PROJECT REPORT ON

“AN ANALYSIS OF RECRUITMENT AND SELECTION PROCESS

AT DABUR INDIA LIMITED”

PROJECT (BBA-607)

SUBMITTED TO

CHAUDHARY CHARAN SINGH UNIVERSITY, MEERUT

FOR THE PARTIAL FULFILLMENT OF THE DEGREE OF

BACHELOR IN BUSINESS ADMINISTRATION

––

Under the Guidance of: Submitted by:

MS. DIVYANSHU CHAUHAN Student Name – Simran
Assistant Professor Roll No- 191117105114
BBA Department
GLBIM Greater Noida
 PROFORMA FOR APPROVAL OF BBA MAJOR PROJECT (BBA-607)

1. Roll No. …………………………………………………….

2. Name of the student
3. E-mail:
4. Mob. No.
5. Title of the Major Project
2. Name of the Mentor

For Office Use Only:

Signature of the
Mentor

Approved Not Approved Date:

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Suggestions (if any) :-

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 TABLE OF CONTENT

SR. NO. PARTICULARS Page no.

1. INTRODUCTION TO TOPIC 1-10
1.1 BRIEF DESCRIPTION OF RECRUITMENT

1.2 BRIEF DESCRIPTION OF SELECTION

2. INTRODUCTION TO ORGANISATION 11-31

2.1 DABUR OVER THE YEARS

2.2 QUALITY OF OBJECTIVE

2.3 IMPORTANT STRATEGY ADOPTED

2.4 MORE INFORMATION ABOUT ORGANIZATION

2.5 DETAIL DESCRIPTION OF HRIS AND ITS

SELECTION PROCEDURE

2.6 HRIS PRACTICES AT DABUR

3. METHODOLOGY 32-59
3.1HR FUNCTIONS AND DEPARTMENTS

3.2RECRUITMENT AND INTERVIEWING PROCESS

3.3COMMON PITFALLS OF RECRUITMENT

4. LIMITATIONS 60
5. RESEARCH METHODOLOGY 61
6. ANALYSIS & GRAPHICAL DATA INTERPRETATION 62-70
7. CONCLUSION 71-72
8. FINDINGS AND SUGGESTIONS 73-75
9. BIBLIOGRAPHY

10. QUESTIONNAIRE
 ACKNOWLEDGEMENT

I am very grateful to my project (BBA-607) Mentor MS.

DIVYANSHU CHAUHAN, for giving her valuable time and
constructive guidance in preparing the report for project guide. It
would not have been possible to complete this project guide in
short period of time without her kind encouragement and valuable
guidance.

PLACE:
DATE:

SIGNATURE
 DECLARATION

I Simran Roll No. 191117105114 Student of BBA VIth Semester, Year 2019-22
hereby declare that the Research Project Report is titled “AN ANALYSIS OF
RECRUITMENT AND SELECTION PROCESS AT DABUR INDIA LIMITED”
being submitted in partial fulfillment for the award of BBA degree by Simran is
my original work of Research and it has not been submitted to G.L. Bajaj
Institute of Management Greater Noida for the award of any degree.

Date……………
Place…………...

Simran

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 Knowledge Park III, Greater Noida, Dist. G.B Nagar U.P India Pin- 201306

Dated:

CERTIFICATE OF ORIGINALITY

This is to certify that Mr./ Ms. Simran is a bonafide student of this institute (BBA
2019-22), has undertaken this “AN ANALYSIS OF RECRUITMENT AND
SELECTION PROCESS AT DABUR INDIA LIMITED” As part of his/her major
project for the partial fulfilment of the award of Bachelors of Business
Administration degree from CCS University, Meerut (U.P).
As per best of my knowledge this project work is an original piece of work and
has not been submitted or published elsewhere.
I wish him/her all the best for his/her bright future ahead.

Principal

GLBIM

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 PREFACE

Quality without creativity is meaningless. As change grow ever more

unpredictable creativity is rapidly becoming recognized a core

management skill.

Today’s business environment demands that managers’ posses a

wide range of knowledge skills and competencies, as well as sound

understanding of management process and function. Managers need

to be able to make best use of their time, talent and of their people of

work with and through other to achieve corporate objectives. They also

need to demonstrate their ability not merely to solve problems, but to

transform them and design ways through them.

This report concerns job satisfaction level and organizational climate,

which are the important function in every Organization.

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 EXECUTIVE SUMMARY

As in case of any other functional area like marketing, production or finance, the
work personnel department has also to be planned. Planning in the personnel
area is mainly concerned with crystallizing from where the right type of people
can be secured for future anticipated vacancies.

Manpower planning is the process by which management determines how the

organization should move from its current manpower position to its desired
manpower position. Through planning, management strives to have the right
number and the right kinds of people, at the right places, at the right time, doing
things, which result in the growth and success of both- the organization and the
individual. The manpower planning is one of the basic steps in the recruitment
and selection procedure.

Recruitment and Selection is the process wherein the organisation finds the best
candidate among the vast array of candidates. The function that locates the
sources where from the required human resources can be available and to
attract them towards the organisation is known as recruitment.

Selection can be defined as the process wherein the organisation has to select a
small lot of people who are useful to the organisation in terms of their capabilities
and their qualifications. The main aim of organisation at this stage is to have a
well-equipped manpower efficient enough to handle all the tasks gracefully.

This project entitled "Recruitment and Selection in Dabur India Ltd (DIL)"
aims at studying the recruitment and selection procedure undertaken at this ever

8
growing organisation. The project gives a brief idea as to how the whole process
works. Every organisation has different policies, at times unique and it is very
rare that the policy of one organisation matches to the policies of another
organisation.

It is true that the success of any organisation depends upon the old dictum: right
person for the right job. At the same time it is all the more important to have
right and tested combination of recruitment and selection policies to attract,
select and appoint a desired lot and replenish it from time to time. The
transformation from a family concern to FMCG industry has tested the
recruitment and selection policies and the organisation. The sustainability and
success of this living legend over hundred years has proved that the strategies
adopted by this multinational are true to its needs and requirement. DIL has a
strong work force of 2,500 employees.

DIL has succeeded over hundred years because it still follows the basic dictum
and is being guided by the vision and the age-old the principles which are
followed religiously.

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 INTRODUCTION TO DABUR

Dabur India Limited came into existence over 100 years ago in 1884 at Calcutta.
The founder, Dr.S.K.Burman, was a practicing allopathic doctor. At that time Malaria,
Cholera and Plague were the common diseases. He was a physician who brought
ayurvedic medicines to the masses of Bengal. Initially established as a proprietary
firm for the manufacture of chemicals and ayurvedic drugs it was later on 19th
November 1930 incorporated as private limited company. Late Shri C.L.Burman, son
of late Dr S.K. Burman and his son late Shri P.C.Burman in the name of Dr
S.K.Burman Pvt.Ltd. to expand the operations by setting up production facilities at
Garia and Narendrapur, West Bengal and Daburgram, Bihar.

Dabur (Dr.S.K.Burman) Pvt. Ltd. was merged with Vidogum and Chemicals Ltd.
w.e.f. 1st July1985 and the amalgamated company was renamed DABUR INDIA
LIMITED and a fresh certificate of incorporation was issued to that effect. In 1970,the
bulk of manufacturing facilities were shifted from West Bengal to Faridabad in
Haryana.

In 1975,vidogum and chemicals were incorporated in technical collaboration with

Unipekin AG (Switzerland) for the manufacture of edible grade and industrial grade
Guargum powder at Alwar in Rajasthan.

In 1977,a modern automated plant was set up in Sahibabad (U.P.) for the
manufacture of Chyawanprash, Asavrishthas, Hair oil, Tooth powders, Hajmola, and
other Ayurvedic specialties. Certification for production of toiletries and food grade
products was issued on 13th October 1986 by the registrar of Delhi and Haryana to
the company, Dabur Private Limited, a closely held Public Limited Company.

It was incorporated as a Private Ltd. Company in the name of Dabur (Dr. S.K.
Burman) Pvt. Ltd. From a humble beginning in 1884, a manufacture of traditional
medicine in Calcutta, Dabur has come a long way to become a multifaceted

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multinational, multi-product, modern Indian corporation with a global presence. It now
enjoys the distinction of being the 2nd largest FMCG Company and is praised to
become a true Indian Multinational.

The main plant was set up in Sahibabad (U.P.) in 1977 for manufacturing of
Chyawanprash, hair oil, tooth powder, hajmola and other ayurvedic medicines and
food products etc. Dabur's main line of business is in the sphere of Health care,
Personal care and Beauty care. Its strength lies in natural and herbal preparations.

Dabur's corporate philosophy has always been ahead of its time. The founder's
initial success was mainly due to his direct main campaigns- a technique that became
very popular nearly a century later. The company was one of the earlier Indian
companies to have fully equipped R & D lab as early as in 1919. Today, the company
has its own mainframes and computers are a way of life here.

Dabur is also an ISO 9002 certified company. The certification was obtained in
1995 by SGS YARSLEY international services Limited U.K. Dabur's revenue today
exceed Rs.800 crores with plans to achieve Rs.2, 000 crores by year 2003. Dabur
has 34,000 shareholders with market capitalization of over Rs.1, 400 crores.

