recruitment and selection COCA-COLA finnalll donnne finallll.docx

8/17/2019 recruitment and selection COCA-COLA finnalll donnne finallll.docx

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RESEARCH PROJECT REPORTON

“RECRUITMENT AND SELECTION IN COCA-COLA”

SESSION :( 2015-2016)

Subm!!"# $ %&'!& um"$! * !+" #",'"" *

MASTER O .USINESS ADMINISTRATION

Dr A.P.J. ABDUL KALAM UNIVERSITY

UNDER THE /UIDANCE: SU.MITTED .:

DRSHARAD /AUTAM RUCHI SHARMA

M.A:I SEM

ANACOLLE/E O MANA/EMENTSTUDIES3.AREILL

1


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PREACE

In present scenario it is true that we can obtain any information regarding

any matter or subject because of the availability of different sources like books,

journals, case studies, and also through internet .we read a lot of principles,

strategies, processes and different ways to do a piece of work but a practical

training or exposure teaches much more to us.

A management student can understand in better way the different types of

situations of management and market by a practical task. During their training,

students come to know that how the different decisions in different situations are

taken by responsible authority. tudents get an opportunity to integrate their

knowledge and theoretical concepts with work assigned to them.

In this report and attempt has been made to co!relate the theoretical aspect of the

formal procedure of "# activities.

RUCHI SHARMA

M.A I SEM

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DECLARATION

I, RUCHI SHARMA, hereby declare that the project carried out in the ummer

Internship (roject on the topic RECRUITMENT AND SELECTION

PROCESS IN COCA-COLA/ is my original work and all the information

furnished is containing an authentic fact. 0his piece of work is only being

submitted to in partial fulfillment for degree of M.A I SEM %o part of this

report has been published or submitted to anybody or niversity for award or any

other Degree.

RUCHI SHARMA

M.A I SEM

2


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O.JECTIE O THE STUD

0he basic objective of the project undertaken will be as follows3 !

• 0o know the managerial satisfaction level about #ecruitment and election

procedure.

• 0o critically analy4e the functioning of the recruitment and election

procedure.

• Different method adopted towards employees trained them and how it is

followed.

• 0o access the performance appraisal of +5+A +56A 60D.

• 7hat factors are re8uired to find out the training needs.

• In changing scenario, what attributes are re8uired in an individual.

• 0o know the training procedures.

• 0o critically analyse the functions of training.

• 0o identify a new areas by which workers do their work more effectively.

• "ow company survives in competitive era with respect of competence

re8uired in an individual.

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RESEARCH METHODOLO/

0he purpose of the methodology is to describe the research procedure. 0his

includes overall research design, the sampling procedure, the data collection

method, and analysis

procedure. 5ut of total universe 19 respondents from coca!cola have been taken for

convenience. 0he sample procedure chosen for this are statistical sampling method.

"ere randomly employees are selected and interviewed. Information, which I

collected, was based on the 8uestionnaires filled up by the sample employees.

nder secondary method I took the help of various

reference books which I have mentioned in bibliography and also by way of

surfing through the company website.

P'm&' D&!&

7u"8!*$$&'"3 +orresponding to the nature of the study direct, structured

8uestionnaires with a mixture of close and open!ended 8uestions will be

administered to the relevant respondents within the (ersonnel and other

Departments of the organisation.

:


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S"9*$#&' D&!&

O',&$&!*$& !"'&!u'"3 Any relevant literature available from the organisation

on the +ompany profile, recruitment ; selection procedures,


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S&m%$, P&$ &$# D"8,$

A 8uestionnaire will be used for the purpose of research3 >uestionnaire3 0o test the

validity and effectiveness of the recruitment and election procedures within the

organisation and to test th validity and effectiveness of the policies and procedures

within the organisation. 0he basic rationale of >uestionnaire is to ascertain the

perception of the non!"# departments in terms of the validity and effectiveness of

the policies and procedures used by the organisation. It is also in line with the

assessment of any suggestions?recommendations that the respondents from

these Departments might have in terms of the use of an alternative source?device of

recruitment and retention, than what already forms the current practice of the "#

Department. >uestionnaire would be administered to 19 respondents, holding a

senior designation within the (ersonnel

Department of the organisation. It will also be administered to at least 19

respondents belonging to typical Departments within the organisation and holding

senior designations within their respective Departments. ampling @lement or the

purpose of administering the >uestionnaire, the respondents would comprise of

personnel holding senior designations within the (ersonnel Department of the

organisation. 0he respondents for the >uestionnaire will also be preferably being

panel members of the #ecruitment ; election Board of the organisation. 0he

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respondents would comprise of personnel holding senior designations within

certain typical Departments

identified within the organisation, namely3

tores

inance 5perations


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COMPAN PROILE

1E


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HISTOR O COCA-COLA

In *ay, 1CC:, +oca +ola was invented by Doctor


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1CEs, +oca +ola was one of AmericaFs most popular fountain drinks, largely due

to +andlerFs aggressive marketing of the product. 7ith Asa +andler, now at the

helm, the +oca +ola +ompany increased syrup sales by over 2EEE between 1CE

and 1EE.

