Recruitment and Selection Process of IPCA LAB

8/19/2019 Recruitment and Selection Process of IPCA LAB

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RECRUITMENT AND SELECTION

1. Introduction of Recruitment.

2. Definition of Recruitment.

3. Features of Recruitment.

4. Factors Affecting Recruitment.

5. Sources of Recruitment.

6. Introduction of Selection.

7. Meaning of Selection.

. Definition of Selection.

!. "ssentials of Selection.

1#. Significance of Selection.

.

SHREE YOGINDRA SAGAR INSTITUTE OF TECH. AND SCIENCE, RATLAMPage 1


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RECRUITMENT

INTRODUCTION

Recruitment refers to t$e %rocess of attracting& screening& selecting& and on 'oarding a

(ualified %erson for a )o' . At t$e strategic le*el it ma+ in*ol*e t$e de*elo%ment of

an em%lo+er 'rand ,$ic$ includes an -em%lo+ee offering-.

$e stages of t$e recruitment %rocess include/ )o' anal+sis and de*elo%ing a %erson

s%ecification0 t$e sourcing of candidates '+ net,or ing &ad*ertising & or ot$er searc$ met$ods0

matc$ing candidates to )o' re(uirements and screening indi*iduals using testing s ills or %ersonalit+ assessment 0 assessment of candidates- moti*ations and t$eir fit ,it$

organisational re(uirements '+ inter*ie,ing and ot$er assessment tec$ni(ues. $e

recruitment %rocess also includes t$e ma ing and finalising of )o' offers and t$e induction

and on'oarding of ne, em%lo+ees.

De%ending on t$e si e and culture of t$e organi ation recruitment ma+ 'e underta en in

$ouse '+ managers& $uman resource generalists and or recruitment s%ecialists. Alternati*el+

%arts of all of t$e %rocess mig$t 'e underta en '+ eit$er %u'lic sector em%lo+ment agencies&

or commercial recruitment agencies& or s%ecialist searc$ consultancies.

DEFINITION OF RECRUITMENT :

$e definition of recruitment are as follo,s/

According to Yoder

Recruitment is a %rocess to disco*er t$e sources of man%o,er to meet t$e

re(uirements of t$e staffing sc$edule and to em%lo+ effecti*e measures for attracting t$at

man%o,er in ade(uate num'ers to facilitate effecti*e selection of an efficient ,or ing

force.8

According to C.B. Mamoria,


http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Social_networkhttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Social_networkhttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Employment


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Recruiting is t$e disco*ering of %otential a%%licants for actual or antici%ated

organi ational *acancies8.

FEATURES OF RECRUITMENT :

$e features of recruitment %olic+ are as follo,ing/

Recruitment is a %rocess or series of action.It is a lin ing acti*it+ as it 'rings em%lo+er and %ros%ecti*e em%lo+ees toget$er.It is a %ositi*e function.

$e 'asic function of recruitment is to locate t$e sources of %eo%le re(uired to meet

t$e )o' re(uirements.It is a %er*asi*e function.Recruitment is a t,o ,a+ function as it ta es 'ot$ recruiter and recruits toget$er.

FACTORS AFFECTIN RECRUITMENT :

$e factors affecting recruitment are/

Si e of t$e organi ation.$e em%lo+ment condition in t$e communit+ ,$ere t$e organi ation is located.$e effect of %ast recruiting efforts ,$ic$ s$o, t$e organi ation9s a'ilit+ to locate

and ee% good %erforming %eo%le.:or ing condition and salar+ and 'enefit %ac ages offered '+ t$e organi ation ,$ic$

ma+ influence turno*er and necessitate future recruitingRate of gro,t$ of organi ation.

$e le*el of seasonalit+ of o%erations and future e;%ansion and %roduction

%rogrammers.


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SOURCE OF RECRUITMENT :

"*er+ organi ation $as t$e o%tion of c$oosing t$e candidates for its recruitment %rocessesfrom t,o inds of sources/ internal and e;ternal sources. $e sources ,it$in t$e organi ation

itself li e transfer of em%lo+ees from one de%artment to ot$er& %romotions to fill a %osition

are no,n as t$e internal sources of recruitment. Recruitment candidates from all t$e ot$er

sources li e outsourcing agencies etc. are no,n as t$e e;ternal sources of recruitment.