Dabur has 11 manufacturing plants in India and Nepal and a licensee in the
Middle East. It has manufacturing base in Egypt also. The company has over 4,000
employees with around 1,500 looking after sales and marketing functions.

The Indian market is being served through a transactional network of sales

offices and carrying and forwarding agents. The company has its offices in London,
New York and Moscow. Dabur products are being exported to around 50 countries.
Dabur portfolio is exceeding 500 products of FMCG and health care products.

The Board of Directors of Dabur India Limited (DIL) met on July 23, 2003 to
consider the unaudited financials of the company for the first quarter that ended on

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June 30, 2003. Company has recorded a growth of 36 per cent in its net profit per
cent growth in its turnover during April-June 2003.

The turnover of DIL, during the three-month period, has increased to Rs 266
crore to Rs 300 crore while the net profit has increased 11.5 crore to Rs 16 crore
during the same period.

The first quarter results should not be annualized as sales usually improve in
subsequent quarters.

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 RECRUITMENT

Recruitment and selection are the most important functions in an organisation

because with the help of these functions the management selects the best available

candidate from a batch of them. The organisations, in this growing competitive world,

need to have the best of the manpower so as to have an edge over its competitives.

According to Flippo, "Recruitment is the process of searching for prospective

employees and stimulating and encouraging them to apply for jobs in an

organisation."

In the words of Yoder,"Recrutiment is a process to discover the sources of manpower

to meet the requirements of the staffing schedule and to employ effective measured

for attracting that manpower in adequate numbers to facilitate effective selection of

an efficient working force."

The recruitment needs can be classified into-

 Planned.

 Anticipated.

 Unexpected.

Planned need arise from changes in the organisation and retirement policy. These

occur due the expected changes in the organisation so the management can make a

proper policy for it.

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Anticipated need refer to the movements in personnel which an organisation can

predict by studying the trends in the internal and external environments.

Resignations, deaths, accidents and illness result in to the unexpected needs.

FEATURES:

 Recruitment is a process or a series of activities rather than a single

event.

 It is a linking activity as it brings together the employers and employees.

 It is positive process because in this activity the employers want to have

the maximum number of job seekers so as to have a wider scope for

choice ultimately leading in spotting right persons for job.

 It is an important function as it makes it possible to acquire the number

and type of persons required for the effective functioning of the

organisation.

 It is an on going function in all the organisations, but the volume and

nature of recruitment varies with the size, nature and environment of the

organisation.

 It is a complex process because a number of factors affect it --the

nature of the job offered, image of the organisation, organisational

policies, working conditions etc.

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SOURCES OF RECRUITMENT:

The various sources of recruitment are -

 Internal Sources: Include-

 Present Employees who can be transferred or given promotions.

 The retired and retrenched employees who want to return to the

company.

 Dependents and relatives of the deceased and disabled employees.

 External Sources: Consist of-

 Press advertisements.

 Campus Interviews.

 Placement Agencies.

 Recommendations.

 Recruitment at factory gate.

 Employment Exchanges.

During my short stint at DIL, it was observed that the recruitment need of DIL is

diversified. It needs persons who have knowledge of use, processing of natural

ingredients of number of varied products, technical know-how of latest industrial

technical knowledge, and computer applications to pharmaceutical industry to

manual workers. The importance of the process could be understood that the

present work force of DIL is 2,500 employees. Hence, the recruitment and

selection procedure should match the complexities of the need and at the same

should commensurate with the complex need of the organisation.

15
 SELECTION

Selection is the process of choosing the best candidate out of the all the applicants.

In this process, relevant information about the applicants is collected through a series

of steps so as to evaluate their suitability for the job to be filled.

It is the process of matching the qualifications with those required for the job so that

the candidate can be entrusted with the task that matches with his credibility.

It is a process of weeding out unsuitable candidates and finally identifying the most

suitable candidates.

This process divides the candidates into two categories-the suitable ones and the

unsuitable ones. The suitable people prove to be the asset for the organisation.

Selection is a negative process because in this process the management tries to

minimise the number of people at each step so that the final decision can be in the

light of all the factors and at the end of it best candidate is selected. Selected

candidate the has to pass through the following stages-

 Preliminary Interview.

 Application Form.

 Selection Test.

 Selection Interview.

 Physical Examination.

 Reference Check.

 Final Approval.

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  Employment.

Preliminary Interview is the initial screening done to weed out the undesirable

candidates. This is mainly a sorting process in which the prospective candidates are

given the necessary information about the nature of the job and the organisation.

Necessary information about the candidate is also taken. If the candidate is found

suitable then he is selected for further screening else he is dropped. This stage saves

the time and effort of both the company and the candidate. It avoids unnecessary

waiting for the candidate and waste of money for further processing of an unsuitable

candidate.

Application Form is a traditional and widely used device for collecting information

from candidates. This form asks the candidates to fill up the necessary information

regarding their basic information like name, address, references, date of birth, marital

status, educational qualifications, experience, salary structure in previous

organisation and other such information. This form is of great help because the

scrutiny of this form helps to weed out candidate who are lacking in education,

experience or any other criterion provided by the organisation. It also helps in

formulation of questions, which will be asked in the interview. These forms can also

be stored for future references thus maintaining a databank of the applicants.

Selection Tests are being increasingly used in employee selection. Tests are sample

of some aspect of an individual's attitudes, behaviour and performance. It also

provides a systematic basis for comparing two or more persons. The tests help to

reduce bias in selection by serving as a supplementary screening device. These are

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also helpful in better matching of candidate and the job. These reveal the

qualifications, which remain covered in application form and interview.

Selection Interview involves the interaction of the employer and the employee.

Selection involves a personal, observational and face-to-face appraisal of candidates

for employment. It is an essential element of the selection procedure. The information

obtained through application form and test can be crosschecked in the interview.

The applicants who have crossed the above stages have to go through Physical

Examination either by the company's physician or the medical officer approved for the

purpose. The main aim is to ensure that the candidate is physically fit to perform the

job. Those who are found physically unfit are rejected.

The next stage marks of checking the references. The applicant is asked to mention

in his application form the names and addresses of two or three person who know

him well. The organisation contacts them by mail or telephone. They are requested to

provide their frank opinion about the candidate without incurring any

liability. The opinion of the references can be useful in judging the future behaviour

and performance of a candidate.

The executives of the concerned departments then finally approve the candidates

short-listed by the human resource department. Employment is offered in the form of

an appointment letter mentioning the post, the rank, the salary grade, the date by
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which the candidate should join and other terms and conditions in brief. Appointment

is generally made on a probation of one or two years. After satisfactory performance

during this period the candidate is finally confirmed in the job on permanent basis or

regularized.

Selection is an important function as no organisation can achieve its goals without

selecting right persons for the required job. Faulty selection leads to wastage of time

and money and spoils the environment of an organisation. Scientific selection and

placement of personnel can go a long way in building up a stable workforce. It helps

to reduce absenteeism and labour turnover. Proper selection is helpful in increasing

the efficiency and productivity of the enterprise.

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 VISION

"Dedicated to the health and well being of every house hold."

Dabur is a company with a set of established business values, which direct it's
functioning as well as all its operations. The guiding forces for Dabur are the words of its
founder, Dr.S. K. Burman, "what is that life worth that can not give comfort to
others." The Company offers its customers, the products to suit their needs and give
them good values for money. The company is committed to follow the ethical practices in
doing business. At Dabur, nature acts as not only the source of raw materials but also an
inspiration and the company is committed to product the ecological balance.

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 DABUR OVER THE YEARS

More than a century ago, a young doctor started with a vision to provide
innovative and affordable health care products to Indian masses. Thus, was born
an organisation today known as Dabur India Limited. The twelve hundred
crores corporate today started with a small dispensary at Calcutta, the noble
thoughts of Dr.S.K.Burman being the main source of inspiration behind the
project. From that humble beginning, the company has grown into India’s leading
manufacturer of consumer health care, personal care and food products. This
phenomenal progress has seen many milestones, some of which are mentioned
below:

 1884: Dr.S.K.Burman lays the foundation of what is known as Dabur India

Limited. Started from a small shop at Calcutta, he began a direct mailing
system to send his medicines to even the smallest of villages in Bengal.
The brand name Dabur is derived from the words "DA" for Daktar or
doctor and "BUR" from Burman.

 1896: As the demand for Dabur products grows, Dr. Burman felt the need
for mass production for some of his medicines. He set up a small
manufacturing plant at Garhai near Calcutta.

 Early 1900s: The next generation of Burman's take a conscious decision

to enter the Ayurvedic medicines market, as they believe that it is only
through ayurveda that the healthcare needs of poor Indians can be met.

 1919: The search for processes to suit mass production of ayurvedic

medicines without compromising on basic ayurvedic principles lead to the
setting up of the first Research and Development laboratory at Dabur. This

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 initiate a pain staking study of ayurvedic medicines as mentioned in age
old scriptures, their manufacturing processes and how to utilize modern
equipment to manufacture these medicines without reducing the efficacy
to manufacture these medicines without reducing the efficacy of these
drugs.