A#;"'!8$, was an important factor in


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LAUNCHIN/ O THE PRODUCTS

I$ 1 0he term G8*#& ?&!"'G first coined.

I$ 1>10 irst .. patent issued for the manufacture of imitation mineral waters.

I$ >1= 0he G8*#& *u$!&$G patented by amuel ahnestock.

I$ 1>@5 0he first b*!!"# 8*#& ?&!"' in the ..

I$ 1>50 A manual hand ; foot operated filling ; corking device, first used for

bottling soda water.

I$ 1>51 /$,"' &" created in Ireland.

I$ 1>61 0he term G%*%G first coined.

I$ 1>


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I$ 1>>5 +harles Aderton invented GD' P"%%"'G in 7aco, 0exas.

I$ 1>>6 Dr. J*+$ S P"mb"'!*$ invented GC*9&-C*&G in Atlanta, )eorgia.

I$ 1>=2 7illiam (ainter invented the 9'*?$ b*!!" 9&%

I$ 1>=> GP"%8-C*&G is invented by C&"b .'+&m

I$ 1>== 0he first patent issued for a glass blowing machine, used to produce glass

bottles.

I$ 1=1@ )as motored trucks replaced horse drawn carriages as delivery vehicles.

I$ 1=1= 0he American Bottlers of +arbonated Beverages formed.

I$ 1=20 0he .. +ensus reported that more than 9,EEE bottlers now exist.

I$ E&' 1=20B8 0he first automatic vending machines dispensed sodas into cups.

I$ 1=2@ ix!pack soft drink cartons called G"om!(aksG created.

I$ 1=2= 0he "owdy +ompany debuted its new drink GBib!6abel 6ithia 0ed

6emon!6ime odasG later called G= upG invented by +harles 6eiper )rigg.

12

http://inventors.about.com/library/inventors/bldrpepper.htmhttp://inventors.about.com/library/inventors/blcocacola.htmhttp://inventors.about.com/library/inventors/blpepsi.htmhttp://inventors.about.com/library/inventors/blvendingmachine.htmhttp://inventors.about.com/library/inventors/bl7up.htmhttp://inventors.about.com/library/inventors/bldrpepper.htmhttp://inventors.about.com/library/inventors/blcocacola.htmhttp://inventors.about.com/library/inventors/blpepsi.htmhttp://inventors.about.com/library/inventors/blvendingmachine.htmhttp://inventors.about.com/library/inventors/bl7up.htm


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I$ 1=@ Applied color labels first used on soft drink bottles, the coloring was

baked on the face of the bottle.

I$ 1=52 0he first diet soft drink sold called the G%o!+al BeverageG a ginger ale

sold by Jirsch.

I$ 1=5


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I$ 1=


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HISTOR O COCA-COLA IN INDIA

As an *%+ of the globe, +oca!+ola is one of the largest soft drink company in the

world with its head 8uarters in Atlanta, ..A.L

+oca!+ola was not a new company for India, it was operating in India since

=EMs but because of


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+oca!+ola also participates an activity in the community activities in India.

0he main aim of +oca!+ola India is to strive every day to refresh the market place,

preserve the environment and strengthen the communities along with satisfying the

communities along with satisfying the consumer of India.

All the heard of their business is the trust consumer place in them. 0hey

rightly expect, that coca!cola is managing their business according to sound ethical

principle that they are enhancing the health of their communities and that they are

using natural resources responsibility.

India with a population of more than 1EE crores is potentially one of the largest

consumer markets in the world with urbani4ation and development of economy.

0astes and interests of the people change according to the advance nation.

*arketing is about winning this new environment. It is about understanding

what consumer wants and supplying it more efficiently and more conveniently.

0he consumer market may be identified as the market for product and

services that are purchased by individuals as household for their personnel

computation. oft drink is a typical consumer product purchased by individual

primarily to 8uench their thirst and also for refreshment.

Different types of soft drinks are available in the market and more and less

contents of all soft drinks are same. 0he market of soft drinks is facing a cutthroat

competition and many companies are floating in the market with their product with

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different brand name. In such a situation different factors that influence the people

choice for soft drink are taste, 8uality, image easy availability and the product cost

of advertisement. 0he government of India has considered the soft drink industry

as non!essential/. As a result the excise duty levied by government on better soft

drinks is very high. A bottle of soft drink today cost #s.:.EE the ultimate consumer.

0hus in the country like India where more than 9E of total population exist

below poverty line, lots of consumer cannot afford such price for soft drinks.

