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PREFACE
The basic purpose of this project is to present the subject matter in simple
language and easily understandable style to assist the reader to develop through
understanding about the actually beneficial policies of the company. As a part of
my Master of Business Administration (M.B.A) program I was asked to undergo
forty five days summer training in any organization, so as to give exposure to
practical management and to get familiar with the various activities in the
organization. I got an opportunity to undergo my summer training in the reputed
organization Jubilant Organosys Ltd.. I was allowed to work on the project
title RECRUITMENT AND SELECTION. For analysis and interpretation
financial data has been taken from financial reports of the concern and
performance of policies is evaluated. Research gives an ample opportunity to
apply once academic knowledge in the field of substantiated by ones inactive and
lesion capabilities.
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EXECUTIVE SUMMARY
Recruitment and selection are the two crucial steps in the HR process and
are often used interchangeably. There is, however, a fine distinction between the
two steps. While recruitment refers to the process of identifying and encouraging
prospective employees to apply for jobs, selection is concerned with picking the
right candidates from a pool of applicants. Recruitment is said to be positive in its
approach as it seeks to attract as many candidates possible. Jubilant Organosy
Limited, is an integrated Pharmaceutical & Life Sciences company. As India's
largest Custom Research and Manufacturing Services (CRAMS) player and a
leading Drug Discovery and Development Solutions provider out of India. It is
constantly engaged in delivering value to its global customers through innovative
technologies, products and services. Jubilant through its various subsidiaries in
India and overseas is constantly endeavouring to contribute towards meeting the
unmet medical needs and bringing down the healthcare costs globally. Selections,
on the other hand, is negative in its application inasmuch as it seeks to eliminate
as many unqualified applicants as many unqualified applicants as possible in
order to identify the right candidates. A dependence on the interview as the tool
most commonly used in selection of in-school administrators is contrary to much
research that suggested the best selection process is one that used a multitude of
techniques. Effective planning for recruitment and selection of in-school
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administrators is the key step to any process. All communication and information
concerning candidates for recruitment or selection should be contained in one
department or person through the function of the HRP office. Recruitment and
selection procedures should be realistic, written in policy, and implemented.
Multiple and varied weighted selection techniques should be utilized in the
selection of in-school administrators. If the selection process is well handled and
managed professionally, the person who did get selected realizes that he or she
has been put through a rigorous process, is proud of deserving the job, is eager to
live up to the new challenges, and feels special and valued by the organization,
even before coming on board. Additionally, an effective recruitment and selection
procedure produces positive feelings in the selection. By recruiting widely and
correctly, obtaining the qualified people to apply for management or
administrative positions, and selecting methodically, chances of having better,
more effective leaders in critical leadership positions are increased.
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CONTENT
INTRODUCTION
OBJECTIVES OF THE PROJECT
SCOPE & IMPORTANCE
LITERATURE REVIEW
COMPANY PROFILE JUBILANT ORGANOSYS LTD.
RESEARCH METHODOLOGY
DATA ANALYSIS & INTERPRETATION
FINDINGS
CONCLUSION
SUGGESTIONS
LIMITATIONS
BIBLIOGRAPHY
ANNEXURE
QUESTIONNAIRE
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STATEMENT TO THE PROBLEM
Decisions about hiring and classifying applicants are based on expectations
or predictions about their future work behaviors. When a company needs to
recruit new staff or make promotion decisions about employees, there are various
methods of assessments at its disposal. Personal selection and assessment
activities are integral parts of organizational life. There is more pressure now on
organizations and HR managers to fill vacant positions quickly and with the most
appropriate individuals. Whatever selection procedure is used, it should yield the
right type of information and lead to correct decisions being made. The statement
for the problem of the proposed study are as follows: Recruitment and
Selection Process in Jubilant Organosys Ltd.
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INTRODUCTION
Recruitment is a process to discover the sources of manpower to meet the
requirements of the staking schedule and to employ effective measures for
attracting that manpower in adequate numbers to facilitate effective selection of
an efficient working force. Recruitment is a process of searching for prospective
employees and stimulating and encouraging them to apply for jobs in an
organization. This project report is prepared for the partial fulfillment of the
award of degree of Master of business administration. The main aim of this
project report is to study the HR techniques for the recruitment and selection
procedure in Jubilant Organosys Ltd. Basically there are 2 sources of recruitment
Internal and External sources. Transfers and promotion is the category of the
internal recruitment internal recruitment promotes greater loyalty and moral
among the employees. External recruitment is mainly based on the campus
selection process factory gate living is an important source of external recruitment
by planning a notice on the notice board of the enterprise specifying the details of
the job available. Personal selection and assessment activities are integral parts of
organizational life. There is more pressure now on organizations and HR
managers to fill vacant positions quickly and with the most appropriate
individuals. Decisions about hiring and classifying applicants are based on
expectations or predictions about their future work behaviors. When a company
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needs to recruit new staff or make promotion decisions about employees, there
are various methods of assessments at its disposal. Whatever selection procedure
is used, it should yield the right type of information and lead to correct decisions
being made.
HRP helps determine the number and type of people an organization needs.
Job analysis and job design specify the tasks and duties of jobs and the
qualifications expected from jobholders. The next logical step is to hire the right
number of people of the right type to fill the jobs. Hiring involves two broad
groups of activities: (i) recruitment and (ii) selection. Recruitment is discussed in
this chapter. The next chapter deals with selection.
