAR IMPACT : Most of these jobs do not have any significant individual budgets to control or control very small budgets, say, less than half a million US Dollars.

TYPE OF IMPACT: Ensures that the projects are completed on schedule. Erroneous decisions might cause some slight delays in project schedules and/or requiring allocation of some additional resource

107

ANNEXURE IV

Format of report

Short cut- I L Rd Rs C RB A

1. INTRODUCTION

a. Background of the problem addressed in the research.

b. How the researchers identified the problem.

c. Any general observation made fro the purpose must be outlined.

d. The theoretical and practical importance of problem should be highlighted.

e. The rational of the problem should be communicated.

f. Scope of the research should be given.

g. Broad and competitive statement of problem (hypothesis or model) should

be given.

h. Whether the problem emerged from review of research literature must be

stated.

2. LITERATURE REVIEW

a. A comprehensive use of research literature reffered to, must be made.- It

must be in the mind that, for any problem, there may be portions of

literature that are somewhat instantly or generally relevant. This should be

abridged considerably.

108

Some portions of literature are closely related to dissertation, from the point

of view of variables, logic of methodology and substantive thinking.

This should be critically and elaborative dealt with.

80-20 rule

80% of literature review must dwell on specifics and 20% on general.

3. RESEARCH DESIGN OR METHOD

a. Overview of design of research undertaken.

b. Sample of subjects.

c. Questionnaire or other instrument used.

d. Scale used etc.

e. Methods of analysis for solving the research problem should be highlighted.

f. Schematic flow charts are particularly suitable.

g. Details of experiments, treatments in experiments etc should be there.

h. Data collection method should be mentioned.

4. RESULTS

Data reliability and validity of results of statistical analysis are presented

usually in form of table, figures, equations etc.

a. All redundancy in data/results presented should be included in the

tables.

b. Additional results beyond what generally con tempted, should also be

given to enrich the value of dissertation.

c. An open and frank presentation of all results, those that support the

hypothesis or indicate the model and those that do not, is a very

important requirement of this chapter.

5. CONCLUDING REMARKS

a. the chapter on concluding remarks should discuss the results obtained in the

earlier sections as well as their usefulness and implications.

b. Give a brief summary of dissertation before presenting the contributions.

109

c. the weakness in research should be frankly depicted (limitations) .

d. Learnings- The future directions of research based on work completed should

also be logically outlined (future scope of research).

6. REFERENCES AND BIBLIOGRAPHY

a. In dissertation, a bibliography is provided. This includes publications that are

referred to the dissertation text and those are studied by student but not

referenced.

b. Only references are given.

c. Bibliography should follow the standard formats for books, research reports

and formal publications.

7. APPENDICES

a. These are for the purpose of providing detailed information that would be too

cumbersome and inappropriate within the main body of dissertation.

E.g. Questionnaire, derivation of certain equation, data obtained from statistical

calculations, coding used, record of interviews etc.

Design and Prepared by

Mr. Jitendra Kumar Kaundilya

Sr. Faculty (Department of Decision Science and Operations Management),

Amity Business school, Amity University Campus, Noida U.P 201304

110

ANNEXURE V

Statistical Tools and its ApplicationDescribe a Population

Compare 2 populations

Compare 2 or more populations

Analyse relationship between 2 variables

Analyse relationship among 2 or more variables

INTERVAL Histogram Equal variances t-test and estimation of difference between two means

One-way analysis of variance

Scatter diagram Multiple regression

Ogive Unequal Variances t-test and estimation of difference b/w 2 means

randomised block design analysis of variance

Covariance

Stem and leaf t-test and estimation of mean difference

two-factor analysis of variance

Correlation

Box Plot F-test and estimation of ratio of 2 variances

LSD multiple comparison method

Least square line

Mean, Median, Mode

Wilcoxon Rank sum test

Tukey's multiple comparison

Simple Linear Regression

Range, Variance and SD

Wilcoxon signed rank sum test

Kruskal-Wallis test

Spearman rank correlation

Percentiles & Quartiles

Friedman test

t-test and estimation of mean

chi-square and estimation of

111

variance

NOMINAL Frequency Distribution

t-test and estimation of difference b/w 2 proportions

chi-squared test of contingency table

Contingency table

Not covered

Bar Chart chi-square test of contingency table

chi-squared test of a contingency

Pie Chart

Line Chart

Z-test and estimation of a proportion

chi-squared goodness of fit test

ORDINAL Box Plot Wilcoxon rank sum test

Kruskal-Wallis test

Spearman rank correlation

Not covered

Median Sign test Friedman test

Percentiles and quartiles

Jitendra Kumar Kaundilya

112

113

114

Documents

Bench Marking the Trends for Campus Recruitment for Graduate Engineer Trainees