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DISSERTATION
RECRUITMENT AND SELECTION
IN
DABUR INDIA LTD (DIL)
By
Pinky singh
(Class of 2009)
In Partial Fulfillment for the award of the degree of
Master of business Administration
2009-11
ARMY INSTITUTE OF MANAGEMENT & TECHNOLOGY,
PLOT NO M-1, POCKET P-5, GREATER NOIDA-201306
JULY 2010
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ACKNOWLEDGEMENT
It is not possible to prepare a project report without the assistance & encouragement of
other people. This one is certainly no exception.
On the very outset of this report, I would like to extend my sincere & heartfelt obligation
towards all the personages. Without their active guidance, help, cooperation &
encouragement, I would not have made headway in the project.
Pinky singh
Signature:
Date:
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CERTIFICATE OF ORIGINALITY
I Pinky Singh_Class of 2009, a full time bonafide student of first year of Master of
Business Administration (MBA) Programme of Army Institute of Management &
Technology, Greater Noida. I hereby certify that the report submitted in partial
fulfillment of the requirements of the programme is an original work of mine under the
guidance of the faculty mentor __Mrs.Shikha Bhardwaj_, and is not based or
reproduced from any existing work of any other person or on any earlier work undertaken
at any other time or for any other purpose, and has not been submitted anywhere else at
any time.
(Student's Signature)
Date: , 2010
(Faculty Mentors signature)
Date: , 2010
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SUPERVISOR CERTIFICATE
I certify that Ms PINKY SINGH, from Army Institute of Management & Technology
MBA -06 batch has done a Project on DABUR HR RECRUITMENT & SELECTION
& has successfully completed her project under my supervision..
Mrs Shikha Bhardwaj SIGNATURE
(Faculty Supervisor) (External Examiner)
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PROJECT CONTENT
CHAPTER TITLES PAGE NO
1 EXECUTIVE SIMMARY 6
2 OBJECTIVE OF THE
STUDY
7
3 LITERATURE REVIEW 9-27
4 COMPANY PROFILE 30-48
5 RESEARCH
METHODOLOGY
50
6 FINDINGS 51-52
7 CONCLUSION 53-54
8 LIMITATIONS 55
9 RECOMMENDATIONS 56-57
10 BIBLOGRAPHY 58
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EXECUTIVE SUMMARY
As in case of any other functional area like marketing, production or finance, the work of
personnel department has also to be planned. Planning in the personnel area is mainlyconcerned 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.
This project entitled "Recruitment and Selection in Dabur India Ltd (DIL)"aims at
studying the recruitment and selection procedure undertaken at this ever 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. 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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OBJECTIVE OF THE STUDY
STATEMENT OF OBJECTIVE
This project entitled Recruitment and Selection in Dabur India Ltd (DIL) is aimed at studying
the recruitment and selection procedures at DIL. Recruitment and selection procedures of any
organisation are very important functions because these decide the most suitable manpower
which steers the industry to its desired goals.
OBJECTIVES
The main objectives of this project are:
To study the Recruitment and Selections procedures used at DIL.
To analyze the effectiveness of this very important function in terms of development
of the organisation and the individual
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LITERATURE REVIEW
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LITERATURE REVIEW
RECRUITMENT AND SELECTION
Introduction
Recruitment, selection theory is based on an organization's accomplishment of hiring valuable
employees, constituting a major function of human resource department. Recruitment process
involves a systematic procedure from sourcing the candidates to arranging and conducting the
interviews and requires many resources and time.The recruitment process is immediately
followed by the selection process i.e. the final interviews and the decision making, conveying
the decision and the appointment formalities.Hiring activities need to be responsive to the
ever-increasingly competitive market to secure suitably qualified and capable recruits at all
levels
Recruitment of skilled and effective staff is a central workforce development issue.
Recruitment and selection is not only about choosing the most suitable candidate. The
recruitment and selection experience can also impact on the likelihood that a candidate will
accept a job offer and on their subsequent commitment to remaining with the organisation.
RULES OF RECRUITMENT AND SELECTION
Commonality Openess Competitiveness Legality Non-discrimination Constancy of criteria Neutrality Objectivism Transparency Personal data security
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Acting without delay
STRATEGIES FOR SUCCESSFUL RECRUITMENT
Recruitment and selection is not only about choosing the most suitable candidate.The
recruitment and selection experience can also impact on the likelihood that a candidate will
accept a job offer and on their commitment to remaining with the organisation.Committing
time and resources to develop a comprehensive recruitment strategy is a worthwhile
investment. Poor recruitment choices (i.e., poor person-jobfit) can have a range of undesirable
consequences for the organisation and the worker including:
Higher rates of turnover
Reduced performance effectiveness
Lowered job satisfaction
Reduced work motivation.
In this section we consider three steps in an effective recruitment process:
Step 1: Ensure an up-to-date job description
Step 2: Develop an effective recruitment strategy
Step 3: Evaluate the recruitment strategy.