As a result the trading activity of soft drink industry concentrated in and

around those populations, whose purchasing power is considered comparatively

high.

oft drink industries in India has an annual sale of about :EEE crores with per

capital consumption of soft drink at a low of nine bottle per annum 'even (akistan

has a per capital consumption of 1: in china and A. It is more than CEE bottle

is due to price factor. 7ith price of all products is skyrocketing& soft drink at a rate

of #s.9.EE per bottle is very low.

o, marketing is both philosophy and technology, it is technology because it

suggests ways and means for effective production and distribution of good and

services in the market to give maximum satisfaction to the consumer. 0he

marketing manager is responsible for both determining and suitability of goods and

1


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services presented by the company to the market and also determining about

potential market and make better relation with retailer.

In the regard the marketing management will have to apply the

marketing technology in the conceptual philosophy of a system. It is the process of

system analysis in the marketing management for effective research and can be

systematic objective and exhaustive study of tasks relevant to any problem in the

field of marketing.

$E


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HISTOR O SOT DRIN4S IN INDIA

Around 12C the first branded soft drink came in Indian market. 0he soft

drink was named as )old pot before +oca!+ola entered the country to dominate

the scene in 19EMs.

P&'" "%*'!8 (P) L!#., was the first Indian company to introduce a lemon

soft drink, this drink was known as 6imca and it was introduced in 1=EMs

"owever, before this they had introduced +ola (epino, which was withdrawn in

face of tough competition from +oca!+ola.

In the year 1= +oca!+ola left Indian market and this brought in an

opportunity to various Indian companies to show their caliber. At this time a new

(arle products introduced soft drink and (arle products introduced this and this

was named thumps!up. 0his was +oca!+ola drink, which had a burnt sugar colour.

0his drink was introduced with a mighty saying happy day are here again/.

As if happy day went away with +oca!+ola. 0here was another company named

pure drinks, which introduced the soft drink named +ampa +ola along with orange

and lemon flavor.

$1


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INTRODUCTION O OR/ANIATION-..PL

Brindawan Beverages 6td. 'B.B.(.6. a bottling company was started during

the year 1C: in Bangalore due to the humble services *r. .%. 6adhani, the

*arketing Director of the company, with an initial capital of #s.$9 6acks B.B.6.

has a franchise agreement with (arle @xports (vt. 6td. for 1E years to manufacture

and sell its products.

During %ovember 1-, (arle @xports sold all its :E franchises to +oca!

+ola India in order to compete with (epsi. In the 7ar B.B.6. has undergone in the

territory of +oca!+ola. 0he company is manufacturing and selling 0humps p,

+oke, 6imca, anta, *a44a, and Jinley oda for Bareilly franchise. 0his is also

serving the nearby cities like #ampur, *oradabad, Badaun, "aldwani,

hahjahanpur, 6akhimpur, Almora, +hamoli, (ithoragrah, %ainital, #anikhet etc.

*?s Brindawan Beverages 6td. has its production unit, having capacity of

six hundred bottles per minute, located at (arasakhera Industrial Area, its

marketing office is located at waley %agar, Bareilly. 0he storage of filled bottles

is done in the godown which is located next to the production unit B.B.6. has -

more bottling plants located at Barabanki, ai4abad, and "athras. All the activities

are centrali4ed from the head office located at Bangalore. 0he director, marketing

is the head of the organi4ation and incharge of all the administrative matter and

$-


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)eneral *anager, (roduction is incharge of the production and takes care of the

production department.

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LOCATION O THE PLANT:

Bottling plant of Brindawan Beverages 6td. is located at a distance of 1$

from Bareilly!#ampur highway i.e. '(arsakhera Industrial Area.

DISTRI.UTION AREA O THE PLANT:

7ide areas of 1$ district of ttar (radesh are being served by this plant

though its C9 distributors. ollowing are the districts covered by Brindawan

beverages (N0. 6td. 'B.B.6.

• Bareilly • Badaun

• #ampur • *oradabad

• hahjahanpur • %ainital

• Almora • #anikhet

• +hamoli • 6akhimpur

• (ithoragarh • "aldwani

Narious Brands sold under the seal of Brindawan Beverages 6td.

$9


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• 0hums up • +oca!+ola '+oke

• 6imca • anta

• *aa4a • Jinley 7ater

• Jinley oda • prite

BB(6 is also running - more plants located at Barabanki, ai4abad, "athras and

the following brand and packs are being supplied from these above three plants

these are3

• *aa4a

• +oke 1 liter

0humps p 1 liter.

$:


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$=


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$C


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PRODUCT PROILE O COCA-COLA

COCA-COLA

+oca!+ola is the most popular and biggest!selling soft drink in history, as well as

the best!known product in the world. +reated in Atlanta, )eorgia by Dr.


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COCA-COLA

THUMS UP

0hums p is a leading carbonated soft drink and most trusted brand in India.