 1920s:A-manufacturing facility for Ayurvedic Medicines is set up at

Narendrapur and Daburgram. Dabur expands its distribution network to
Bihar and northeast.

 1936: Dabur India (Dr. S.K.Burman) Pvt.Ltd. is incorporated.

 1940: Dabur diversifiers into personal care products with the launch of its
Dabur Amla Hair Oil. This perfumed hair oil catches the imagination of the
common man and film stars alike and becomes the largest hair oil brand in
India.

 1949: Dabur Chyawanprash is launched in a tin pack and becomes the

first branded Chyawanprash of India.

 1956: Dabur buys its first computer. Accounts and stock keeping are one
of the first operations to be computerized.

 1970: Dabur expands its personal care portfolio by adding oral care
products. Dabur Lal Dant Manjan is launched and captures the Indian
rural market.

 1972: Dabur shifts base to Delhi from Calcutta. Starts production from a
hired manufacturing facility at Faridabad.

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 1978: Dabur launches the Hajmola tablets. This is the first time that a
classical ayurvedic medicine is branded from Shudhabardhak bati to
Hajmola tablets.

 1979: The Dabur Research Foundation (DRF), an independent company

is set up to spearhead Dabur's multi-faceted research. Commercial
production starts at Sahibabad. This is one of the largest and most
modern production facilities for ayurvedic medicines in India at this time.

 1984: The Dabur brand turns 100 but is still young enough to experiment
with new offerings in the market.

 1986: Dabur becomes a public Limited company through reverse merger

with Vidogum Limited, and is re-christened Dabur India Limited.

 1989: Hajmola Candy is launched and captures the imagination of

children and establishes a large market share.

 1992: Dabur enters into a joint venture with Agrolimen of Spain far
manufacturing and marketing confectionery items such as bubble gums in
India.

 1993: Dabur set up the oncology formulation plant at Baddi, Himachal

Pradesh.

 1994: Dabur India Limited comes out with its first public issued at a
premium of Rs.85 per share. The issue is subscribed over 21 times.

 1994: Dabur enters the oncology (anti-cancer) market with the launch of
Intaxel (Pacitaxel). Dabur becomes only the second company in the world

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 to launch this product. The Dabur Research Foundation develops the
unique eco-friendly process of extracting the drug from the leaves of the
Asian Yew Tree.

 1995: Dabur enters into a joint venture with Osem of Israel for
food and Bongrain of France for cheese other dairy products.

 1996: Dabur launches Real fruit juices, which heralds the company's entry
into the processed food market.

 1997: The foods division is created, compromising of real fruit juices and
Homemade cooking paste to form the core of this division's product
portfolio.

 1998: Project STARS (Strive To Achieve Record Successes) is initiated

by the company to achieve accelerated growth in the coming years. The
scope of this project is strategic, structural and operational changes to
enables efficiencies and improves growth rates.

 1998: The Burman family hands over the reins of the company to a
professional, Mr. Ninu Khanna joins Dabur, as the Chief Executive Officer.

 1999-2000: Dabur achieves the Rs.1000 crores turnover mark.

 2001-2002: Launched Amla Light, new flavors in Real Juices-grapes,

guava, apple active, orange active, homemade pappad, Vatika- an anti-
dandruff shampoo.

 2002: New launches homemade coconut milk (in south), Tang, Tomato
puree, Vatika light.

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 2003: Dabur achieves Rs.1,232 crores turnover mark with an increase of
6 per cent. Turnover of FMCG reaches to Rs l048.5crores, which shows a
profit of Rs. 72 crores. Turnover of pharmaceuticals reaches to Rs 184
crores with a profit of Rs.13 crores.

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 QUALITY OBJECTIVES

 To focus on customers successfully and to strive to meet their needs and

requirements.

 To manufacture effective health care products at competitive prices and to

improver the Quality of Life of common masses.

 To implement and emphasise on systems to ensure prevention of errors rather

than detection of errors.

 To ensure global competitiveness by striving to achieve Current Good

Manufacturing Practices (CGMP).

 To ensure safety in all operations and to follow the systems in all areas of
operations.

 To continually train people to build up and upgrade skills and expertise and to
involve them to become committed to the quality process.

 To reduce wastages within the organisation and increase productivity.

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 IMPORTANT STRATEGIES ADOPTED

 "Developing to built" philosophy for HR personnel.

 Shifting to zonal set up of sales and marketing to facilitate better distribution.

 Adopting contribution enhancement plan for performance management.

 Empowering employees through Employee Stock Purchase Option Plan.

 Backward integration strategy in Ayurvedic Products by engaging in plantation of

herbs needed for the production of Ayurvedic Products.

 Continuous enhancement of automation.

 Continuous emphasis on Research & Development (DRF i.e. Dabur Research

Foundation is a separate company working in collaboration with Dabur solely for
the purpose of R&D).

27
LEVEL STRUCTURE OF ORGANISATION

Vice President

General Manager

Deputy General Manager

Senior Manager

Manager

Assistant Manager

Officer

Assistant Officer

Supervisor/Chemist

Senior Mechanic/Senior Assistant

Mechanic/Junior Chemist

Junior Mechanic

Workers

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 MANAGEMENT AND DIRECTORS

CEO Mr. SUNIL DUGGAL

LIST OF DIRECTORS

DESIGNATION NAME

Chairman Mr.Vivek Chand Burman

Vice Chairman Dr.Anand Burman

Directors Mr.Ashok Chand Burman

Mr.Siddharth Burman

Mr.Pradip Burman

Mr.Amit Burman

Mr.S.M.Dutta

Mr.Ashok Geonka

Air Chief Marshal Nirmal Chand

Suri (Retd.)

Mr.Uday S.Kotak

His Highness Maharaja Gaj Singh

Raja Vijay Karan

Mr.Pritam Das Narang

Mr.Ajay Bahl

Mr.P.N.Vijay

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 PERSONNEL DEVELOPMENT IN DABUR

 Personnel department is headed by Vice- President (HR)

 Functions of Vice President (HR)
 Personnel administration
 Recruitment and Promotion
 Industrial Relations
 Human Resource Group
 Human Resource Development
 General Administration and Welfare
 Public Relations
 Security/Fire Vigilance
 Medical Services
 Implementation Of Official Language Policy (Hindi)
 Land Acquisition

The above functions are grouped under different General Managers/Deputy

General Managers. These executives provide support to Vice President (HR) on
different issues, which arise in Headquarter/regional offices and field. Vice
President (HR) has the responsibility of keeping the Board of Directors informed
on the above mentioned personnel activities and also on Industrial Relations. In
addition to this, he is also expected up date senior officials in their respective
areas.

30
 HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

Human Resource Information System or Human Resource Management

Systems (HRMS) shapes an intersection between Human resource management
(HRM) and information technology. It merges HRM as a discipline and in
particular it’s basic HR activities and processes with the information technology
field. It is a systematic procedure for collecting, storing, maintaining and
validating data needed by an organization about its human resources, personnel
activities, and organization unit characteristics.

HRIS is a fast growing area of HR due to the technology driven culture we live in.
HRIS are software systems that are designed to make the process of HR record
keeping much more effective and efficient. The systems are created to hold
employee information, and they can span from just payroll systems to broad
relational databases that hold a variety of employment information. A key benefit
to computerized records is the ability to run reports and connect data. In a
company without a formal HRIS system, you'll find HR professionals utilizing
Access, Excel, or manual filing systems to track and maintain the needed
information concerning employees.

Traditionally, human resources departments relied on multiple programs in each

department. An HRIS integrates all of these programs through a common
database and single-user interface. An HRIS combines separate HR systems
into a centralized database that performs the majority of HR transactions.

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ROLE OF HUMAN RESOURCE INFORMATION SYSTEM

HRIS is a much more dynamic concept than the traditional personnel function in
an organization which has multiple functions since it not only does it deal with the
problems of administering the personnel functions but also helps the organization
in several ways as under:

1. Providing support to other systems – Supportive Role

2. Development of systems and research – Administrative role

3. Management of Human Resources – Managerial Role

4. Developing Competencies of various kinds – Developmental Role

5. Catering the process needs – Process Role

Objectives of HRIS :

1. To offer an adequate, comprehensive and on-going information system

about people and jobs in a centralized and accessible location.

2. To supply up to date information at a reasonable cost.

3. To deliver an accurate, timely management information.

4. To allow an easy and faster access to data and to facilitate human resource
planning decisions.

5. To provide data security.

32
HRIS is designed to monitor, control the movement of people from the time they
join the organization till the time they decide to leave the organization. It actually
provides the support for the following sub systems:

1. Recruitment Information

2. Leave, transfer, promotion, increment Information

3. Manpower planning Information

4. Training Information

5. Performance appraisal Information

6. Payroll Information

Components of an HRIS

An HRIS is a system with 6 basic components:

1. Database

2. Data Entry/Input

3. Data Maintenance

4. Information Retrieval

5. Human Resource Information Center

6. Output

DATABASE

Database is one of the major components of an HRIS. It refers to the centralized

system which stores, manages and maintains the information related o various
elements such as maintaining the employee profile, keeping the track of all
human resource related activities or maintaining the record of day to day
activities to facilitate the transfer access to data, integration of data.