EFFECTIVE RECRUITMENT STEPS
DISCUSSION IN DETAILStep 1: Ensure an up-to-date job description
A clear, accurate and up-to-date job description is crucial to ensuring a good person-job fit.
It is worthwhile spending some time making sure that the job description matches the
everyday reality of the job.
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A job description contains two types of information:
Specific tasks and activities required for a particular job (e.g., conduct counselling
sessions, write client reports)
The knowledge, skills and abilities required for effective performance by the job
incumbent (e.g., good communication skills, capacity to establish good client rapport).
The best person-job fi t may be achieved by focusing on the tasks and activities as well
as the knowledge, skills and abilities of an effective performer.
The accuracy of a job description is likely to be improved by gathering information from
different sources. Different perspectives on the knowledge, skills, responsibilities, challenges
and demands of a position are likely to be provided by supervisors and workers in the same or
similar roles.
Useful information to gather from supervisors and coworkers includes:
1. What knowledge, skills, abilities and other personal characteristics (KSAOs) are
necessary for the position?
2. What KSAOs can be practically and reasonably expected?
3. What KSAOs are essential for effective job performance?
4. What KSAOs distinguish between good and poor performers on the job?
It may also be useful to consider whether the organisation is willing to take on less
experienced workers and provide professional development activities (in-house or
external) to build up their knowledge and skills.
Step 2: Develop an effective recruitment strategy
Two important issues to consider when developing a recruitment strategy are:
The source of recruitment (i.e., advertisements, personal referrals,employment
agencies, direct applications)
The recruiter (i.e., the personal face of the organisation).
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The source of recruitment
A range of strategies (e.g., newspaper advertisements, personal networks) can be used to
recruit new workers. There is evidence that hiring new staff through referrals from existingstaff or direct (unsolicited) applications is likely to result in lower turnover rates and higher
job satisfaction compared to more traditional avenues of recruiting (e.g., newspaper
advertisements).
The recruiter
A range of people within an organisation may be called upon to act as recruiters (i.e., to
answer telephone enquiries, conduct interviews, etc.). A recruiter can have a signifi cant
impact on job applicants, particularly their interest in a position and their intention to accept a
job offer.The supervisor for the position and coworkers are likely to be the most effective
recruiters as they will be viewed as trustworthy and credible sources of information about a
position and the organisation. There is also evidence to indicate that friendly and informative
recruiters are associated with firmer intentions to accept job offers. An experienced recruiter
who is familiar with the organisation can also be an important source of realistic and accurate
information for candidates (i.e., providing a realistic job preview). Emphasising the positive
aspects of a position is important in order to attract desired candidates. However, an
unrealistically optimistic job description may create problems in the longer term if a new
employees expectations are not met.
Step 3: Evaluate the recruitment strategy
Periodically evaluating the effectiveness of your recruitment strategy, such as the type of
sources used for recruiting, can be a useful activity.
For instance, a cost-benefi t analysis can be done in terms of the number of applicants
referred, interviewed, selected, and hired. Comparing the effectiveness of applicants hired
from varioussources in terms of job performance and absenteeism is also helpful. One could
also examine the retention rates of workers who were hired from different sources.
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An overview of best practice in selection techniques
A wide selection of techniques are available which range from intensive (and expensive)
activities (e.g., multi-day assessment centres), to the more commonly used interviews and
reference checks. Based on the evidence alone, best practice in selection requires a
comprehensive program that includes realistic tests of work practice and the use of validated
psychometric instruments. This is clearly an unrealistic expectation for most of the
organisations.
The next section describes evidence-based best practice for three of the most commonly
used selection techniques: Curriculum vitaes / rsums and written applications
Conducting interviews
Reference checks.
1.Curriculum vitaes / rsums and written applications
Information about a persons professional qualifi cations and experience can be obtained fromtheir curriculum vitae (CV) / rsum and their written applications. This information needs to
be verified as far as possible before the person is hired.
When reviewing the CV / rsum and written application, look for items that may need further
clarification such as:
Unexplained gaps in employment history
Ambiguous wording
Unanswered or partly answered questions
Inconsistent information
Frequent job changes.
Consider requesting job applicants to address specifi c selection criteria (i.e., essential and
desirable) for the job position. The onus is then on the applicant to summarise their work
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experience and qualifications and present it in an accessible manner. This makes for a more
efficient and time-saving process to fi nd relevant information about each applicant that
matches the criteria for the job.
2.Conducting interviews
In order to obtain the best person-job fit (i.e., matching the right person for the right job), a
structured interview format is recommended.
A structured interview involves asking each candidate the same set of questions and assessing
their responses on the basis of pre-determined criteria. The questions and assessment criteria
are based on an accurate, updated job description.The more common types of structured
interview questions are situational and experience-based.