5riginally introduced in 1==, 0hums p was ac8uired by 0he +oca!+ola

+ompanyin1-. 0hums p is known for its strong, fi44y taste and its confident,

mature and uni8uely masculine attitude. 0his brand clearly seeks to separate the

men from the boys.

-E


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THUMS UP

SPRITE

Introduced in 1:E, prite is the worldFs leading lemon!lime flavored soft drink.

prite is sold in more than 1E countries and ranks as the %o. 2 soft drink

worldwide, with a strong appeal to young people.

*illions of people enjoy prite because of its crisp, clean taste that really 8uenches

your thirst. But prite also has an honest, straightforward attitude about things that

sets it apart from other soft drinks. prite encourages you to be true to who you are

and to obey your thirst.

-1


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SPRITE

ANTA

A favorite in @urope since the 12Es, anta was ac8uired by 0he +oca!+ola

+ompany in 1:E. anta 5range is the core flavor, representing about =E of

sales, but other citrus and fruit flavors have their own solid fan base.

-$


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ANTA

MAAA

"Yaari-Dosti Taaza Maaza"

7ith the real fruit taste kids love, plus added calcium, *aa4aFs tagline, GKaari!

Dosti 0aa4a *aa4aG means Griendship moments with fresh *aa4aG in "indi.

*aa4a was introduced in India in 1C2 as a noncarbonated mango fruit

drink. It was ac8uired by 0he +oca!+ola +ompany in 1- and is currently

available in three flavors, mango, pineapple and orange !! plus added calcium.

--


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MAAA

LIMCA

0his thirst!8uenching beverage features a fresh, light lemon!lime taste and fun!

loving attitude. ItFs a home!grown, national treasure in India, where it was ac8uired

by 0he +oca!+ola +ompany in 1-. 0he productFs invigorating taste and cloudy

look havenFt changed, but the brand has been revitali4ed with a new marketing

campaign.

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LIMCA

4INLE ATER

Introduced in India in August $EEE, Jinley is purified bottled water. In a country

where many people are concerned about reliable drinking water, Jinley delivers a

product that is safe and suitable for consumers.

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7ithin ten months of its launch, Jinley had emerged as IndiaFs number two

packaged water and is currently the number three +oca!+ola product.

4INLE ATER

PRODUCT RAN/E:

+oca!+ola $EEml, -EEml, 9EEml, 1 liter, 1.9 liter, $ liter

0humps!p -EEml, 9EEml, 1 liter, 1.9 liter

6imca -EEml, 1 liter, 1.9 liter

anta -EEml, 1 liter, 1.9 liter

*a44a $EEml

prite -EEml, 1 liter, 1.9 liter

-:


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Diet +oke -EEml, 1 liter, 1.9 liter

Jinley oda -EEml

-=


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SOT ANALSIS

-C


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SOT ANALSIS

STREN/TH

• (opularity

• 7ell known

• Branding obvious and easily recogni4ed

•

+ustomer loyalty

EA4NESS

• 7ord of mouth

• 6ack of popularity of many +oca +olaMs brands

• "ealth issues

• #esult of low profile or non! existent

-


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OPPRTUNIT

*any successful brands to pursue

Advertise its less popular product

Buy out competition

*ore brand recognition

THREATS

+hanging health! consciousness attitude

6egal issues

"ealth ministers

+ompetition ' (epsi

2E


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SELECTION PROCESS

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Em%*"" S""9!*$ refers to the ability of an organi4ation to retain its

employees. @mployee election can be represented by a simple statistic 'for

example, a election rate of CE usually indicates that an organi4ation kept CE

of its employees in a given period. "owever, many consider employee election

as relating to the efforts by which employers attempt to retain employees in their

workforce. In this sense, election becomes the strategies rather than the outcome.

A distinction should be drawn between low!performing employees and top

performers, and efforts to retain employees should be targeted at valuable,

contributing employees. @mployee turnover is a symptom of deeper issues that

have not been resolved, which may include low employee morale, absence of a

clear career path, lack of recognition, poor employee!manager relationships or

many other issues. A lack of satisfaction and commitment to the organi4ation can

also cause an employee to withdraw and begin looking for other opportunities. (ay

does not always play as large a role in inducing turnover as is typically believed.

In a business setting, the goal of employers is usually to decrease employee

turnover, thereby decreasing training costs, recruitment costs and loss of talent and

organi4ational knowledge. By implementing lessons learned from

key organi4ational behavior concepts, employers can improve election rates and

decrease the associated costs of high turnover. "owever, this isnFt always the case.

2$

https://en.wikipedia.org/wiki/Turnover_(employment)https://en.wikipedia.org/wiki/Businesshttps://en.wikipedia.org/wiki/Positive_organizational_behaviorhttps://en.wikipedia.org/wiki/Turnover_(employment)https://en.wikipedia.org/wiki/Businesshttps://en.wikipedia.org/wiki/Positive_organizational_behavior


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@mployers can seek Gpositive turnoverG whereby they aim to maintain only those

employees whom they consider to be high performers.