33
INPUT

The input function enters the personnel information into the HRIS. In the past
data entry was often the only way. Today, scanning technology allows computers
to scan and store the actual image of an original document, including signatures
and handwritten notes.

DATA MAINTENANCE

After the data has been entered into the information system, the data
maintenance function updates and adds the new data to the database. In the
traditional way of data entry and maintenance, clerks do this manually; they file
paper documents and make the appropriate entries in the files. Computerized
systems accomplish this function accurately and rapidly, often making the new
data available only seconds after being input. This area is going rapidly to allow
for electronic storage and workflow management.

INFORMATION RETRIEVAL

One of the most important uses of the centralized system of HRIS is the faster
access to the information. An information system always helps in an accurate
and the faster retrieval of the information as desired by the user. The information
stored can be retrieved at any point of time as and when need arises.

HUMAN RESOURCE INFORMATION CENTER

Human Resource Information Center (HRIC) refers to the staff responsible for
day – to –day activities of the HRIS and who are subject matter experts.
Following is the list of functional duties performed by HRIC team during the
implementation of Human Resource Information System:

 Preparing data for entry into the system

 Editing the data

34
 Handling request for information

 Distribution of output to users

 Developing the specification for system change

 Integrity of data elements

 HRIS routine data administration,etc

OUTPUT

The most valuable function of HRIS is the output generated. To generate

valuable output for computers users, HRIS must process that output, make
necessary calculations, and then format the presentation in a way that users can
understand.

Need for HRIS

With the rapid advances in Information Technology, a tighter labor market with
higher recruitment and retention efforts by employers together with an increasing
mobile workforce in a global market place, the face of the Human Resource
function has changed forever. All these influences represent both challenges and
opportunities for all management functions and especially for Human Resources,
with employees’ skills and knowledge becoming the key factor to success in
today’s very competitive marketplace.

In today’s business environment, the HR functions must not only be focused on

the work place but also the market place and linked directly to the core business
strategy. In order to achieve this, the HR department should be an integrated unit
within the business and therefore centralized.

Need For Change

35
There are several very important reasons for regularly reviewing your current
system with what is available in the software marketplace. First and foremost:
cash the bottom line. When was the last time anyone in your company had taken
a hard look at the costs associated with your current HR software? How much
time is spent maintaining personnel records, recording time, running and
correcting payrolls, maintaining training and succession files, etc? How much
money and resources are being used to pull information from multiple databases
or converting data in order to run reports? How many double and triple entries
are being made just to preserve the integrity of multiple systems and databases?
These are just a few questions that probably aren’t being asked or answered.

A company could attain cost savings if timely information was available

throughout the organization. A real time integrated HR system could help you
spot costly negative cash flows such as high-targeted turnover, high levels of
absenteeism within certain business units, and low retention. Company-wide
reporting through an integrated HRIS system can enable managers to proactively
adjust policy to avoid these unwanted expenses. Tracking and managing
employees training and development on a single system allows the company to
internally promote and fill vacancies internally, further reducing recruitment
expenses. By integrating external recruitment, position requirements can be
matched with applicant’s qualifications, also reducing costs through decreased
turnover. Downloading payroll results and other cash flows out of payroll into
accounting can be automatic through an integrated system. This only a brief
review of cost savings that can be achieved though an integrated HR system.

Selection Process

Selecting HRIS software can appear to be a relatively ambiguous process to

decision makers as the information is always favorably skewed from software
vendors .By taking a few steps before interviewing vendors, you can accurately
obtain company-specific information. Before choosing HRIS the following points
must be considered by the company.

36
Benefits

 How will our organization benefit from a new HRIS system?

 What are the risks associated with implementing new HRIS software?

 What are the risks associated with deciding to continue to operate as

before?

Financial Aspects

 How much value will this software add to our organization and what are
potential savings?

 How do the newly gained benefits compare to the overall investment?

 What are the risks associated with deciding to continue to operate as

before?

 How much money is being wasted on opportunity costs associated with

the current HR software?

Track Records

 Which and how many other companies within our industry use this
software? What is their satisfaction level?

 How experienced are the consulting firms in the industry?

Internal Resources

 How resistant are users to change?

 How can I form a dedicated project team?

 How long will it take for users to be self-sufficient?

37
The Future

 Which and how many other companies within our industry use this
software? What is their satisfaction level?

 How much value will this software add to our organization and what are
potential savings?

 How do the newly gained benefits compare to the overall investment?

 What are the risks associated with the deciding to continue to operate as
before?

 How much money is being wasted on opportunity costs associated with

the current HR software?

There is always some degree of uncertainty when it comes to selecting a

provider for your HRIS system, but there are ways to reduce this uncertainty. By
identifying specific needs of a new system, understanding the barriers to making
the best decision and taking measures to overcome these barriers, your
company can better understand the process and reduce this uncertainty.

HRIS Practices AT DABUR

At DABUR, a very traditional approach of maintaining HRIS is followed. The

organization does not make use of any special software for this purpose. DABUR
uses Microsoft-excel for maintaining all its HRIS, and at present does not have
any centralized information system in the organization.

The HR department circulates Role Summary Sheets/Performance Appraisal

forms to all the employees of the organization, irrespective of their project and
cadre. Role Summary sheets are circulated once in every six months whereas

38
the Appraisal is done only once a year. These sheets are filled by the employees
of all departments and sent back to the HR, for updating its HRIS.

One main master document is prepared in Excel and any type of information that
the organization needs can be generated or retrieved from it.

PROBLEMS IN THE CURRENT SYSTEM

The current practice of maintaining employee records in excel has the following
disadvantages:

1. Lack of proper workflow in the organization

2. Data Inaccuracy

3. Improper handling of the information

4. Traditional way of generating the reports

5. Longer time to retrieve data

6. The entire process of circulating Role Summary Sheets/Performance

Appraisal Form in all departments, collecting them; in itself takes very
long. The entire exercise takes almost a month and within this duration
there are fresh joinings, resignations and transfers. Hence the data is not
very reliable.

39
IN THE RECRUITMENT PROCESS

 My role included downloading profiles from Naukri.com and initial

screening of the CV’s.
 Then getting these profiles short listed from the concerned head of the
department.
 Lining up short listed candidates for all levels of interview i.e., for the first,
second and the final round.

 Coordinating interviews with the panelist as well as the candidates with

regards to the timing, date and place of the interview.

 Preparing detailed Synopsis before the interview for the consultation of the
interviewer panelists.

 Preparing MIS of the selected candidates to be sent for approval to

Corporate Office, Gaziabad.

 Also preparing MIS format of the selected candidates to be sent to the VP-
HR.

 As soon as the approval is sent by the Gaziabad Office, communicating to

the candidates to send their current organization’s appointment letter and
salary slip for further processing.

40
 HUMAN RESOURCE FUNCTIONS

 Recruitment and selection.

 Performance Appraisal.

 Training and Development.

 Promotion, Transfer, Seperation.

 General administration & Welfare.

 Security.

 Public Relations.

 Industrial Relations.

41
 HUMAN RESOURCE DEPARTMENT

Unit Head
Additional General
Manager-Corporate HR &
IR
Deputy Manager-HR

Senior Assistant HR Supervisor-

Executive-HR Officer Administration

Executive Security
Assistant-HR
Housekeeping

General
Administration

42
 RECRUITMENT PROCESS

DETERMINING MANPOWER REQUIREMENT

E
VALUATING
+
SELECTING

A Recruitment analysis is conducted depending on the job profile. A well-

designed and comprehensive recruitment analysis is invaluable to an
organization’s well being. Recruitment analysis basically ensures the availability
of the right resources in the right place to match the future organizational needs.
Recruitment analysis can be defined as the process of ensuring the right number
of qualified people, into the right job at the right time to deliver the results in an
efficient and effective manner. Recruitment is the process of searching for and
attracting qualified candidates to apply for the positions that are available.
Whether your company is heavily recruiting or in the midst of a hiring freeze, you
should always have a recruiting plan. Plans will vary based on hiring volume and
type of position, but you should articulate a standard strategy of how you recruit

43
 and fill positions. A well-defined recruiting strategy will help ensure that the right
employees are in place when needed.
The objectives are:
1. To maintain the required quantity and quality of human resources required.
2. To forecast the turnover/attrition rates.

3. To plan to meet organizational human resource needs at the time of

expansion or diversification.

4. To make contingent plans to handle sudden requirements and situations of

shortfall.