Situational questions
Situational questions ask candidates about hypothetical scenarios that may be encountered in
the job and how they would respond in that situation.
The questions directly tap into the workrelated experience and problem-
solving style of the candidate.
Experience-based questions
Experience-based questions focus on specific examples of the candidates prior work
experiences and their responses to past situations that are relevant to the job in question. Oneadvantage of experience-based questions is the opportunity to tap into actual behaviour and
feelings rather than hypothetical ones.
Developing criteria to assess candidates responses
To effectively distinguish between candidates, it is recommended that structured questions are
accompanied by a pre-determined scoring key. The scoring key should contain examples of
excellent,good, average, and unsatisfactory answers against which candidates answers can be
compared.
Advantages of pre-determined scoring criteria include:
Reduced reliance on interviewers memory or written notes
Increased clarity regarding the criteria against which candidates are assessed (i.e.,
what is a good answer?)
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Consistency ofassessment across candidates and between interviewers (if a panel is
used).
Interview panels
It is recommended that an interview panel, rather than a single interviewer, is used. Using a
panel of interviewers can help to minimise potential biases, as well as provide the opportunity
to compare evaluations of the candidate before a final decision is made.
Where appropriate, the panel should be representative of gender and professions.
Representation on an interview panel can provide frontline workers / team members with an
opportunity to participate in the recruitment and selection process.
Ground rules for effective interviews
Consider the following evidence-based guidelines for conducting effective interviews.
Prior to the interview, review applicant information (e.g., CV, test scores, etc.) and detailed
job requirements
Consider providing a copy of interview questions to candidates prior to the interview (e.g.,
allow 15-20 minutes prior to the interview for review of questions). This can help candidates
prepare a response to questions that require an in-depth answer (e.g., problem-solving
questions)
Establish and maintain rapport greet the applicant pleasantly, display genuine interest, and
listen carefully
Pay attention to body language facial expressions, gestures, body positions, and
movements usually provide clues to the persons attitudes and feelings
Provide information honestly and freely to the applicant
Devise objective questions which have no hints to a desired response
Separate fact from inference jot down factual information during the interview and
inferences or interpretations later.Compare notes with other interviewers
Avoid making evaluations about the candidate until the interview is complete
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Make judgements according to specifc criteria based on the job description, rather than a
global rating of suitability for the job.
Control the course of the interview allow the applicant to talk freely but ensure that all
objectives of the interview are met
Ask standardised questions i.e., ask the same questions for all applicants.
Adhere to Equal Employment Opportunity (EEO) policies and procedures.
Give candidates the option of receiving feedback on their performance in the interview
(strengths and potential areas for improvement) at a later date.
3.Reference checks
It is recommended that only limited use is made of reference checks. The accuracy of
reference checks has not been strongly supported in the research literature.Reference checks
may be useful for identifying applicants who should not be recruited because of past
employment problems (i.e., asking whether the person would be willing to rehire the
candidate).Referees can also be used to check the accuracy of candidates description of their
educational and work histories (i.e., work roles, responsibilities and achievements).It is
important to recognise that only a small percentage of all reference checks are negative
Therefore, it is often difficult to differentiate between candidates on the basis of reference
checks alone.
Equal opportunity for recruitment
Every worker has rights and obligations under various legislated acts. Key legislation relevant
to recruitment practices involves equal opportunity and anti-discrimination in employment.
Such legislation includes the:
Human Rights Legislation and Equal Opportunity Commission Act (1986)
Equal Employment Opportunity for Women in the Workplace Act (1999)
The Disability Discrimination Act (1992).Organisations must be mindful of Government
legislation and related statutes and ensure that recruitment practices are not influenced by any
irrelevant features of the candidate such as age, gender, physical impairment, marital status,
medical record, nationality, cultural background, religion, sexual preference, social origin, or
trade union activity.
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Recruitment practices should be based on a candidates knowledge, skills and abilities
relevant to those specifically required for the duties of the position. Such practices should be
free from discrimination (adhering to legislation) and patronage (such as employing friends or
jobs for the boys)..
Recruitment and Selection test
If you are currently applying for a job then the chances are that you will need to sit a
recruitment and selection test as part of the process. These tests aim to provide a potential
employer with an insight into how well you work with other people, how well youhandle
stress, and whether you will be able to cope with the intellectual demands of the job.
Recruitment and selection tests are only part of the selection process and you will still beasked to complete an application form, send in a copy of your resume and attend at least one
interview. All of these things will tell the employer something about you and help them to
choose the most appropriate candidate for the vacancy.
Recruitment and selection tests can be split into personality tests and aptitude / abilitytests.
Personality Test
The principle behind personality tests is that it is possible to quantify yourpersonality
characteristicsby asking you about your feelings, thoughts and behavior. Personality has a
significant role to play in deciding whether you have theenthusiasm and motivationthat the
employer is looking for and whether you going to fit in to the organization, in terms of your
personality,attitude andgeneral work style? Personality tests can be applied in a
straightforward way at the early stages of selection to screen-out candidates who are likely to
be unsuitable for the job.