2-


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O.JECTIES AND PRINCIPLES O RETENSION MANA/EMENT

election management focuses on measures that lead to election of employees.

It includes activities that systematically influence the binding, performance and

degree of loyalty of staff. David


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2. good relationship with the manager. 0he supervisor represents the personal

experience of a corporation of employees and therefore reflects, for better or

for worse, its underlying attitudes toward them.

9. success. 0he valued and successful employee stays. 0his implies, of course,

that the work is meaningful to the corporate enterprise. 0he strong employer

rewards employees for helping to make others successful as well.

SELECTION TOOLS

Employee Surveys O By surveying employees, organi4ations can gain insight into

the motivation, engagement and satisfaction of their employees. It is important for

organi4ations to understand the perspective of the employee in order to create

programs targeting any particular issues that may impact employee retention.

Exit Interviews O By including exit interviews in the process of employee

separation, organi4ations can gain valuable insight into the workplace experience.

@xit interviews allow the organi4ation to understand the triggers of the employeeMs

desire to leave as well as the aspects of their work that they enjoyed. 0he

organi4ation can then use this information to make necessary changes to their

company to retain top talent. @xit interviews must, however, ask the right 8uestions

and elicit honest responses from separating employees to be effective.

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Employee Selection Consultants O An employee election consultant can assist

organi4ations in the process of retaining top employees. +onsultants can provide

expertise on how to best identify the issues within an organi4ation that are related

to turnover. 5nce identified, a consultant can suggest programs or organi4ational

changes to address these issues and may also assist in the implementation of these

programs or changes.

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JOIN3 STA3 LEAE MODEL

or organi4ations and employers, understanding the environment is the first

step to developing a long!term election strategy. 5rgani4ations should understand

why employees join, why they stay and why they leave an organi4ation. 0his join,

stay, leave model is akin to a three!legged stool, meaning that without data on all

three, organi4ations will be unsuccessful in implementing a proper election

strategy.

Why employees join! 0he attractiveness of the position is usually what entices

employees to join an organi4ation. "owever, recruiting candidates is only half the

problem while retaining employees is another. nderstanding what your

employees are looking for in the job while simultaneously making sure your

expectations are correct are both important factors to address in the hiring process.

"igh performing employees are more likely to be retained when they are given

realistic job previews. 5rgani4ations that attempt to oversell the position or

company are only contributing to their own detriment when employees experience

a discord between the position and what they were initially told. 0o assess and

maintain retention, employers should mitigate any immediate conflicts of

misunderstanding in order to prolong the employeeMs longevity with the

organi4ation. %ew!hire surveys can help to identify the breakdowns in trust that

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occur early on when employees decide that the job was not necessarily what they

envisioned.

Why employees stay! nderstanding why employees stay with an organi4ation is

e8ually as important to understanding why employees choose to leave. #ecent

studies have suggested that as employees participate in their professional and

community life, they develop a web of connections and relationships. 0hese

relationships prompt employees to become more embedded in their jobs and by

leaving a job& this would severe or rearrange these social networks. 0he more

embedded employees are in an organi4ation, the more they are likely to

stay.http3??www.shrm.org?templatestools?toolkits?pages?managingforemployeereten

tion.aspx Additionally, the extent to which employees experience fit between

themselves at their job, the lesser chance they will search elsewhere. 5rgani4ations

can ascertain why employees stay by conducting stay interviews with top

performers. A stay survey can help to take the pulse of an organi4ationMs current

work environment and its impact on their high performing employees. @mployers

that are concerned with over!using stay interviews can achieve the same result by

favoring an on!going dialogue with employees and asking them critical 8uestions

pertaining to why they stay and what their goals are.

2C

http://www.shrm.org/templatestools/toolkits/pages/managingforemployeeretention.aspxhttp://www.shrm.org/templatestools/toolkits/pages/managingforemployeeretention.aspxhttp://www.shrm.org/templatestools/toolkits/pages/managingforemployeeretention.aspxhttp://www.shrm.org/templatestools/toolkits/pages/managingforemployeeretention.aspx


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Why employees leave! By understanding the reasons behind why employees leave,

organi4ations can better cater to their existing workforce and influence these

decisions in the future. 5ftentimes, it is low satisfaction and commitment that

initiates the withdrawal process, which includes thoughts of 8uitting in search of

more attractive alternatives. If administered correctly, exit interviews can provide a

great resource to why employees leave. 0ypically, employees are stock in their

responses because they fear being reprimanded or jeopardi4ing any potential future

reference. 0he most common reasons for why employees leave are better pay,

better hours and better opportunity. 0hese typical answers for leaving, often signal

a much deeper issue that employers should investigate further into. By asking

relevant 8uestions and perhaps utili4ing a neutral third party provider to conduct

the interview, employers can obtain more accurate and 8uantifiable data. +ontrary

to what most organi4ations believe, employees often leave due to relationships

with manager and?or treatment of employees and not compensation, as this is often

a response that employees are uncomfortable expressing to their organi4ation

directly. election Diagnostic is a rapid benchmarking process that identifies the

costs and can help uncover what affects employee loyalty, performance and

engagement.