SOURCING RESUMES:

There various methods of recruiting are given below:

1. INTERNAL SOURCES: Many organizations try and identify employees from

within the organization to be groomed to take on higher responsibilities.
Internal recruiting is beneficial, as workers know the firm culture; managers
already know the workers and the internal advancement can motivate the
employees. In today’s technologically advanced world many organizations
depend on their HRIS. Some of the internal sources are:

a. Job Postings: Openings are published on bulletin boards

(electronic or hard copy) or in lists available to all employees.
Interested employees must reply within a specified number of
days and they may or may not have to obtain the consent of
their immediate supervisors. This is the process used by
managers to provide information about job openings to
employees.

b. Employee Referrals: Employees working with an organization

recommend their friends or acquaintances for vacant positions in

44
 the organization. This source is usually one of the most effective
and reliable methods of recruiting because many qualified
people especially for the lower and middle management are
reached at a very low cost to the company.

c. Contract Management: Temporary worker pools are created to

meet out the unexpected demand of the human resource in the
organization.

d. Previous Employees: Organizations can recruit their previous

employees as they can prove to be reliable as they already
know about the organization policies and procedures and need
not to be trained and easily adjust to the environment.

2. EXTERNAL SOURCES: To meet demands for talent brought about by

business growth to seek fresh ideas or to replace employees who leave
organizations periodically turn to the outside labor market. Managers look
outside the firm for people who have not worked at the firm before. The
following methods are adopted to recruit people form outside:

a. Press Advertisements: Advertisements are placed in both

newspapers and trade journals and three factors influence the choice
of this media-cost, profile of the readership and circulation. Some
factors affecting the design of advertising are:

 The image of the organization.

 The nature of the job.

 The chosen media.

 The prediction of the target market.

45
b. Walk–INS: In a walk-in no prior appointment is there, the applicant
approaches the organization directly. It is the most common and least
expensive approach as in this the job seekers submit unsolicited
application letters or resumes and from employees point of view, walk-
ins are preferable as they are free from the hassles associated with
other methods of recruitment. Direct applications are particularly
effective in filling entry-level and unskilled vacancies, some
organizations compile pools of potential employees from direct
applications for skilled positions.

c. Employment Agencies: Employment agencies now provide

occupations for almost all levels in an organization. They are broadly
classified into public or state agencies, private agencies and
headhunters.

d. Job Sites: Various job sites like Naukri.com,Times

jobs.com,Monster.com etc come in very handy in finding candidates
with the desired skills.

e. Job fairs - Job fairs typically work best for entry-level candidates, but
events targeting diversity and/or specialty careers, e.g. engineers, can
be found.

f. Corporate Web site - When job seekers are interested in a company

they will go directly to that company's Web site to conduct research
and/or look for available jobs. Make sure your Web site's job section
makes it easy to find and apply for jobs.

46
 SHORT – LISTING:

Short listing is the transition phase between recruitment and selection. It is

the stage where the total number of applicants is reduced to select the
group the employer wishes to carry on to the selection phase. Short listing
may comprise of several stages depending on the number of application
received, the complexity of the job requirements and sophistication of the
selection process used by the organization. Short listing comprises of:

1. KNOWLEDGE OF MATCHING CV’s: First of all the candidates are short

listed on the basis of matching the CV’s. The CV’s or curriculum vitae are
universally used and their form is standardized.

Typically a CV comprises of:

 Evidence of Skills, Abilities and Achievements

 Employment History

 Experience

 Education

 Languages

2. METHODS OF SHORT LISTING: The most common way to reduce the

number of applications by short-listing them by categorizing them to various
departments first. Then asking the department heads to shortlist the
appropriate candidates accordingly.

3. SHORT–LISTING – THE PROCESS:

 Short listing must be carried out independently by at least two people and
ideally, as many of the interview panel as possible.

 Any member of staff, who may prejudice the outcome, should be excluded
from short listing.

47
 Short listing should always be carried out using the
person specification so that applications can be measured and assessed against
criteria and be made on the basis of fact and not assumptions.

 The use of short-listing form is recommended. The

short-listing panel to record individual assessment of each candidate and provide
feedback can use short-listing form.

 Short-listing form must be used at the interview stage.

Short-listing decisions must be based only on the information contained in the
application form and any other supporting information supplied by the candidate.
Irrelevant information in the application form should be disregarded.

 The attributes in the person specification must be

consistently applied to all candidates irrespective of their gender, ethnic origin,
age, socio-economic background, disability, religious or political beliefs, family
circumstances, sexual orientation or other irrelevant factors.

 Some information can only be determined at interview

stage or as group exercises, presentation, tests, etc.

 After individual assessment of each application,

decision of whom to short list must be taken.

 Once a short list has been drawn up, candidates

should be invited for interview. In the short listing of candidates the following
things should be kept in mind:

o Evidence of skills, abilities and achievements that match the criteria that
have been specified as essential for the job as closely as possible.

o Consistency of employment (look for

unexplained gaps).

o Qualifications compatible with the dates

given.

48
 o Evidence of career development.

o Evidence of industry knowledge.

o Previous employer.

FILTERING:

Filtering techniques are used to reduce the number of applicants and also
gather relevant information needed before conducting the interview. Filtering
techniques involve different methods, such as:

 Knowledge Based Filtering

 Skill Based Filtering

 Attitudinal/Behavioral Filtering

 KNOWLEDGE BASED FILTERING: This method is used when the number of

applications is more like in Campus recruitment. The evaluation is done based on
candidate’s academic qualification, percentage of marks scored and experience
level or through simple written tests.

 SKILL BASED FILTERING: The tasks and skills that may be assessed using
simulation exercises are varied. Different types of simulation exercise include:

 In-trays: In-trays or in-baskets involve working from the contents of a manager’s

in-tray, which typically consist of letters, memos and background information. You
may be asked to deal with paperwork and make decisions, balancing the volume
of work against a tight schedule.

 Test of productive thinking: The tests look at the volume, diversity and originality
of your ideas. You are presented with open-ended questions relating to various
problems and situations and are asked to generate responses within a time limit.

 Group exercises: Group exercises are timed discussions, where a group of

participants work together to tackle a work-related problem. Sometimes you are

49
 given a particular role within a team, for example the sales manager or personnel
manager. There would be assessors, who are not looking for right or wrong
answers, but for how you interact with your colleagues within the team.

 Presentation: You may be asked to make a formal presentation to a number of

assessors either on a topic given in advance or in some cases to interpret and
analyze given information and present a case to support a decision.

 Fact-Finding Exercises: In a fact-finding exercise, you may be asked to reach a

destination starting from only a partial knowledge. Your task is to decide what
additional information you need to make the decision and sometimes also to
question the assessor to obtain this information.

 Role-Plays: In a role-play, you are given a particular role to assume for a certain
task. The task will involve dealing with a role player in a certain way and there will
be an assessor watching the role-play.

 Social Events: From the moment you report to reception until you leave,
participant will be under scrutiny as part of the selection procedure – so the way
he behaves at all times is important. He will be expected to cope with general
socializing amongst other candidates as well as with the management and will be
observed at meal times. This gives an opportunity to find out as much informally
about the organization as he can.

 Ability Tests: Ability tests attempt to measure awareness, knowledge and other
such aspects. They also measure simple skills like problem solving. Each test is
presented under exam conditions with a strict time limit. Employers use aptitude
test either as a small part of the interviewing process or to determine whom they
will interview i.e. those who achieve a certain mark. Tests are of different types
like Language Usage, Spelling, Numerical Ability, Reasoning, etc.

 ATTITUDINAL/BEHAVIORAL FILTERING: It involves Psychometric Testing. It

helps in knowing how employees fit into an organization’s culture. Organizational
psychology should not be confused with clinical psychology. Psychological
assessment aims to assist organizations with their human resource issues.

50
Assessing candidate’s aptitude and personal style helps organizations make
effective selection decisions. Psychometric testing is mainly of two types:

o Projective – E.g. TAT, Rorschach, etc.

o Inventory Based – E.g. MBTI, FIRO, etc.

INTERVIEWING:

An interview is a procedure designed to obtain information from a person’s oral

responses to oral enquiries. Interview is by far the most widely used personnel
selection procedure. The interview is the focal point of the recruiting process. Part
of the selection process, usually the final portion of an examination, for the
purpose of evaluating education, experience, and personal qualifications of the
candidates, also known as oral interview. It is a meeting between an eligible and
an appointing power in order to discuss appointment to a specific vacancy.

An interview is a conversation between two or more people where questions are

asked to obtain information from the interviewee. Interviews can be divided into
two rough types, interviews of assessment and interviews for information.

 ASSESSMENT

The most common type of interview for assessment is a job interview between an
employer and an applicant. The goal of such an interview is to assess a potential
employee to see if he/she has the social skills and intelligence suitable for the
workplace. Similar interviews are also used for admissions to schools, allotment
of grants, and other areas. In most developed countries, rules and regulations
govern what can be asked in these interviews.

Highly personal questions and those unrelated to the job at hand are forbidden,
as are questions which invite discrimination ("do you plan to start a family?").
However some interviewers tend to ask such questions in order to see how the
interviewee reacts and if (s) he is able to elegantly avert the question. Such

51
interviews can be brief fifteen-minute affairs or they can stretch for many hours
even over a series of days. Another important type of interview is the
psychological one that can be divided into three forms: structured, semi-
structured and non-structured.

 INFORMATION

These interviews are used by journalists, law enforcement, and private

investigators. A recent technological trend in journalism interviewing has been the
rise of e-mail interviews. These interviews differ from traditional telephone and
face-to-face interviews in that interviewees can have more time to formulate a
written response.