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!" INTERNAL SOURCE OF RECRUITMENT :

$e internal sources of recruitment are/

a. #romotion$ / =romotion means to gi*e a $ig$er %osition& status& salar+ and

res%onsi'ilit+ to t$e em%lo+ee. So& t$e *acanc+ can 'e filled '+ %romoting a suita'le

candidate from t$e same organi ation.%. Tran$&er$/ ransfer means a c$ange in t$e %lace of em%lo+ment ,it$out an+ c$ange

in t$e %osition& status& salar+ and res%onsi'ilit+ of t$e em%lo+ee. So& t$e *acanc+ can

'e filled '+ transferring a suita'le candidate from t$e same organi ation.c. #re$ent #ermanent Em'(o)ee$ : >rgani ations consider t$e candidates from t$is

source for $ig$er le*el of )o's due to a*aila'ilit+ of most suita'le candidates for )o's

relati*el+ or e(uall+ to e;ternal sources& to meet t$e trade union demands and due to

t$e %olic+ of t$e organi ation to moti*ate t$e %resent em%lo+ees.d. #re$ent tem'orar)*ca$+a( Em'(o)ee$ / >rgani ations find t$is source to fill t$e

*acancies relati*el+ at t$e lo,er le*el o,ing to t$e a*aila'ilit+ of suita'le candidates

or trade union %ressures or in order to moti*ate t$em on %resent )o'.

e. Retrenc ed or Retired Em'(o)ee$ / "m%lo+ees retrenc$ed due to lac of ,or aregi*en em%lo+ment '+ t$e organi ation due to o'ligation& trade union %ressure etc.

Sometimes t$e+ are re em%lo+ed '+ t$e organi ation as a to en of t$eir lo+alt+ to t$e

organi ation or to %ost%one some inter%ersonal conflicts for %romotion.&. De'endent$ o& Decea$ed, Di$a%(ed, retired and 're$ent em'(o)ee$ / Some

organi ations function ,it$ a *ie, to de*elo%ing t$e commitment and lo+alt+ of not

onl+ t$e em%lo+ee 'ut also $is famil+ mem'ers.



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MERITS OF INTERNAL RECRUITMENT:

$e 'enefits ad*antages merits of using internal sources of recruitment/

It is time sa*ing& economical& sim%le and relia'le.$ere is no need of induction training 'ecause t$e candidate alread+ no,s

e*er+t$ing a'out t$e organi ation& t$e ,or & t$e em%lo+ee& t$e rules and regulations&

etc.It moti*ates t$e em%lo+ees of ,or $ard in order to get $ig$er )o's in t$e same

organi ation.It increases t$e morale of t$e em%lo+ees and it im%ro*es t$e relations in t$e

organi ation.It reduce e;ecuti*e turno*er.It de*elo%s lo+alt+ and a sense of res%onsi'ilit+.

DEMERITS OF INTERNAL RECRUITMENT :

$e limitations demerits of using internal sources of recruitment/

It %re*ents ne, 'lood from entering t$e organisation. ?e, 'lood 'rings inno*ati*e

ideas& fres$ t$in ing and d+namism into t$e organi ation.It $as limited sco%e 'ecause it is not %ossi'le to fill u% all t+%es of *acancies from

,it$in t$e organi ation.$e %osition of t$e %erson ,$o is %romoted or transferred ,ill 'e *acant.$ere ma+ 'e 'ias or %artialit+ in %romoting or transferring %ersons from ,it$in t$e

organi ation.$ose ,$o are not %romoted ,ill 'e un$a%%+.$e rig$t %erson ma+ 'e %romoted or transferred onl+ if %ro%er confidential re%orts of

all em%lo+ees are maintained. $is in*ol*es a lot of time& mone+ and energ+.