Aptitude and ability tests
Aptitude and ability tests are designed to assess your intellectual performance. These types of
test can be broadly classified onto the groups shown and you may be asked to sit a test which
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consists only of numerical questions or these may form part of a test which consists of
questions of different types.
This will depend very much on the job you are applying for. For example, jobs that require
you to handle figures on a day to day basis may have a higher proportion ofnumerical
reasoning questions, whereas tests used for information technology jobs tend to have a
higher proportion of abstract reasoningquestions.
You may be asked to answer the questions either on paper or using a PC or palm-top, as
online testing is becoming increasingly popular. The advantage of online testing is that once
the test is completed, an analysis of the results can be calculated straight away. This means
that the organization can continue with the selection process with the results in hand rather
than keep you waiting or send you home and call you back in at a later date. Another
advantage is that you can take the test at a recruitment agency or even in your own home.
Online testing is particularly suitable for initial screening as it is very cost-effective.
Which ever type of test you are given, the questions are almost always presented in multiple-
choice format and have definite correct and incorrect answers. As you proceed through the
test, the questions may become more difficult and you will usually find that there are more
questions than you can comfortably complete in the time allowed. Very few people manage to
finish these tests and the object is simply to give as many correct answers as you can.
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Yourtest scoreis then compared with the results of acontrol groupwhich has taken the tests
in the past. This control group could consist of other graduates, current job holders or a
sample of the population as a whole. Your reasoning skills can then be assessed in relation to
this control group and judgments made about your ability.
Remember, recruitment and selection tests are only part of the overall assessment procedure.
Employers will use them alongside interviews, application forms, academic results and other
selection methods, so yourYour test result won't be the only information looked at.
Recruitment Policy
In todays rapidly changing business environment, a well definedrecrui tment poli cyis
necessary for organizations to respond to its human resource requirements in time.
Therefore, it is important to have a clear and concise recruitment policy in place, which
can be executed effectively to recruit the best talent pool for the selection of the right
candidate at the right place quickly. Creating a suitable recruitment policy is the first
step in the efficient hiring process. A clear and concise recruitment policy helps ensure a
soundrecruitment process.
It specifies theobjectives of recruitmentand provides a framework for implementation
of recruitment programme. It may involve organizational system to be developed for
implementing recruitment programmes and procedures by filling up vacancies with best
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qualified people.
COMPONENTS OF THE RECRUITMENT POLICY
The general recruitment policies and terms of the organisation Recruitment servicesof consultants Recruitment of temporary employees Unique recruitment situations The selection process The job descriptions The terms and conditions of the employment
A recruitment policy of an organisation should be such that:
It should focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and
respect.
Unbiased policy. To aid and encourage employees in realizing their full potential. Transparent, task oriented and merit based selection. Weightage during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. Defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment
relationship.
Integrates employee needs with the organisational needs.
FACTORS AFFECTING RECRUITMENT POLICY
Organizational objectives Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization.
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Recruitment costs and financial implications.
Trends and changes in Recruitment and selection
Recruitment and selection has undergone a transformational change post recession.Trendsand Issues in recruitment and selection have taken paradigm shift with market gradually
recovering from slowdown .The effect of recession has brought new challenges for the
companies as well as job aspirants. The phase marked by lay offs and pink slips, now
seems to be getting over, opening new opportunities for the job seekers. At the same time,
taking advantage of an improving economy, employers are planning to recruit new
employees in their organization in near future while maintaining their talent pool.
RECENT CHANGES IN RECRUITMENT AND SELECTIONChanging Recruitment and selection Patterns post recession :An Employers
perspective
1. The focus is on Talent management:
Companies are open for great talent; thereby employees with specialized skills and an
experience in the respective domain have better options to choose as compared to
generalist's .The candidates scoring high on experience, technical skills, along with good
command of domain knowledge and excellent communication skills are the ones the
companies are looking for in the recovery phase .Moreover companies have a preference
for candidates that are working, reasoning that they must be the best of the best, if they
survived cuts.
2. Referrals are a good option:
This to be a "reliable channel" to reach out to its potential employees Employers need to
use their extensive contacts as companies are relying on referrals as compared to walk in
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interviews. When it comes to hiring, companies aren't putting ads for the vacancies for
senior levels rather using the referrals of their existing employees for vacancies.
3. Social networking sites:
Social networking websites are no longer used for personal purposes but also for hiring,
business marketing and promotions. This primarily includes much of senior-level hiring,
and makes it easier for the hiring managers to target candidates with niche skills or for
roles based in alien geographies.
4. Focus on reducing hiring costs:
During and post the recession the role of Human Resources during is to save money for
the organization.The traditional methods of recruitment of on campus as well as walk in
are time consuming and costly procedure , instead companies are preferring reputed
institutes and on line job sites for recruitment.