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EMPLOEE RETENSION .EST PRACTICES

By focusing on the fundamentals, organi4ations can go a long way towards

building a high!election workplace. 5rgani4ations can start by defining their

culture and identifying the types of individuals that would thrive in that

environment. 5rgani4ations should adhere to the fundamental new hire orientation

and on boarding plans. Attracting and recruiting top talent re8uires time, resources

and capital. "owever, these are all wasted if employees are not positioned to

succeed within the company. #esearch has shown that an employeeMs first 1E days

are critical because the employee is still adjusting and getting acclimated to the

organi4ation. +ompanies retain good employees by being employers of choice.

Recruitment ! (resenting applicants with realistic job previews during the

recruitment process have a positive effect on retaining new hires. @mployers that

are transparent about the positive and negative aspects of the job, as well as the

challenges and expectations are positioning themselves to recruit and retain

stronger candidates.

Selection! 0here are plethora of selection tools that can help predict job

performance and subse8uently retention. 0hese include both subjective and

objective methods and while organi4ations are accustomed to using more

9E

https://en.wikipedia.org/wiki/Recruitmenthttps://en.wikipedia.org/wiki/Realistic_job_previewhttps://en.wikipedia.org/wiki/Recruitmenthttps://en.wikipedia.org/wiki/Realistic_job_preview


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subjective tools such as interviews, application and resume evaluations, objective

methods are increasing in popularity. or example, utili4ing biographical data

during selection can be an effective techni8ue. Biodata empirically identifies life

experiences that differentiate those who stay with an organi4ation and those who

8uit. 6ife experiences associated with employees may include tenure on previous

jobs, education experiences, and involvement and leadership in related work

experiences.

Socialization! ociali4ation practices delivered via a strategic onboarding and

assimilation program can help new employees become embedded in the company

and thus more likely to stay. #esearch has shown that sociali4ation practices can

help new hires become embedded in the company and thus more likely to stay.

0hese practices include shared and individuali4ed learning experiences, activities

that allow people to get to know one another. uch practices may include providing

employees with a role model, mentor or trainer or providing timely and ade8uate

feedback.

Training and development ! (roviding ample training and development

opportunities can discourage turnover by keeping employees satisfied and well!

positioned for future growth opportunities. In fact, dissatisfaction with potential

career development is one of the top three reasons employees '-9 often feel

91

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Effective eaders! An employeeMs relationship with his?her immediately

ranking supervisor or manager is e8ually important to keeping to making an

employee feel embedded and valued within the organi4ation. upervisors need to

know how to motivate their employees and reduce cost while building loyalty in

their key people. *anagers need to reinforce employee productivity and open

communication, to coach employees and provide meaningful feedback and inspire

employees to work as an effective team. In order to achieve this, organi4ations

need to prepare managers and supervisors to lead and develop effective

relationships with their subordinates. @xecutive +oaching can help increase an

individualMs effectiveness as a leader as well as boast a climate of learning, trust

and teamwork in an organi4ation. to encourage supervisors to focus on election

among their teams, organi4ations can incorporate a election metric into their

organi4ationMs evaluation.

@mployee @ngagement! @mployees who are satisfied with their jobs, enjoy their

work and the organi4ation, believe their job to be more important, take pride in the

company and feel their contributions are impactful are five times less likely to 8uit

than employees who were not engaged. @ngaged employees give their companies

crucial competitive advantages, including higher productivity and lower employee

turnover.

9-

https://en.wikipedia.org/wiki/Supervisorhttps://en.wikipedia.org/wiki/Supervisor


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HPOTHESIS

0his survey is conducted under the presumption of the functioning of the

#ecruitment and election (rocedure in +5+A!+56A .

In testing the above hypothesis the following aspects will be considered3 !

*anpower (lanning

#ecruitment (olicy

ources of #ecruitment

6atest 0echni8ues of #ecruitment

#ecruitment of ummer?In!plant 0rainees

election (olicy

eedback of #ecruitment and election (rocedure

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99


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9:


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DATA ANALSIS1 H*? *$,+&;" *u b""$ ?*'$, $ !+" *',&$&!*$F

OPTION RESPONSE

Less than 1 year 11

1 to 4 year 15

More than 4 year 24

Total 50

less than 1 year; 22%

1 to 4 year; 30%

more than 4 year; 48%

response

9=


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2 "'" *u &?&'" * !+" 9*m%&$ b'&$# b"*'" &%%$, *' & %*8!*$F

OPTION RESPONSE

es 4!