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-" E TERNAL SOURCE OF RECRUITMENT :

$e e;ternal sources of recruitment are/

!. #ri/ate Em'(o)ment Agencie$*Con$+(tant$ / =u'lic em%lo+ment agencies or consultants

li e A@<


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7. Trade Union$ / Benerall+ unem%lo+ed or underem%lo+ed %ersons or em%lo+ees see ing

c$ange in em%lo+ment %ut a ,ord to t$e trade union leaders ,it$ a *ie, to getting suita'le

em%lo+ment due to latter ra%%ort ,it$ t$e management.

8. #+%(ic Ad/erti$ement$ / $e =ersonnel de%artment of a com%an+ ad*ertises t$e *acanc+

in ne,s%a%ers& t$e internet& etc. $is ad*ertisement gi*es information a'out t$e com%an+& t$e

)o' and t$e re(uired (ualities of t$e candidate. It in*ites a%%lications from suita'le

candidates. $is source is t$e most %o%ular source of recruitment. $is is 'ecause it gi*es a

*er+ ,ide c$oice. Co,e*er& it is *er+ costl+ and time consuming.

9. Cam'+$ Recr+itment / $e organi ation conducts inter*ie,s in t$e cam%uses of

Management institutes and "ngineering


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MERITS OF E TERNAL RECRUITMENT :

$e 'enefits merits ad*antages of using e;ternal sources of recruitment/

It encourages +oung 'lood ,it$ ne, ideas to enter t$e organi ation.It offers ,ide sco%e for selection. $is is 'ecause a large num'er of suita'le

candidates ,ill come for t$e selection %rocess.";%ertise and e;%erience from ot$er organi ations can 'e 'roug$t.=eo%le $a*ing t$e re(uisite s ill& education and training can 'e o'tained.It is a*aila'le to e*en ne, enter%rises.

$ere are less c$ances of 'ias or %artialit+.Cere t$ere is no need to maintain confidential records.

DEMERITS OF E TERNAL RECRUITMENT :

$e demerits limitations of using e;ternal sources of recruitment/

It is *er+ costl+. $is is 'ecause ad*ertisements& test& medical e;amination etc.& $as to

'e conducted.

It is *er+ time consuming. $is is 'ecause t$e selection %rocess is *er+ lengt$+.$e em%lo+ees 'eing unfamiliar ,it$ t$e organi ation& t$eir orientation and training is

necessar+.It ma+ not de*elo% lo+alt+ among t$e e;isting managers.

$e e;isting managers ma+ lea*e t$e organi ation if outsiders are gi*en $ig$er %ost.

SHREE YOGINDRA SAGAR INSTITUTE OF TECH. AND SCIENCE, RATLAMPage !


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SELECTION

INTRODUCTION

Selection is t$e ne;t ste% after recruitment. $eos A anglie ,rites& $e manager9s concern

,it$ tec$ni(ues of %ersonal selection is t$at t$e+ are so designed and administered t$at t$e+

%ro*ide t$e 'asis for effecti*e and economical manning of )o's in t$e organisation.8

A manager is not a tec$nician 'ut $e must 'e %re%ared to understand selection tec$ni(ues. I

must 'e a,are of t$e e;tent to ,$ic$ t$e organisational o')ecti*es are 'eing ac$ie*ed '+ t$is

function and t$e nature of measuring indi*idual differences.

Ce must 'e ca%a'le of intelligentl+ a%%ro*ing %erformance criteria and standards. Ce s$ould

'e a,are of t$e im%ortance of t$e %ersonal researc$ function and %ro*ide essential su%%ort to

it. A%art from t$is& it is necessar+ t$at em%lo+ment %olic+ is also realistic. $e %olic+ t$at

calls for t$e em%lo+ment onl+ of t$ose ,$o $a*e a %otential e;%ected to rise to $ig$ %ositions

,ill 'e (uite unrealistic.

$e %olic+ must recognise t$e limitations of selection tec$ni(ues ta ing into account t$e

significance of a*erages& *aria'ilit+ errors of s+stem and attem%t to lea*e t$e mass of ,or ers

,it$ some %ro%oration of $ig$er e;%ected indi*iduals.