5. Rehiring of ex-employees;
The employees that were laid off or shown pink slip during recession as company were
downsizing due to slowdown are now being reconsidered and preferred upon new fresh
recruits , as they are aware of company culture and policies.
6. Rewards & recognitions:
Strategic initiatives on the part of the employer to increase the productivity and efficiency
of the whole organization and redesign of the compensation scheme
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Changing Recruitment and selection Patterns post recession: An Employee's
perspective
1. Good time for Changing and seeking new diversified Careers:
Many existing employees are waiting for the market to recover, in order to change
employers, careers or industries. This is the time when they can come up to new
challenging roles which they always desired, a shift from their previous roles which they
opted due to lack of options during the slow down of the market. The present job in which
they have working might be a compromise wherein they don't foresee growth, can now
benefit from the post recession scenario and can go ahead with changing career path..
2. Raise or Promotion:
Employees plan to ask their bosses for a raise or promotion once the recovery is
underway. As employers need to ensure their best employees remain with their firm when
they're presented with other opportunities, the better salary packages and other benefits
and perks will play a critical role in retaining their employees.
3. Demand for strong branded companies as employer.
Job seekers are opting for strong and stable brands rather than those who are offering
quick money. Companies with stable track record of growth and market share is being
preferred over new establishments.
4. Innovation & skills is the buzz word:
The job seekers need to ensure that they are adequately skilled and are abreast with the
latest changes in the market. They job seekers need to acquire knowledge and special
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traits necessary to be successful. The innovation along with planning and problem solving
skills is what they the need for their survival.
5. Increased competition :
Job seekers are facing competition not only from the fresh recruits but at the same time
experienced workforce who is looking for change and those who have been laid off in the
past due to recession. So job seekers need to face competition as result of more
availability of candidates and less opportunities.
RECENT CHANGES IN RECRUITMENT AND SELECTION1. USE OF TECHNOLOGY
Many scholars believe that technology will be the most notable HRM trend of the nextfew decades.
Many large public organizations use computer bulletin boards and electronic mail toimprove recruitment process
Managers can have online access to applicants' test scores, qualifications and contactinformation
Software programs: to administer online examinations, track applicants, match resumeswith skill sets, expedite background checks, and shepherd job candidates through a
paperless staffing process
2.OUTSOURCING
In India, the HR processes are being outsourced from more than a decade now. A
company may draw required personnel from outsourcing firms. Theoutsourcingfirms
help the organisation by the initial screening of the candidates according to the needs of
the organisation and creating a suitable pool of talent for the final selection by the
organisation. Outsourcing firms develop their human resource pool by employing people
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for them and make available personnel to various companies as per their needs. In turn,
the outsourcing firms or the intermediaries charge the organisations for their services.
Advantages of outsourcingare:
1. Company need not plan for human resources much in advance.2. Value creation, operational flexibility and competitive advantage3. turning the management's focus to strategic level processes of HRM4. Company is free from salary negotiations, weeding the unsuitable
resumes/candidates.
5. Company can save a lot of its resources and time3.POACHING/RAIDING
Buying talent (rather than developing it) is the latest mantra being followed by the
organisations today. Poaching means employing a competent and experienced person
already working with another reputed company in the same or different industry; the
organisation might be a competitor in the industry. A company can attract talent from
another firm by offering attractive pay packages and other terms and conditions, better
than the current employer of the candidate. But it is seen as an unethical practice and notopenly talked about. Indian software and the retail sector are the sectors facing the most
severe brunt of poaching today. It has become a challenge for human resource managers
to face and tackle poaching, as it weakens the competitive strength of the firm.
4.E-RECRUITMENT
Many big organizations use Internet as a source of recruitment.E-recruitmentis the useof technology to assist the recruitment process. They advertise job vacancies through
worldwide web. The job seekers send their applications or curriculum vitae i.e. CV
through e mail using the Internet. Alternatively job seekers place their CVs in worldwide
web, which can be drawn by prospective employees depending upon their requirements.
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Advantages of e-recruitmentare:
o Low cost.o No intermediarieso Reduction in time for recruitment.o Recruitment of right type of people and Efficiency of recruitment process.
HR Challenges In Recruitment And Selection
Recruitment is a function that requires business perspective, expertise, ability to
find and match the best potential candidate for the organisation, diplomacy,
marketing skills (as to sell the position to the candidate) and wisdom to align the
recruitment processes for the benefit of the organisation. The HR professionals
handling the recruitment function of the organisation- are constantly facing
new chall enges in Recruitment. The biggest HR chal lenge in Recrui tmentfor
such professionals is to source or recruit the best people or potential candidate for
the organisation.
In the last few years, the job market has undergone some fundamental changes in
terms of technologies,sources of recruitment, competition in the market etc. In
an already saturated job market, where the practices like poaching and raiding are
gaining momentum.