No 4 Total 50

yes; "2%

no; 8%

response

9


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INTERPRETATION! rom the above table and graph we conclude that 2:

people were aware of the brand before applying for the position whereas 2 were

unaware of it.

:E


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-. 7ere you satisfied with the recruitment processL

OPTION RESPONSE es 3#

No 4$ol& ha'e (een (etter " Total 50

#4%

8%

18%

response

yes no

)ol& ha'e (een (etter

INTERPRETATION! rom the above table and graph it is observed that, the

satisfaction level of the employees from the #ecruitment process is higher. -= of

the employees were satisfied with the recruitment process.

:1


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2. Do you think the present profile ? position will help you to grow individually

L

OPTION RESPONSE

es 40No 3$an*t say #

Total 50

yes; 80%

no; !%

)an*t say; 14%

response

INTERPRETATION! rom the above table and graph it is observed that, 2E

employees were satisfied with the present profile and position. 0hey were aware

that the present profile would help them grow individually. 0his notion will help

the employeeMs as well as the organi4ationMs growth prospects. 0hus we can see

that the organi4ation puts an extra effort on the individual growth of the employee.

:$


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9. 7hich internal source of recruitment is followed by the company and given

more priorityL

OPTION RESPONSE

Internal +romot,on 22Em+loyee re-errals 24

Trans-er 4 Total 50

,nternal +romot,on; 44%

em+loyee re-errals; 48%

trans-er; 8%

response

:-


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INTERPRETATION!rom the above table and graph we conclude that $$ people

were agree for the internal promotion, $2 people were agree for the employee

referrals ,and 2 people were agree for the transfer. 0herefore we conclude that

employee referral is given more priority.

:2


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7hich source of recruitment is relied upon when immediate re8uirement arisesL

OPTION RESPONSEInternal 35E.ternal 15

Total 50

,nternal; #0%

e.ternal; 30%

response

INTERPRETATION! It was found that 19 of people relied on external sources

and -9 of people relied on internal sources.

:9


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company for job expectation?challenges?growth, 1 employee will leave the

company due to poor performance evaluation.

:=


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=. Do you clearly understand the basis on which your performance is judgedL

OPTION RESPONSE es 34

No #Not sre " Total 50

!8%

14%

18%

response

yes no not sre

INTERPRETATION!rom the above table and graph we conclude that -2

employeeMs know the reason on which their performance is being judged,=

employeeMs donMt know the reason on which their performance is being judged,

whereas are not sure for this.

:C


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C. 7hich 8uality of candidate your organi4ation looks while selecting a

candidate for a jobL

OPTION RESPONSE

nole&e 3#Natre 1Past e.+er,en)e !

Team or6 3Others 3

Total 50

05

10

15

20

25

30

35

40

response

res+onse

INTERPRETATION! rom the above table and graph we conclude that -=

employeeMs go for knowledge,E1 employee go for nature,E: employeeMs go for past

experience,E- employeeMs go for team work,E- employeeMs go for others.

. 7hich of the following methods does your company choose for sourcing L

:


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OPTION RESPONSE$am+s 15$onsltants 59al6 ,n !


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None o- these 3" Total 50

0510

152025303540

response

res+onse

INTERPRETATION! rom the above table and graph we conclude that E-

employeeMs opted for caste harassment,E2 employeeMs opted for working hour

harassment, E2 employeeMs opted for re8uired leave harassment, - employeeMs

opted for none of these.

=1


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ANALSIS AND INDIN/S

0he analysis of the various sources of recruitment and election devices is

presented on the following pages. 0he response entailed from the "# Department

'as analysed from >uestionnaire represents current practice within the

organisation in terms of the sources of recruitment and election devices used. 0he

analysis of the response entailed from all the other

departments 'as analysed from >uestionnaire forming the sample, represents the

perception of the respondents from these Departments in terms of the validity and

effectiveness of the various sources?devices of recruitment?selection 'specific to

these Departments 0he analysis further entails any suggestions?recommendations

given by these non!"# Departments 'forming the sample for administering

>uestionnaire, in terms of any recruitment source and?or selection device that

should be deployed by the organisation International


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RECOMMENDATIONS OR THE

IMPROEMENTO THE

RECRUITMENT AND SELECTION PROCEDURE

Based on the survey analysis and suggestion from the respondents, the following

are the proposed recommendation to improve the existing system and practices of

recruitment and election procedures3

R"9'u!m"$! P*9

Apart from the director of the company, the operational head should have the

authority for sanctioning the vacancy of a right to recruit the candidates as

per the decisions.

R"9'u!m"$! * 8umm"'G$-%&$! !'&$""8

0here should be a provision for the recruitment of summer?in!plant trainees

in the organi4ation.

I$!"'$"! R"9'u!m"$!