$e %rocedure of selection is concerned ,it$ securing of rele*ant information a'out an

a%%licant. $ere are a num'er of ste%s in*ol*ed in t$is %rocess. At eac$ suc$ ste% some

candidates are dro%%ed and t$e remaining mo*e on. $is is t$e reason t$at some aut$ors $a*e

nic named t$e %rocess of selection as t$e %rocess of re)ection.

ualified a%%licants go on to t$e ne;t $urdle& ,$ile t$e un(ualified are eliminated. Eoont

>9Donnell and :ei$ric$ ,rite& Selecting a manager is c$oosing logicall+ from among t$e

candidates t$e one t$at 'est meets t$e %osition re(uirements. In t$e selection a%%roac$

a%%licants are soug$t to fill %osition ,it$ rat$er s%ecific re(uirements.8

SHREE YOGINDRA SAGAR INSTITUTE OF TECH. AND SCIENCE, RATLAMPage 1"


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According to @lum and ?+lor An effecti*e selection %rogramme is a non random %rocess

'ecause t$ose selected $a*e 'een c$osen on t$e 'asis of t$e assum%tion t$at t$e+ are more

li el+ to 'e 'etter em%lo+ees t$an t$ose ,$o $a*e 'een re)ected.8

Regarding selection %rocedure t$e o'ser*ations of ?ational International


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E$$entia($ o& a Se(ection #roced+re /

$e selection %rocedure s$ould 'e %lanned in suc$ a ,a+ t$at it suits t$e organisation9s needs.

$e =rocedure ,ould 'e Successful if it satisfies t$e follo,ing Re(uirements/

i $ere s$ould 'e sufficient num'er of a%%licants from ,$om t$e re(uired num'er of

candidates ma+ 'e selected. $e selection ,ill not 'e %ro%er if num'er of candidates is

ii $ere s$ould 'e some %erson ,$o is assigned t$e aut$orit+ to select. $e aut$orit+ is

gi*en on t$e 'asis of t+%e of %ersons to 'e selected and t$e nature of ,or t$e+ ,ill ta e u%.

iii $ere s$ould 'e some standard ,it$ ,$ic$ a %ros%ecti*e em%lo+ee ma+ 'e com%ared

i.e. t$ese s$ould 'e a*aila'le 'efore$and a com%re$ensi*e )o' s%ecification as de*elo%ed '+

)o' anal+sis.

Signi&icance o& Se(ection #roced+re /

$e success of an organisation de%ends on t$e %ersonnel ,or ing t$erein. If rig$t %ersons are

selected& t$en organisational goals can 'e easil+ ac$ie*ed. $e selection of ,rong %ersonnel

ma+ create man+ %ro'lems for t$e organisation. raining needs of suc$ em%lo+ees ,ill 'e

more& resulting into additional e;%enditures.

$e em%lo+er em%lo+ee relations ma+ not 'e congenial. A rig$t %erson is an asset for t$e

organisation ,$ereas a ,rong selection ma es $im a lia'ilit+. Selection %rocedure s$ould 'e

de*ised in suc$ a ,a+ t$at rig$t %ersons are selected and ,rong ones are re)ected.

$e selection %rocedure s$ould 'e de*ised in suc$ a manner t$at all rele*ant informationconcerning t$e a%%licant is made a*aila'le. :$et$er t$e %rocedure is sim%le or com%licated

de%ends on t$e nature of t$e )o'. $e candidate ,ill 'e selected after $e clears all t$e $urdles.

$e a%%licant s$ould neit$er 'e o*er (ualified nor under (ualified for t$e %ost.



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RATIONALE OF T


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COM#ANY #ROFILE

1. Introduction to %$armaceutical com%an+.

2. o% 2# %u'licall+ listed ife Science


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INTRODUCTION

$e =$armaceutical industr+ in India is t$e ,orld-s t$ird largest in terms of *olume and

stands 14t$ in terms of *alue. According to De%artment of =$armaceuticals& Ministr+ of


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Ran4 Com'an)Re/en+e -=!!