HR professionals are constantly facing new challenges in one of their most
important function-recruitment. They have to face and conquer various challenges
to find the best candidates for their organisations.
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The majorchallenges faced by the HRin recruitment are:
Adaptability to globalizationThe HR professionals are expected andrequired to keep in tune with the changing times, i.e. the changes taking
place across the globe. HR should maintain the timeliness of the process
Lack of motivationRecruitment is considered to be a thankless job. Evenif the organisation is achieving results, HR department or professionals are
not thanked for recruiting the right employees and performers.
Process analysisThe immediacy and speed of the recruitment process arethe main concerns of the HR in recruitment. The process should be flexible,
adaptive and responsive to the immediate requirements. Therecruitment
processshould also be cost effective.
Strategic prioritizationThe emerging new systems are both anopportunity as well as a challenge for the HR professionals. Therefore,
reviewing staffing needs and prioritizing the tasks to meet the changes in
the market has become a challenge for the recruitment professionals.
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COMPANY PROFILE
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COMPANY PROFILE
Dabur India Limited came into existence over 100 years ago in 1884 in Calcutta.The founder
of Dabur India Limited-Dr.S.K.Burman (1856-1907) was a physicianwho brought Ayurvedic
medicines for the masses of Bengal. His off quoted dictumis the guiding spirit behind Dabur
even today:
"What is the life worth which cannot bring comfort to others"
And the Vision of DIL is:
"Dedicated to the health and well being of every house hold
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 L IM ITEDand 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
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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 inCalcutta, Dabur has come a long way to
becomea multifaceted multinational, multi-product, modernIndian 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 liesin natural and herbal preparations.
Dabur's corporate philosophy has always been ahead of itstime. The founder's initial
successwas 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 exceedRs.800 crores with plans to achieve Rs.2, 000 crores by year
2003. Dabur has 34,000 shareholders withmarket 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
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itsoffices in London, New York and Moscow. Dabur products arebeing 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 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.
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 lif e 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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PRINCIPLES OF THE COMPANY
OWNERSHIP :
This is our company. They accept responsibility and accountability to meet business needs.
PASSION FOR WINNING:
All are considered leaders in their responsibility, with a deep commitment to deliver the
results. They are determined to be the best at doing what matters the most.
PEOPLE DEVELOPMENT:
People are the most important asset. They add value through result- driven training and we
encourage rewards and excellence.
CONSUMER FOCUS:
They have superior understanding of consumer needs and develop products to
fulfill their demands.
TEAM WORK :
They work together on the principle of mutual trust and transparency in a
boundary less organization.
INNOVATION :
Continuous innovation in products and processes and is the base of their success
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CORPORATE PHILOSOPHY
Knowledge is the key to growth in today's world. Whatever be the industry, it is the
knowledge, which provides cutting edge to individual and organisations. For more than a
century nature has been a rich source of knowledge for DABUR. Nature has not only gives it
the ingredients for all its products but also has taught it how to create a harmony within and
outside the organisation. Nature has inspired DABUR in all its acts .Ayurveda - the science of
life is based on principles of nature. All ayurvedic preparation has their ingredients derived
from nature. Dabur has converted the healing properties of natural ingredients and the age-old
knowledge of ayurveda into contemporary health care to eliminate health problems of its
consumers.
Dabur is committed to expand the reach of its age-old knowledge of ayurveda and
Nature through web. Through web the aim is to overcome the physical boundaries to take
ayurvedic way of life to global frontiers. Dabur India limited understands its responsibility as
a corporate house. It has not only set a sight on increasing turnover and profitability of the
company but also on propagating Ayurveda-THE INDIAN SYSTEM OF MEDICINE
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 improve theQuality of Life of common masses.
To implement and emphasise on systems to ensure prevention of errors rather thandetection of errors.
To ensure global competitiveness by striving to achieve Current Good ManufacturingPractices (CGMP).
To ensure safety in all operations and to follow the systems in all areas of operations.
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To continually train people to build up and upgrade skills and expertise and to involvethem to become committed to the quality process.
T o reduce wastages within the organisation and increase productivity
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 ofherbs 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
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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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QUALITY POLICY
At Dabur, quality is a relentless commitment to continuous improvement in products , process
and systems to provide consistent quality products to meet customer's requirements worldwide.The management is fully committed to quality and ensures all resources to accomplish this task.
Dabur has been on steep path for few years. Its sales turnover has increased from Rs.530 crores
in 1995 to Rs.1166 crores in 2000-01.
In 1999-2000, overall growth of 13.5 per cent was recorded in sales (Rs.1000 crores plus) with
Family Product Division recording a growth of--15.85 per cent, HealthCare Division- 12.3 per
cent, Ayurvedic Specialties Division -27 per cent and Pharmaceuticals Division- 20 per cent.