Advertisement of jobs on Internet should be an accessible to maximum job

seekers. ervice portal like monster.com, jobsahead.com, naukri.com etc

should be used.

=2


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S*u'9"8 * '"9'u!m"$!

+ompany must recruit the individuals through valuable sources of

recruitment.

S""9!*$ P*9

0est developed by the company for the purpose of selection of the

candidates should not be of complex nature.

0here must be proper communication between the interviewer and

interviewee at the time of interview.

0he reference procedure if adopting, should be analy4ed properly before

recruitment them.

S""9!*$ P'*9"88

During the selection process not only the experienced candidates but also the

fresh candidate should be selected so as to avail the innovation and enthusiasm

of new candidates. 0hese candidates should be kept on the job for some time

period& if suitable they should be recruited. During the selection process, the

candidates should be made relaxed and at ease.

=9


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Summ"'GI$ %&$! M&$&,"m"$! T'&$""8

In the organi4ation where summer?in!plant?management training facility

prevailing then such kind of practices must be adopted so that the student can

learn and again from their practical views.

=:


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S!"%8 * R"9'u!m"$! &$# S""9!*$

+ompany should follow all the steps of recruitment and election for the

selection of the candidates. election process should be less time consuming.

I$!"';"?

0he interview should not be boring, monotonous. It should be made

interesting. 0here must be proper communication between the Interviewer and

the Interviewee any the time of interview.

E;&u&!*$ &$# C*$!'*

@valuation and control of recruitment and election should be done fair

judgment.

M"!+*#8

*ethods used for selection of candidates should be done carefully and

systematically.

&' S""9!*$

==


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0he attainment of goals and objective of any organi4ation depend on the type

and 8uality of its manpower. 0o have right type of men at right job and at right

time, the recruitment and election procedure should be fair and impartial.

/'*u% D89u88*$ *' b"!!"' &88"88m"$!

0his is indeed an important suggestion and authorities concerned should

immediately look into it and try to implement it.

=C


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T+" P'*b"m8 &$# Lm!&!*$8 * !+" S!u#

@ven though every effort has been done to minimi4e the variations and

present a factual picture with the help of statistical method, but still there are some

limitations3 !

Availability of less time in meager economical support also acted as a

constraint towards improving the 8uality of the report.

Due to busy schedule of the "# 5fficers, they were not able to give more

time and attention.

+ertain important information was kept secret& this is because of the reason

certain hypothesis were taken.

0he respondents may not have marked all responses honestly, being

apprehensive of adverse management reaction.

=


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CONCLUSION

Based on the analysis through the 8uestionnaire responses the following is the

conclusion of the study.

0he organi4ation follows the rules and regulation involved in their #ecruitment

and election (rocedure of the organi4ation. "owever, there is some scope for

improvement with regard to following3

1. 0he managers are fully satisfied with the existing #ecruitment and election

procedure.

$. 0he recruitment and election procedure should not be lengthy.

-. 0o some extent a clear picture of re8uired candidates should be made in

order to search for appropriate candidates.

2. 0he #ecruitment and election procedure should be impartial.

CE


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E.LIO/RAPH

www.google.com

www.managementparadise.com

www.naukri.com

www.citehr.com

www.wikipedia.com

www.hr.com

C$

http://www.google.com/http://www.managementparadise.com/http://www.naukri.com/http://www.citehr.com/http://www.wikipedia.com/http://www.hr.com/http://www.google.com/http://www.managementparadise.com/http://www.naukri.com/http://www.citehr.com/http://www.wikipedia.com/http://www.hr.com/


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ANNEURE

C-


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DESTIONN


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=. Do you think the present profile?position will help you to grow individuallyL

a. Kes P Q

b. %o P Q

c. +anMt say P Q

C. 7hich internal source of recruitment is followed by the company and given

more priorityL

a. Internal promotion P Q

b. @mployee referrals P Q

c. 0ransfer P Q

. 7hich source of recruitment is relied upon when immediate re8uirement

arisesL

a. Internal P Q

b. @xternal P Q

1E.7hat would be your primary reasons for leaving the companyL

a. Benefits ; alary P Q

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b. Better


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d. 0eam work P Q

e. 5thers P Q

1-.7hich of the following methods does your company choose for sourcingL

a. +ampus P Q

b. @mployee referrals P Q

c. +onsultants P Q

d. 7alk in P Q

e. Advertisement P Q

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d. Any othersRRRRRRRRR.?

%one of these P Q

19.Do you satisfied with the health welfare and safety schemes of the

companyL

a. trongly satisfied P Q

b. trongly dissatisfied P Qc. 6ittle bit P Q

d. %one of these P Q

1:. Kour suggestion

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

!!!!!!!!!!!!!!!!!!!!!!!!!

Signature of employee

Documents

recruitment and selection COCA-COLA finnalll donnne finallll.docx