>USD mi((ion$"

Re/en+e -=!-

>USD mi((ion$"

1 A''ott India ltd 134 .51

2 Ran'a;+ 1327.56 5&6 7.33

3 Dr. Redd+-s a'oratories 117 5&25 . #

4 u%in td !2!. 4 4&527.12

5 Auro'indo =$arma 65.1! 4&22!.!!

6 Da'ur 7##.3

7 Sun =$armaceutical 673.!! 1&! 5.7


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13 :oc $ardt 3 1.23

14 orrent =$armaceuticals 3 #.2

15 Sterling @io 35 .1

16 @iocon 34#.3

17>rc$id


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INTRODUCTION OF I#CA LAB LTD

I%ca a'oratories is an international %$armaceutical com%an+ 'ased in Mum'ai & India. It isalso one of t$e largest su%%liers of t$ese A=Is and t$eir intermediates ,orld o*er. It %roduces

more t$an 15# formulations t$at include oral li(uids& ta'lets& dr+ %o,ders& and ca%sules. $e

*arious inds of drug intermediates t$at t$e com%an+ manufactures include $eo 'romine&

Acet+lt$io%$ene& and = @romo oluene and %romotes o*er 36 countries of Asia&Africa .&

Including


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M+m%ai "

Fo+nder>$" ?.B. Me (a,Dr. N.S. Ti%ra@a(a

US -3= mi((ion"

Em'(o)ee$ 8,==! >-=!!"

S+%$idiarie$ CC#L So&t@are, I'ca Traditiona( Remedie$

e%$ite @@@.i'ca(a%$.com


http://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Ticker_symbolhttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/bseplus/StockReach/AdvanceStockReach.aspx?scripcode=524494http://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://www.nseindia.com/marketinfo/companyinfo/companysearch.jsp?cons=IPCALAB&section=7http://en.wikipedia.org/wiki/Pharmaceutical_industryhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Managing_Directorhttp://en.wikipedia.org/wiki/Managing_Directorhttp://en.wikipedia.org/wiki/Pharmaceuticalhttp://en.wikipedia.org/wiki/Pharmaceuticalhttp://en.wikipedia.org/wiki/Drugshttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/Subsidiaryhttp://www.ipcalabs.com/http://en.wikipedia.org/wiki/Indian_rupeehttp://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Ticker_symbolhttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/bseplus/StockReach/AdvanceStockReach.aspx?scripcode=524494http://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://www.nseindia.com/marketinfo/companyinfo/companysearch.jsp?cons=IPCALAB&section=7http://en.wikipedia.org/wiki/Pharmaceutical_industryhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Managing_Directorhttp://en.wikipedia.org/wiki/Managing_Directorhttp://en.wikipedia.org/wiki/Pharmaceuticalhttp://en.wikipedia.org/wiki/Drugshttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/Subsidiaryhttp://www.ipcalabs.com/


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#remc and od a

C airman Managing

Director

A it ?+mar ain

oint Managing Director

#rana) od a

E0ec+ti/e Director

#ra$ ant od a

E0ec+ti/e Director

Mad +4ar R. C and+r4ar

Director

Ba%+(a( ain

Director

Dr. ;. ;. S+%%a Rao

Director

Anand T. ?+$re

Director

De/ #ar4a$ Yada/a

Director

Dr. Rama4anta #anda

Director

FINANCIAL ANALYSIS .


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#artic+(ar$ -==8 =9 -==9 != -=!= !! -=!! !- -=!- !1

Domestic Income P 5!5.1 75!.42 64.43 !4#.32 1# 1.##

";%orts Income 6 #.3! #6.# 1#25.1 14#1.!7 1716.#

Tota( Income G !,-75.57 !565.5= !889.6! -13-.98 -797.=8"arnings @efore Interest&

De%reciation J a; Q 27#.#1 Q 344.65 Q 3 4.24 Q526.4# Q63!.!5

=rofit @efore a; 124.65 271.73 343.7# 36 .!4 461.37

Net #ro&it A&ter Ta0 H 9!.-- -=9.!9 -55.17 -8=.!7 11!.19

S$are " !!= !3= !6= !6= -==

Earning$ #er S are > ." 16.11 H !6.75 -=.16 --.-1 -6.-7

@oo Nalue =er S$are Rs. 255.51 6!. 6 3. 4 1##.#6 124.4#



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#ROCEDURE OF RECRUITMENT IN I#CA