Exports recorded a growth of 11 per cent in1999-2000, amounting to Rs.114.16 crores. The major
contributions of growth were herbal products, bulk drugs & anti-cancer formulations. Gross
margin showed an improvement of 4 per cent and net profit amounted to Rs.77 crores.
In 2000-01,sales turnover had recorded a growth of 12 per cent, amounting to 116.5crores and net
profit had soured by 39.2 per cent amounting to Rs.78.5 crores. Sales turnover in light of such
growth path has been targeted for Rs 2000 crores in 2003- 04.
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 June 30, 2003.
Company has recorded a growth of 36 per cent in its net profit percent growth in its turnover
during April-June 2003.
The turnover of DIL, during the three-month period, has increased to Rs 266crore 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 improves in
subsequent quarter
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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.
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HUMAN RESOURCE FUNCTIONS
Recruitment and selection.
Performance Appraisal.
Training and Development.
Promotion, Transfer, Seperation.
General administration & Welfare.
Security.
Public Relations.
Industrial Relations.
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HUMAN RESOURCE DEPARTMENT
Deputy Manager-HR
Additional General
Manager-Corporate HR &
Senior
Executive-HR
Assistant HR
Officer
Supervisor-
Administration
Security
Housekeeping
General
Administration
Executive
Assistant-HR
Unit Head
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RECRUITMENT AND SELECTION IN DIL
The first step involves the filling up of Manpower Indent Form. This form is filled up by
the department, which is having the vacancy. The form consists of various questionswhich are to be answered like if the current vacancy is a replacement vacancy, its reason
is to be specified -the factors which resulted it like death, retirement etc.
The department is required to give the qualifications that the future candidate should
possess.
In the next step, this form is given to the Human Resource (HR) department; this
department sees if the position can be filled through internal sources. The internal sources
can be transfers, promotion etc. In the case of internal sources, there commendations of
the employees are not taken into consideration. If the HR department does not find
suitable candidate within the organisation then this department has to give reasons for it.
The form then goes to the Corporate HR for its approval.
When the suitable candidate is not available within the organisation, the organisation then
moves to the outside world for filling up the vacancies.
If the number of employees required is large then the company has in its
consideration three ways-
The Data bank of the organisation
Advertisements.
Contacting large consultants.
The company maintains a databank of the candidates, which is used when the number of
vacancies to be filled up is large. The sources of databank can be the qualified candidates
who had applied in the organisation earlier but due to some reasons could not join the
organisation.
Advertisements are the second big source to attract the candidates. These are having
much larger scope and reach to a number of people. The qualifications required by the
organisation and the criteria could be described in detail.
Large number of consultants also constitutes a big source. Many people register
themselves with these consultants and they act as a bridge between the organization and
the candidates. The consultants provide the company required details about all criteria.
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These consultants are fixed for the organisation, which are chosen on the basis of their
performance. In case of overseas recruitment it is checked whether their Indian
counterparts can perform the job efficiently or not. If need arises then they are also taken
through consultants.
But if the number of vacancies is very small then the organisation takes the help
of the local consultants.
The candidates are then required to fill up the Application Form. This form
requires the candidate to fill the details regarding the previous employment, if any and his
personal data. The form is having details regarding like the marital status, organisation
structure, the position held by the candidate, his salary structure, the top three deliveries
to the organisation that proved to be beneficial to the organisation, career goals, his
strengths and weaknesses etc.
After the application form has been duly filled and submitted, the selection process starts
wherein the candidate has to pass through various stages and interview. The interview
panel consists of the persons from Corporate (HR), and other persons including the
executives from the department for which the vacancy is to be filled.
The selected candidates are then short-listed. The short listed candidates are then given
priority numbers; this is due to the reason that sometimes the candidate who is having
first priority is unable to join the organisation due to some reasons then in that case the
candidate next in the priority list is given preference.
The candidate has to under go medical examination and his credentials are
verified
After qualifying these stages, the candidate is then absorbed in the organisation
and explained his/her duties. This phase marks the end of the selection procedure.
Dabur India Ltd.also performs Campus interviews as and when the need arises.The
esteemed organisation also provides apprentice training-wherein the organisation trains
the people in the working of the organisation and gives thenstipend. If these trainees are
found useful to the organisation then they are absorbed in the organisation else they are
given certificate so that they can show this as an experience and get a job elsewhere
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RECRUITMENT PROCEDURE OF DABUR
Yes
NO
Yes
YES
START
A Department headraises a requisition
The candidate goes through the first
level of Interview
Has the candidate
qualified the first round
The concerned head fills the
man ower re uisition form
The candidate fills up the
a lication blank
The concerned requisition then goes to the
CEO ED D O for the osition a roval.