A good interview results from

 Proper preparation.

 Identifying the candidate’s abilities before

discussing the position.

 Asking a series of open – ended questions.

 Evaluating interviewing results.

Good interview questions start with job description (analysis).The job description
includes tasks, responsibilities and requirements. Those who currently perform
the job should create it. This will reduce the inaccuracies and increase the
interviewer’s awareness of the actual job duties. It should further:

 Determine the competencies needed

for successful performance in the job and then rank them respectively.

 Prepare questions hat measure each

defined competency.

52
  Establish an evaluation method for
the results.

53
 THE OVERALL INTERVIEW PROCESS

PRE – INTERVIEW PREPARATORY

PHASE

THE PRE – INTERVIEW PREPARATORY PHASE: The pre – interview phase

includes few things to be done for ensuring effectiveness of the total operation so
as to avoid any mistakes, which adversely affects the whole interview process. It
states:

 Use the data of job analysis to

determine the requirements for effective performance of the job and
the criteria by which these may be identified and assessed. These data
provide the foundation for the whole selection process.

 Determine acceptable entry

levels for new staff vis - a vis the job requirements for fully effective
performance.

 Use other tests and

information to supplement the evidence provided by the interview. Any
other selection methods used need to be validated, i.e. shown to
improve the predictive quality of the process.

 Decide the panel of

interviewers. When an interview board is used the membership should
be the smallest number necessary to fulfill the task.

 Pay particular attention to all-

important environmental details such as time, place and setting to
enable candidates to feel as comfortable as possible.

54
  Produce a coverage plan
designed to provide the maximum possible significant information.

 When interview boards are

held, discuss and agree the objectives, criteria, the coverage plan and
the areas that each board member will cover.

THE INTERVIEW:

The interview process should:

 Concentrate initially on
establishing a sympathetic, productive atmosphere to encourage
candidates to talk freely.

 Begin with introduction and a

brief explanation of the purpose and scope of the interview.

 Follow the broad

chronological, systematic coverage plan throughout in order to ensure
a comprehensive coverage. Deviations are likely to create gaps in the
information obtained.

 In board interviews arrange for

each interviewer to interview in turn.

 Pay utmost attention to the

form of question, i.e.:

 Concentrate on acquiring as much

evidence as possible of potential ability to do the required
job, based on the facts of past behavior and
achievements.

55
  In general avoid hypothetical
questions, especially those which have no bearing on the
job. They can only produce hypothetical answers.

 Use a simple open question form

which does not imply answers.

 Be constantly alert to possible

effects of the interviewee’s non-verbal behavior and manner and
possibility of misinterpretation of intentions by candidates. Be a little
sympathetic and avoid extremes of coldness.

 Place information in perspective.

POST – INTERVIEW ASSESSMENT AND DECISION:

More often than not there are more candidates than vacancies. The
selectors should assess the suitability of each individual candidate instead
of comparing the merits of candidates. It should:

 Systematically assess the evidence

obtained in the light of the job requirements.

 In assessing evidence concentrate

on solid facts of past behavior as indicators of motivation, attitudes,
values, personal qualities and abilities and in sum of potential to do the
job. There is a little correlation between the behavior and likely behavior
in the actual environment and conditions of work.

 In the assessment process take

account of all available evidence. The documents are very useful when
written by the authorities competent to confirm the facts of past

56
 performance. They are of much more doubtful value when they purport
to assess suitability for employment because of the likelihood of bias and
the writer’s probable lack of direct knowledge of the job requirements.
KEY INTERVIEWER SKILLS:
 LISTENING
 BODY LANGUAGE SENSTIVITY
 COMMUNICATION STYLE
 QUESTIONING

1. LISTENING: Most people aren’t good listeners. A good listener encourages

positive results. We listen best when there is a pay-off or a penalty. Personal
listening awareness is the key to constructive change. It should be kept in
mind that work and listening are inseparable and lazy listening is hidden cost
in business. We tend to equate “listening” with “hearing” and that is simply not
the case. Good listening implies heightened awareness of what you hear,
accurate reception of the information presented to you and integration of
information in such a way that it is useful.

Four key elements of listening:

a. Focus
b. Empathy
c. Emotionalism must be avoided
d. Feedback

2. BODY LANGUAGE: Some common aspects of non – verbal communication

(Body Language) include following which can help in knowing what signals
you are giving or you can deliberately send the signals you want to.

 Arm Barriers: The most common of these is when the arms are folded
across the chest, thus protecting the body’s vital organs and consequently
signifying a defensive action. If the fists are clenched, the person is holding
57
 him/herself back (temporarily). A disguised arm fold is when one hand
moves across the body unnecessarily to adjust a watchstrap or cuff.

 Hand to Face Gestures: A very common hand to face gesture is when

the speaker places a finger or fingers in front of the mouth when speaking
which is interpreted as an untruth being told when the speaker is rather
embarrassed about speaking it. The movement may be traced to an action
of wanting to say the words but at the same time, hold them back with the
hand. The result is incongruence and rising of suspicion.

If the hand is placed to the cheek, with the forefinger pointing up, often
accompanied by a slight tilting of the head, this suggests that the listener is
in fact listening and taking account of what is said normally a good sign.

 Postures: The ‘set’ of body whether rigid or relaxed gives immediate

signals of reaction and can be accompanied by other non-verbal signals. A
forward facing posture with hand obviously placed in the pockets
deliberately suggests a power approach.

 Sitting and Sitting Postures: How the other person is sitting can give us
some good indications of their attitudes. Reversing the chair and sitting,
leaning over the back can indicate power and control; slumping (with arms
folded or clasped in the lap) may suggest dejection or submissiveness.
The square-on position behind the desk, with the person leaning forward
on the desk with the hands placed downwards on the desk and a stern
look on the face must signify an aggressive attitude. This is the most
consciously noted non-verbal signal.

3. DIFFERENT TYPES OF QUESTIONING: The different types of questioning

methods are:
o Questions to avoid
o Open vs. Directive vs. Close ended

58
o BEI (Question Cycle Method)
o Probing

 Questions to avoid: Don’t ask ‘multiple’ questions, don’t ask ‘leading’

questions, which give the candidate hints about the kind of answer you
want and also don’t ask ‘no-win’ questions. By restricting answers to
areas that show the candidate would do something wrong, you won’t
find what they naturally would do. Think carefully before asking ‘clever’
questions as an experienced candidate would give impressive answers
but if their answers past performance questions don’t show their
strengths, this type of question is unlikely to reveal them.

 Open-ended vs. Directive vs. Close-ended Questions : Open-ended

are those that do not define the scope you should take (i.e., how many
and what kinds of experiences to discuss). Open–ended questions
have more room for creativity. Examples of open-ended questions are:
What do you know about our company? , What are your strengths and
how do you relate to our company? Or what are your biggest
accomplishments; work non-work during the past few years?

Direct Questions are used to gather the data that is factual and
objective. These types of questions do not probe into the values and
ideas of the candidate. Examples of direct questions are: With your
background, what makes you think you can do this job? Or Are you
sure you want this job?

Close-ended Questions are those types of questions which will have

answers either yes or no.

 Behavioral Event Interviewing: Behavioral based interviews

use questions allowing a candidate to tell stories about experiences.

59
 The objective is to select and probe for competencies which will result
in more effective selection decisions. It includes probing for critical
events and specific competencies. Also deciding what data is valid
and predicts future success in the job.

The question cycle method is well accepted in the industry today. It

includes setting scene questions, asking past performance questions,
what-if questions, then more detailed and other questions and lastly
giving information about the company and the job.

 Probing: The key to getting candidate to talk openly is to ask probing

questions. The main purpose of probing is to simultaneously track what
the interviewee is saying without direction and constantly following all
leads that help reach the objectives of the interview.

4. CONCLUDING THE INTERVIEW: Towards the closing of the interview

leave time to answer any questions the candidate may have and if
appropriate advocate your firm to the candidate. Try to end all interviews
on a positive note.

TIPS FOR CONDUCTING SUCCESSFUL INTERVIEWS

Your business' survival depends on hiring the right people. But finding the best
employees can be tricky, and if you don't have the right interviewing skills, you
risk losing a brilliant candidate — or worse — hiring a person that's not qualified
for the job. And in a competitive job market, conducting effective interviews is
more important than ever. While you're sizing up a candidate, that person is also
considering you as a potential employer. Here are some tips to help you
effectively screen the candidate, make a good impression and ensure that the
candidate gets the information they need about the job and your company.

60
 Understand the purpose of the interview. Hiring the right person is the
goal of interviewing, but not necessarily the purpose of an interview. An
interview is your chance to collect information about the candidate sitting
in front of you. It's your opportunity to find out if the applicant is qualified
for a particular job, if they are truly interested in the available position and
if they fit your company's culture.

 Rethink your interviewing strategy. General questions like "Where do

you see yourself in five years?" won't tell you much about the candidate
sitting in front of you. That inquiry and many other standard interview
questions sidestep what you really need to know - how the person will
perform in a specific role. To find and hire smart employees you have to
adopt smart interviewing tactics that uncover a candidate's abilities,
talents, strengths and weaknesses.