$e recruitment %rocess consists of follo,ing ste%s/

Recruitment %rocess generall+ starts ,$en t$e %ersonnel de%artment recei*es

re(uisition for recruitment from an+ de%artment t$e com%an+.ocating and de*elo%ing t$e sources for recruitment.

Identif+ing t$e %ers%ecti*e candidate.


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#ROCEDURE OF SELECTION IN I#CA

Selection is a %rocess of c$oosing rig$t %erson for t$e rig$t )o'. $e selection %rocess

consists of a series of ste%s or tec$ni(ues as follo,s/

1. o% Ana()$i$: $e first ste% in selection %rocess is anal+ ing t$e )o'. Oo' anal+sis

consists of t,o %arts/

a Oo' Descri%tion& and

' Oo' S%ecification.

2. Ad/erti$ing t e o% / $e ne;t ste% is to ad*ertise t$e )o'. $e )o' can 'e ad*ertisedt$roug$ *arious media. $e rig$t details a'out t$e )o' and t$e candidate must 'e

gi*en in t$e ad*ertisement.

3 Initia( Screening / $e initial screening can 'e done of t$e a%%lications and of t$e

a%%licant. suall+& a )unior e;ecuti*e does t$e screening ,or . At t$is stage& t$e

e;ecuti*e ma+ c$ec on t$e general %ersonalit+& age& (ualifications& famil+

'ac ground of t$e candidate. $e candidate ma+ also 'e informed of salar+& ,or ing

conditions& etc.

4. A''(ication B(an4 / It is a %rescri'ed form of t$e com%an+ ,$ic$ $el%s to o'tain

information a'out candidate in res%ect of social& 'iogra%$ic& academic& ,or

e;%erience& references& etc. $e a%%lication 'lan $el%s to L

It %ro*ides in%ut for t$e inter*ie,.It %ro*ides 'asis to re)ect candidates if t$e+ do not meet eligi'ilit+ criteria& suc$ as

e;%erience& (ualifications& etc.

5. Te$t$: Narious tests are conducted to )udge t$e a'ilit+ and efficienc+ of t$e candidates.

$e t+%e of tests de%ends u%on t$e nature of )o'. An im%ortant ad*antage of testing is

t$at it can 'e administered to a large grou% of candidates at a time and sa*es time and

cost.

$e *arious tests are/ a =ersonalit+ test& ' Intelligence test& c =erformance test&

d Stress test& etc.



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6. Inter/ie@ / It is face to face e;c$ange of *ie,s& ideas and o%inions 'et,een t$e

candidate and inter*ie,er s . $ere are *arious t+%es of inter*ie,s suc$ as / a =anel

Inter*ie,& ' Indi*idual Inter*ie,& c Brou% Inter*ie,& d Stress Inter*ie,& e ";it

Inter*ie,.

7. Re&erence C ec4 / A candidate ma+ 'e as ed to %ro*ide references from t$ose ,$o

are ,illing to su%%l+ or confirm a'out t$e a%%licant9s %ast life& c$aracter and

e;%erience.

. Medica( C ec4 / Medical e;amination of t$e candidates is underta en 'efore t$e+

)oin t$e firm in order to

! . Fina( Inter/ie@ / @efore ma ing a )o' offer& t$e candidates ma+ 'e su')ected to one

more oral inter*ie, to find out t$eir interest in t$e )o' and t$eir e;%ectations. At t$is

stage& salar+ and ot$er %er s ma+ 'e negotiated.

1#. o% O&&er/ $is is t$e most crucial and final ste% in selection %rocess. A ,rong

selection of a candidate ma+ ma e t$e com%an+ to suffer for a good num'er of +ears

and t$e loss is incalcula'le.