IIOnce the approval is given HR team sits with
the concerned department head/team and
finalizes the date within which the requirement
is to be filled and discusses the special skills
The candidate goes through
the second level of interview
Has the candidate
qualified the second
level of Interview
HR decides the source of CVs (Ads,
Referral Consultant ob Portals
The short listed candidates are informed of
the selection process venue and time at least
48 hrs in advance
The candidate goesthrough a round of HR
HR invites CVs and shortlists the same
Has the short
listed candidate
II
Has the candidate
qualified the HR
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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.
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 candidates last recruitment process was held.
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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 fiveworking days sof 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 hisrecords within three working days from the date on which he was supposed to
report to work for the first time.
The details of the employees who have finally joined Dabur has to be tocompany Database on the same working day when s/he first reports to work all
these records are saved in a particular format.
HUMAN RESOURCE INFORMATION SYSTEM (HRIS)- IN DABUR INDIA
LTD
WHAT IS HRIS?
Human Resource Information System or Human Resource Management Systems
(HRMS) shapes an intersection between Human resource management (HRM) andinformation technology. It merges HRM as a discipline and in particular its 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.
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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 problemsof administering the personnel functions but also helps the organization in several ways
as under:
1. Providing support to other systemsSupportive Role2. Development of systems and researchAdministrative role3. Management of Human ResourcesManagerial Role4. Developing Competencies of various kindsDevelopmental Role5. Catering the process needsProcess Role
Objectives of HRIS :
1. To offer an adequate, comprehensive and on-going information system aboutpeople 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.
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
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2. Leave, transfer, promotion, increment Information3. Manpower planning Information4. Training Information5. Performance appraisal Information6. Payroll Information7.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? will it take for users to be self-sufficient?
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 potentialsavings?
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
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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 usesMicrosoft-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 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 organization2. Data Inaccuracy3. Improper handling of the information4. Traditional way of generating the reports5. Longer time to retrieve data6. 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.
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RESEARCH METHODOLOGY
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RESEARCH METHODOLOGY
NATURE OF RESEARCH
Descriptive Research design .
METHODS OF DATA COLLECTION
SECONDARY DATA
Secondary data, on the other hand, is that which have been already collected by someone
else and which have already been passed through the statistical process.
Secondary data used in this study is taken from various sources like
Websites. Books and Magazines.
Action Plan
Literature Survey through various Journals, Magazines and internet. Analyze the data collected Drawing conclusions and recommendations
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FINDINGS ,CONCLUSION AND
RECOMMENDATIONS
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FINDINGS
At DABUR, a very traditional approach of maintaining HRIS is followed. Theorganization does not make use of any special software for this purpose.
COMMON MISTAKES MADE BY RECRUITERS:
Recruiters need to effectively 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 differentterminology for different roles, so recruiters should spend some time undersatnding
the requirment first.
.
Violation of time zones while calling.
Dabur India Ltd., provides RPO services to Fortune 500 companies. It has effected
following aspects in a major way:
Cost Savings: Dabur India Ltd., provides lower personnel costs (such as payroll,
benefits, taxes, recruitment and training) and lower overhead (such as facilities,technology, maintenance, support and payroll processing.)
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Quality Improvement:Dabur India Ltd 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., 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., 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., can enhance its clients revenues through the
benefits of improved focus on core business.
Capital Efficiency: Dabur India Ltd., outsourcing services relieves some of the overhead
expenditures freeing up capital to be used in a more efficient.
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LIMITATIONS OF THE STUDY
1. LIMITED RESOURCES:
Limited resources are available to collect the information about the topic.
2. ASPECTS COVERAGE:
Some of the aspects may not be covered in my study.
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CONCLUSION
Dabur India Ltd ,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.,
aims to provide quality and cost efficient man-power in a timely manner.
Dabur India Ltd., can improve time-to-hire- By outsourcing your recruitmentprocess to Recruiting Junction, Dabur India Ltd 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., can getcompanies high quality employees without any hassle of searching, finding, short-
listing, negotiating, etc.
Dabur India Ltd., gives managers the time to focus on other core HR activities- byoutsourcing 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.
Outsource the recruitment process through HR department of Dabur India Ltd., andyet retain complete control- Dabur India Ltd., 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 atlow cost, companies get higher revenue and more time to do business development.
Dabur India Ltd has refined processes that help you get staff quickly for your day-
to-day and scaling needs.
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RECOMMENDATIONS
At DABUR, a very traditional approach of maintaining HRIS is followed. Theorganization does not make use of any special software for this purpose.
The company should use HRIS SOFTWARE to maintain its database in order to:-
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.
Recruiters should be trained well in order to implement successful recruitmentprocess.
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
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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 thetelephone 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.
A data management system should be developed that will capture allrecruitment information and allow easy analysis.
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BBIIBBLLIIOOGGRRAAPPHHYY
http://www.yahoo.com http://www.google.com http://www.monster.com http://www.daburindialtd.info.com www.citehr.com Research paper by Mrs.Meenal Vasal,IBS Kota.
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