 Develop a list of desired skills. You can't formulate insightful questions

until you know what skills to look for.

 Create a list of interview questions. After you develop a list of skills, put
together a list of interview questions that will help you learn more about
the candidate. Construct open-ended questions that invite candidates to
share information and talk about their experiences. Today, many
interviewers use behavior-based questions to discover how a person
handled a situation in the past and to determine how they'll react to a
similar situation in the future. Try posing questions such as "Tell me about
a time that you missed a project deadline. What happened and how did
you manage the problem?"

 Check your list twice. Review your list of interview questions. You should
have a good mix of opinion-based, credential-based, experience-based
and behavior-based questions that will provide a complete view of the
candidate's background and personality.

61
 Tell the applicant about the interview format. After you introduce
yourself, put the candidate at ease by telling them the basic structure of
the interview. You want them to relax, speak freely and provide detailed
answers to your inquiries.

 Prepare for questions. Make sure you have adequate information about
the company to answer a candidate's questions. They may ask about your
business' core functions, number of employees, future plans, culture or a
variety of other things. Bring a media kit to the interview, or prepare a fact
sheet that lists relevant company data and history.

 Take notes. Interviewing requires superb listening skills, but listening isn't
enough. Capture the details of the interview on paper to jog your memory,
noting key actions and outcomes. Taking objective notes and recording
responses will help you compare candidates when it's time to make a
hiring decision.

62
EVALUATION AND SELECTION:

Continual monitoring of your recruiting process will lead to better hires. When you
identify an issue in your process, adjust your programs accordingly. In addition to
tracking traditional metrics such as time-to-fill and cost-per-hire, make sure you
take into account ways to measure some of the intangible metrics, such as
quality of hire and retention. Keeping track of your recruiting and retention
successes and challenges will help you fine tune your program into an effective
and efficient hiring system that your whole company can embrace.
Evaluation requires a total comprehension of the job and of the candidate and of
their relationship to each other. A very important concept that the recruiter should
be aware of at the time of evaluation and selection is that of “Bad Recruitment.”
While doing a recruitment it should always be kept in mind that it does not turn
out to be a bad recruitment.

Common Pitfalls of recruitment

The entire effort, time, cost and resources that are spent in the recruitment
process, go wasted if the recruitment turns out to be a “bad recruitment.” A bad
recruitment is one where the hired candidate is not able to do justice to the
role/job assigned to him/leaves the organization very soon/the cost of recruitment
is higher than the value addition that the new employee is expected to do in the
organization etc. In such a scenario the entire purpose of recruitment is defeated,
hence at the time of recruiting the HR manager should all the time have at the
back of his mind that his recruitment should not turn out to be a bad recruitment.

Bad recruitment occurs in 3 situations:

 Cannot do: The person lacks the skills required.

 Will not do: The person lacks attitude.
 Does not know what to do: The person lacks the knowledge.

63
Cost of Bad Recruitment

1. Direct Recruitment Costs

 Advertising

 Travel and stay

 Time costs of people concerned

2. Induction Costs

 Administrative costs

 Relocation costs

3. Stabilization Costs

 Learning time

 Mentoring and Team time

4. De – Motivation Costs

 Unproductive time

 Other people leaving

 Team loss

5. Client Related

 Internal/External Client loss

 Future business loss

64
6. Leaving Costs

 Other people leaving

 Redundancy costs

 Handover costs

Why this Occurs?

Recruitment has acquired immense importance in today’s organizations.

Organizations have realized the Value of human capital and its role in their
development. Recruitment is the first step in the process of acquiring and
retaining human resources for an organization. In today’s rapidly changing
business environment organizations have to respond quickly to
requirements for people.

Bad recruitments affect the company and the individual. The wrong person
doing the wrong job is harmful to the companies. Yet in all cases, the cause
of the bad recruitment can be traced to one of the following reasons:

Poor analysis of job function.

Poor analysis of necessary personality – skill profile

Inadequate initial screening

Inadequate interviewing techniques

Inadequate questioning techniques

Poor utilization of second opinions

References were not checked

Other issues like Halo Effect, Stereotyping, Similar-to-me Effect,

First Impression, and Leniency Errors, etc should also be evaluated.

65
 RECRUITMENT PROCEDURE

START

A Department head raises a The candidate goes through the first

requisition level of Interview

The concerned head Has the candidate

fills the manpower qualified the first
Yes round of Interview? I
The concerned requisition then goes to I
The candidate fills up
the CEO/ED/D (O) for the position
the application blank
NO
Once the approval is given HR team
I
sits with the concerned department The candidate goes
I
head/team and finalizes the date through the second
within which the requirement is to
be filled and discusses the special
Yes

HR decides the source of CVs Has the

(Ads, Referral, Consultant, Job candidate
qualified the
The short listed candidates are second level of

informed of the selection process’ YES Interview I

I
venue and time at least 48 hrs in
The candidate goes
advance
through a round of
HR invites CVs and shortlists the same
HR interview

Has the Has the

short listed candidate
candidate 66 qualified the
turned up HR
I
I on time for interview?
Step9.The first round of interview is conducted by a panel comprising of 2-3
members, this is mainly the technical round where the candidates overall
knowledge and expertise are judged.

Step10.After a thorough technical screening, the candidates are interviewed by

the Director operations [D(O)], he interviews them and decides the candidates
overall suitability in the organization. In DABUR no permanent recruitment takes
place without an interview with the D(O).

Step11.Once the candidate is recommended by the D(O,there is an HR round

where the salary of the candidate is negotiated. This is done by the HR office,
New Delhi

Step12.After the salary negotiation, the New Delhi Office sends the candidate
details to the Corporate Office Gaziabad for reference check and for generation
of appointment letters.

Step13.The Corporate Office Mumbai, after conducting a reference check

generates appointment letters and dispatches the same.

Step14.The selected candidates are expected to join the organization within

15days of receiving the appointment letter. They are required to undergo a
complete medical check-up before joining DABUR and submit a copy of the
same at the time of joining.

67
 Step15.Retention and Updating of the Records.

RETENTION OF RECORDS:

 All records of selection processes of hired candidates are retained in his/her personnel
file.

 All records of selection processes of rejected candidates are also retained for a period
of one year from the day on which the candidate’s last recruitment process was held.

 These records are cleared at the end of one year after scrutiny.

UPDATING OF RECORDS:

 The detail of every employee who has been hired has to be updated
within five working days of the date on which his appointment letter has
been issued.

 If the new hire fails to turn up on his/her first working day, this is added
to his records within three working days from the date on which he was
supposed to report to work for the first time.

68
 The details of the employees who have finally joined Dabur has to be to
company Database on the same working day when s/he first reports to
work all these records are saved in a particular format.

LIMITATIONS

HRM is an affair for the management. It needs a handsome amount and

longtime. So management has to play safe game for the benefits of the company
as well as the workers. One wrong decision may enforce the company to fall into
deep troubles. So selecting the weak areas of staffs and workers should be done
every carefully. For that the management should be conduct a test.
For providing an effective HR functions, company requires a knowledgeable
management. Selecting a particular manager is again a difficult job. Trainer
demands handsome money. Training needs time and cost both.
To conclude, it is very clear that training should be provided but not at the loss of
the company. It is very costly and time taking affair. But it is more important for
the development of the company. So management can’t avoid it any cost.

1. Face to face communication with the candidates applying for the jobs was
not possible as all the interviews were conducted on the telephone itself.

2. Sample size was small so the findings cannot be generalized.

3. Recruiters were reluctant to give sufficient information for the study.

4. Analysis of data obtained from the questionnaires was done on the

assumption that the respondents gave correct information.

69
70
 RESEARCH METHODOLOGY

Achieving accuracy in any research requires in depth study regarding the

subject. As the prime objective of the project is to compare Dabur with the
existing competitors in the market and the impact over different firms, the
research methodology adopted is basically based on primary data via which the
most recent and accurate piece of first hand information could be collected.
Secondary data has been used to support primary data wherever needed.

Primary data was collected using the following techniques

Questionnaire Method

Direct Interview Method and

Observation Method

The main tool used was, the questionnaire method. Further

direct interview method, where a face to face formal interview was
taken. Lastly observation method has been continuous with the
questionnaire method, as one continuously observes the surrounding
environment he works in.
Sources of secondary data
Used to obtain information on, Dabur and its competitor
history, current issues, policies, procedures etc, wherever
required.
# Internet

# Magazines

# Newspapers

71
 ANALYSIS
&
GRAPHICAL DATA INTERPRETATION

It is the last stage of survey. Through good presentation, significant facts and
comparisons are highlighted. The presentation of facts done by preparing
charts like bar charts, pie charts etc.

The following interpretation has been done on the basis of the

questionnaires filled up the recruiters of Dabur India Ltd., Ghaziabad (U.P.).
The main aim behind this interpretation is to show how effectively
recruitment is done by the recruiters of Dabur India Ltd., Ghaziabad (U.P.)
and their opinions regarding the recruitment process

72
1. ARE JOB PORTALS BEST SOURCE OF FINDING THE
CANDIDATES?