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RESEARC< MET A?A GSIS

3. Findings.

4. uestionnaire for Manager.

5. uestionnaire for "m%lo+ees.

6.


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DATA USED

$ere ,ere mainl+ t,o sources of data collection

#rimar) data:o Sur*e+ met$odo =ersonal inter*ie, ,it$ candidateso In de%t$ con*ersation ,it$ t$e %lacement agenc+

Secondar) data:o Stud+ of recruitment %olic+o :e'siteso =u'lis$ed articles

Re$earc met odo(og) +$edo Stud+ of recruitment and selection at I=


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S OT ANALYSIS

Strengt

1. :orld,ide %resence in t$e anti malaria segment ,it$ almost a

t$ird of s$are in t$e mar et

2.


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31/44

DATA ANALYSIS

INCLUDIN O#INION SUR;EY OF E ECUTI;ESSTAFF*EM#LOYEE RE ARDINDIN

RECRUTIMENT AND SELECTION #OLICY

MAN#O ER #OSITION

IN T A

2##5 # 2## 1#4 414

2##6 2 2## 1#! 426

2##7 2 2#2 1#! 42

2## 1 1! 11# 431

2##! 1 1!5 12# 44#

2#1# 75 1 6 115 413

2#11 76 1!# 11 43!

2#12 7 1!2 13# 464

2#13 76 1 134 464

2#14 !# 212 15# 452

From t$e a'o*e ta'le it is s$o,n t$at increase in recruitment of man%o,er is 'ased on

a*aila'ilit+ of =ro)ects and di*ersification of 'usiness. At t$e saturation %oint of one 'usiness

it di*ersifies to anot$er 'usiness ,$ic$ is $ig$l+ re(uired for a 'usiness $ouse. $ere is a



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little 'it effect of non a*aila'ilit+ of =ro)ects and di*ersification of 'usiness on man%o,er

%ositions. In t$is ,a+ I=


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M=ARA IN" S A "M"? >F MA?=>:"R =>SI I>? J =R>FI A@I I G >FC" >RBA?ISA I>?S SI?G""

(In RS.)

2##7 42 24!.47 5 2 7

2## 431 1!5.11 4526!

2##! 44# 225.73 5!3#2

2#1# 413 2 #.35 67 1

2#11 43! 1!2.37 43 2#

2#12 464 242.27 52213

2#13 464 215.15 46362

2#14 3 3 1 #.22 47#54

It is clear from t$e a'o*e ta'le t$at ,$en recruitment of man%o,er increases %rofita'ilit+ of

t$e organisation decreases and ,$en recruitment of man%o,er decreases %rofita'ilit+ of t$e

organisation increases. So it is clearl+ understood t$at cost 'enefit anal+sis is not done

%ro%erl+ 'efore recruitment or creation of a %osition in t$e organisation.



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35/44

RESULT

$e results are as follo,s/

o Recruitment is done t$roug$out t$e +ear more during t$e mont$s of Ma+ Oune

and >ct ?o*0o Cuge in*estment of time0o Cuge recruitment cost0

o %ursue t$ese& I ,ould 'e going t$roug$ t$e recruitment %olicies of t$e com%an+. @+ acti*e

%artici%ation in t$e recruitment %rocess& t$e areas ,$ere im%ro*ement can 'e 'oug$t a'outcan 'e identified.

$us t$e ,$ole researc$ ,ould 'e done under t$e guidance of e;ternal guide. It ,ill also

in*ol*e recruitment and selection %rocesses& reading t$e material %ro*ide internall+ '+ t$e

organi ation& information from t$e ne, em%lo+ees.



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CONCLUSION

:it$out $uman resources& no organi ation can ac$ie*e its goals. Among all t$e resources inorgani ation& $uman resource is t$e most im%ortant. It regards to t$e management of $uman

resource in organi ations. It consists of different %rocesses and %olicies ,$ic$ ma e t$e

$uman resource satisfied and moti*ated to t$eir ,or s. It is Cuman resource management

t$at 'rings great success to t$e organi ation.

Since its %rimiti*e 'eginnings& $uman resource management $as 'een successful to attract t$e

managers. Interest in Cuman Resource Management is continuousl+ rising& due to t$e *arious

reasons. In conclusion& causes of t$e rising interest in Cuman Resource Management can 'e

listed as/

1. Managing $uman resources is one of t$e e+ elements in t$e co ordination and

management of ,or .2. Cuman Resource Management is different from t$e traditional %ractice of %ersonnel

management.3. Cuman Resource Management re%resents a ,ider conce%tion of t$e em%lo+ment

relations$i% to incor%orate on ena'ling and de*elo%mental role for indi*idual

em%lo+ee.4. Cuman Resource Management can 'e *ie,ed as t$e %art of strategic managerial

function in t$e de*elo%ment of 'usiness %olic+.

Cuman Resource Management re%resents t$e %ersonnel management and industrial relations.



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SU ESTIONS

.Fres$ re(uisition re(uires a%%ro*al and not re%lacement.

1. $e Data @an s s$ould 'e com%uterised.

2. $e dead


38/44

LIMITATIONS

$e stud+ on recruitment and selection %ractices at I=


39/44

ANNE URE !

JUESTIONNAIRES FOR MANA ERS

1. :$ic$ of t$e follo,ing recruitment met$ods and t$e %rocedure follo,ed for recruitment of mac$ine o%erator in I=


40/44

c ,ritten test

d %ractical test

e an+ ot$er

6. :$at are t$e constraints do +ou face ,$ile selecting t$e candidatesT

a :$at is t$e num'er of candidates a%%lied in last e;erciseT

' ?o . of candidates called for inter*ie,T

c ?o of candidates a%%eared for selection e;erciseT

d ?o. of candidates turns u% after selectionT

e ?o. of candidates )oins t$e organi ation after selectionT

f ?o. of candidates continued 'e+ond one +ear in t$e organi ation after

)oiningT

7. According to +ou& ,$at ma+ 'e t$e reasons for not getting good res%onse to +our recruitment met$odsT

. According to +ou& ,$at ma+ 'e t$e reasons for not )oining after selection of

candidatesT



41/44

JUESTIONNAIRE FOR EM#LOYEES

1. :$ic$ of t$e follo,ing met$ods of recruitment did +ou use for +our recruitmentT

a "m%lo+ee referrals

' Ad*ertisement in local national %a%ers

c Bo*t. "m%lo+ment e;c$ange

d =rofessional )ournals

e =rofessional 'odies

f Recruitment consultants

2. Co, muc$ time did t$e com%an+ ta e to res%ond to +our a%%licationT

a ess t$an 5 da+s

' 5 1# da+s

c 11 15 da+s

d 15 2# da+s

e More t$an 2# da+s

3. :$ic$ of t$e follo,ing met$ods of selection did +ou face for +our selectionT

a a%titude test

' %ersonal inter*ie,

c ,ritten test

d %ractical test SHREE YOGINDRA SAGAR INSTITUTE OF TECH. AND SCIENCE, RATLAM

Page 41


42/44

e an+ ot$er

4. :$at is t$e %ercentage of ,eig$t age do +ou t$in t$e com%an+ $as gi*en to t$e

follo,ing factors in +our selection/

a a%titude test


c ,ritten test

d %ractical test

5. :$at ,as t$e time ta en for eac$ e;erciseT

a a%titude test


c ,ritten test

d %ractical test

e an+ ot$er

6. :$at ,as t$e time ta en to send +ou offer letterT

7. :$at is t$e e;tent of +our satisfaction ,it$ recruitment %rocedure follo,ed '+ I=


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a UUUUUUUUUUUU..

!. Do +ou $a*e an+ suggestion for recruitment %rocedureT

a UUUUUUUUUUUU..

' UUUUUUUUUUUU..

c UUUUUUUUUUUU..

1#. Do +ou $a*e an+ suggestion for selection %rocedureT

a UUUUUUUUUUUU..

' UUUUUUUUUUUU..

c UUUUUUUUUUUU..



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BIBLIO RA#

Documents

Recruitment and Selection Process of IPCA LAB