Particulars Respondents %
Yes 11 12
No 5 33
Others:References 7 11
Internal Database 11 10
Total 30 100

36.6 % recruiters says that yes, job portals are the best source of finding the
candidates,16.6% recruiters says ‘no’,23.3% recruiters prefer references and
36.6% prefers internal database.

73
2. MINIMUM NUMBER OF CALLS MADE TO THE
CANDIDATES IN ONE WEEK :

Particulars No. of %
respondents
Less than 15 4 13.3
Between 15-20 17 56.7
More than 20 9 30%
Total 30 100

56.7
60

50
less than 15
In 40
30
30 between 15-20

20 13.3
more than 20
10

13.3% recruiters make at least less than 15 calls in a week and 56.6% make at
least 15-20 calls in a week, 30% recruiters make more than 20 calls in a week.

74
3) PERCENTAGE OF RESUMES FORWARDED FOR
FORMATTING PURPOSES:

Particulars No. of %
respondents
5 20 66.6
5-10 8 26.7
Above 10 2 6.7
Total 30 100

6.7
above 10
26.7 5 to 10
5
66.6

0 20 40 60 80

66.6% recruiters forward 5 resumes for formatting purpose in a day, 26.6%

recruiters forward 5-10 resumes in a day and only 6.6% recruiters forward above
10 resumes for formatting purpose in a day.

75
4. DURATION OF THE CALL PROCEDURE:

Particulars No. of respondents %

15 minutes 6 26
Between 15-20 21 61
minutes
More than 20 3 13
minutes
Total 30 100

15% recruiters conduct telephonic interview for 15 minutes, 61% recruiters

conduct telephonic interview between 15-20 minutes and 13% recruiters conduct
telephonic interview for more than 20 minutes.

76
5. PERCENTAGE OF CANDIDATES SELECTED BY THE
ARTECH'S CLIENTS at DABUR INDIA LTD.

Particulars No. of %
respondents
Below 40% 3 10
40-80% 10 33
above 80% 17 57
Total 30 100

According to 10% recruiters, below 40% candidates are selected by the Dabur
India Ltd., 33% recruiters say that between 40-80% candidates are selected by
the Dabur India Ltd., Ghaziabad and 57% say that above 80% candidates are
selected by the Dabur India Ltd., Ghaziabad.

77
6. PERCENTAGE OF BIO-DATA REJECTED :

Particulars No. of %
respondents
20% 6 20
20-50% 15 50
Above 50% 9 30
Total 30 100

20% of bio data are rejected by 20% of recruiters, between 20-50% of bio-data
are rejected by 50% of recruiters and above 50% of resumes are rejected by
30% of recruiters.

78
7. MINIMUM % OF CANDIDATES SELECTED IN THE
TELEPHONIC ROUND WITHIN 1 MONTH AT DABUR
INDIA LTD.:

Particulars No. of %
respondents
Below 20% 5 16.7
20-50% 15 50
50-70% 10 33.3
Above 70% 0 0
Total 30 100

16.6% recruiters say that below 40% candidates are selected in the telephonic
round within one month, according to 50% recruiters,40-60% candidates are
selected in the telephonic round within one month,60-80% candidates are
selected in the telephonic round within one month and above 80% no candidate
is selected.

79
8. IS TELEPHONIC INTERVIEW SUFFICENT TO JUDGE THE
OVERALL CAPABILITIES OF A CANDIDATE:

Particulars No. of %
respondents
Yes 12 40
No 18 60
Total 30 100

33.3 % recruiters say that telephonic interview is sufficient to judge the overall
capabilities of a candidate and 66.6% recruiters don’t agree with it.

80
 CONCLUSION

Dabur India Ltd., Ghaziabad (U.P.), plays a very important and in INDIA

(70-80%) is contract positions and all the major companies not only in

INDIA but also in India, are totally dependent on recruitment firms to

provide suitable candidates for the jobs vacant. Dabur India Ltd.,

Ghaziabad (U.P.) aims to provide quality and cost efficient man-power in a

timely manner.

 Dabur India Ltd., Ghaziabad (U.P.) can improve time-to-hire- By

outsourcing your recruitment process to Recruiting Junction, Dabur

India Ltd., Ghaziabad (U.P.) companies can get access to a high

quality of candidate pool. Employing a large number of resources,

training them and managing them can consume a lot of their time.

Dabur India Ltd., Ghaziabad (U.P.) can get companies high quality

employees without any hassle of searching, finding, short-listing,

negotiating, etc.

 Dabur India Ltd., Ghaziabad (U.P.) gives managers the time to focus

on other core HR activities- by outsourcing day-to-day recruitment

activities managers can take out more time for strategic planning,

daily operations, employee retention, training, and long-term people

development initiatives.

81
 Outsource the recruitment process through HR department of Dabur

India Ltd., Ghaziabad (U.P.) and yet retain complete control- Dabur

India Ltd., Ghaziabad (U.P.) recruiting junction can make it easier for

firms to transfer non-core recruitment processes outside the

enterprise while retaining full control of information and workflows in a

seamless, tightly integrated manner.

 Increase recruitment cycle productivity- By outsourcing the

recruitment process at low cost, companies get higher revenue and

more time to do business development. Dabur India Ltd., Ghaziabad

(U.P.) has refined processes that help you get staff quickly for your

day-to-day and scaling needs.

82
 FINDINGS
COMMON MISTAKES MADE BY RECRUITERS:

 Recruiters do not spend enough time talking to the candidates.

They must probe a candidate on the following points:

- Resume-project wise.
- Availability, willingness & commitment.
- Whether they have any offers in hand.
- Whether they have attended any interviews recently and how do they feel
about the same.
- Rate negotations, should ask for current pay rate & expected pay rate.

 Most of the recruiters do searches but titles-since every client have different
terminology for different roles, so recruiters should spend some time
undersatnding the requirment first.

 Recruiters do not keep information related to recruitment process handy.

 Violation of time zones while calling.

Dabur India Ltd., Ghaziabad (U.P.) currently provides RPO services to

Fortune 500 companies. It has effected following aspects in a major way:

Cost Savings: Dabur India Ltd., Ghaziabad (U.P.) provides lower personnel
costs (such as payroll, benefits, taxes, recruitment and training) and lower

83
overhead (such as facilities, technology, maintenance, support and payroll
processing.)

Quality Improvement: Dabur India Ltd., Ghaziabad (U.P.) engineers significant

improvements in the quality of clients’ business processes due to the expert staff
involved, project management, the focus, and best practices utilized.

Educated Workforce: Dabur India Ltd., Ghaziabad (U.P.) enables its clients to
take advantage of educated staff, improved training and a large pool of talent
with 24/7 global support. Dabur India Ltd., Ghaziabad (U.P.) employees are fully
trained on the recruitment procedures and industry and cultural knowledge of the
target markets, such as the USA, the UK, Europe, etc.

Revenue Enhancement: Dabur India Ltd., Ghaziabad (U.P.) can enhance its
clients’ revenues through the benefits of improved focus on core business.

Capital Efficiency: Dabur India Ltd., Ghaziabad (U.P.) outsourcing services

relieves some of the overhead expenditures freeing up capital to be used in a
more efficient.

84
 SUGGESTIONS

TIPS TO BE A SUCCESSFUL RECRUITER:-

 Spend time to understand the requirement

 Pick up right keywords from the requirement for search

 Judge candidate's commitment level learn how to qualify a candidate

 Learn how to qualify a candidate

 Be fast-do not spend unnecessary time on a requirement

 Learn to Multitask

 Have clear understanding of the documentation and contracts

 Develop good listening skills, negotiating skills and analytical skills

 Be patient

 As the interview with the candidates applying for the jobs is conducted on
the telephone only so communication skills play a very major role because
the recruiter is communicating with a person who is from another country.
Therefore, there should be no communication gaps.

85
 ANNEXURE-1

BIBLIOGRAPHY

* http://www.yahoo.com
* http://www.google.com
* http://www.monster.com
* http://www.daburindialtd.info.com.

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 ANNEXURE-2

QUESTIONNAIRE

Q1) Name of the employee:

Q2) Recruiter code :

Q3) Are job portals the only best source of finding the candidates?

Yes:

No :

Mention, if some other source/sources is/are there:

Q4) In one day at least how many calls are made by the you (recruiter)?

less than 15

between 15 - 20

more than 20

Q5) Number of resumes forwarded to the HR Manager for formatting purpose in

a day:

5 :

5-10 :

above 10 :

Q6) Duration of the call procedure:

15 mins :

Between 15-20 mins. :

More than 20 mins. :

87
Q7) At least how much percentage of candidates are selected by the clients
send by Dabur India Ltd., Ghaziabad (U.P.)?

Below 40% :

40-80% :

above 80% :

Q8) Percentage of bio-data rejected, submitted by the candidates:

20% :

20-50% :

above 50% :

Q9) How many candidates are selected in the telephonic interview round?

20-50% :

50-70% :

Above 70% :

Q10) Do you think that telephonic interview is sufficient to judge the overall
Capabilities of the candidate?

Yes :

No :

88