Before coming to details of recruitment, it is useful to not that hiring.,
contrary to popular perception, is an ongoing process and not confined to the
formative stages of an organization. Employees leave the organization in search
of greener pastures- some retire and some die in the saddle. More importantly, an
enterprise grows, diversifies, takes over other units- all necessitating hiring of
new men and women. In fact, the hiring function stops only when the
organization ceases to exist.
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OBJECTIVES OF THE PROJECT
To study of the procedure of recruitment process of executive in Jubilant
Organosys Ltd.
To study all those factor which attract to apply the organization.
To study the concept of Recruitment process.
To find out the awareness of selection procedure of the organization.
To study the satisfaction level with the selection procedure.
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SCOPE & IMPORTANCE
Help increase the success rate of selection process by decreasing number of
visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and selected
will leave the organization only after a short period of time.
Meet the organizations legal and social obligations regarding the
composition of its workforce.
Begin identifying and preparing potential job applicants who will be
appropriate candidates.
Increase organization and individual effectiveness of various recruiting
techniques and sources for all types of job applicants.
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LITERATURE REVIEW
Recruitment is the process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and ends when
their applicants are submitted. The result is a pool of applicants from which new
employees are selected. In simple terms, recruitment is understood as the process
of searching for and obtaining applicants for jobs, from among whom the right
people can be selected. A formal definition of recruitment is. Though,
theoretically recruitment process is said to end with the receipt of applications, in
practice the activity extends to the screening of applications so as to eliminate
those who are not qualified for the job.
Recruitment represents the first contact that a company makes with
potential employees. It is through recruitment that many individuals will come to
know a company, and eventually decide whether they wish to work for it. A well-
planned and well-managed recruiting effort will result in high-quality applicants,
whereas, a haphazard and piecemeal effort will result in mediocre ones. High-
quality employees cannot be selected when better candidates do not know of job
openings, are not intereseted in working for the company, and do not apply. The
recruitment process should inform qualified individuals about employment
opportunities, create a positive image of the company, provide enough
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information about the jobs so that applicants can make comparisons with their
qualifications and interests, and generate enthusiams among the best candidates
so that they will apply for the vacant positions. The negative consequences of a
poor recruitment process speak volumes about its role in an organization. The
failure to generate an adequate number of reasonably qualified applicants can
prove costly in several ways. It can greatly complicate the selection process and
may result in lowering of selection standards. The poor quality of selection means
extra cost of training and supervision, Furthermore, when recruitments fails to
meet organizational needs for talent, a typical response is to raise entry-level pay
scales. This can distort traditional wage and salary relationships in the
organization., resulting in avoidable consequences. 4 Thus, the effectiveness of
the recruitment process can play a major role in determining the resources that
must be expended on other HR activities and their ultimate success.
PURPOSES AND IMPORTANCE
The general purpose of recruitment is to provide a pool of potentially
qualified job candidates, specifically, the purposes are to:
1. Determine the present and future requirements of the organization in
conjunction with its personnel-planning and job-analysis activities.
2. Increase the pool of job candidates at minimum cost.
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3. Help increase the success rate of the selection process by reducing the
number of visibly, underqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and
selected, will leave the organization only after a short period of time.
5. Meet the organisations legal and social obligations regarding the
composition of its work force.
6. Begin identifying and preparing potential job applicants who will be
appropriate candidates.
7. Increase organizational and individual effectiveness in the short term and
long term.
8. Evaluate the effectiveness of various recruiting techniques and sources for
all types of job applicants.
External Factors
Of particular importance is the supply and demand of specific skills in the
labour market. If the demand for a particular skill is high relative to the supply, an
extraordinary recruiting effort may be needed. For instance, the demand for
programmers and financial analysis is likely to be higher than their supply, as
opposed to the demand-supply relationship for non-technical employees.
Labour-market conditions in a local area are of primary importance in
recruiting for most non-managerial, supervisory and middle-management
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positions.5 However, so far as recruitment for executive and professional
positions are concered, conditions of all India market are important. When the
unemployment rate in a given area is high, the companys recruitment process
may be simpler. The number of unsolicited applicants is usually greater, and the
increased size of the labour pool provides better opportunities for attracting
qualified applicants. On the other hand, as the unemployment rate drops,
recruiting efforts must be increased and new sources explored. Another external
factor is political and legal considerations. Reservation of jobs for SCs, Sts,
minorities and other backwards classes (OBCs) is a political decision. There is a
strong case for giving preference to people hailing from less-advantaged sections
of the society. Reservation has been accepted as inevitable by all sections of the
society. The Supreme Court also has agreed upon 50 per cent reservation of seats
and jobs.
As was stated we have central and state acts dealing with labour. They
cover working conditions, compensation, retirement benefits, and safety and
health of employees in industrial establishments. There are acts which deal with
recruitment and selection. Child Labour (Prohibition and Regulation) Act, 1986,
for instance, prohibits employment of children in certain employments, and seeks
to regulate their working conditions in certain employments. Similarly, we have
the Employment Exchange (Compulsory Notification of Vacancies) Act, 1959,
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internal sourcing, as own employees know the company well and can recommend
candidates who fit the organisations culture.
Another related policy is to have temporary and part-time employees. An
organization hiring temporary and part-time employees is in a less advantageous
position in attracting sufficient applications.
in multinational corporations (MNCs), there is the policy relating to the
recruitment of local citizens. MNCs operating in our country prefer local citizens
as they can understand local language, customs and business practices better.
A major internal factor that can determine the success of the recruiting
programmes is whether or not the company engages in HRP. In most cases, a
company cannot attract prospective employees in sufficient numbers and with
required skills overnight. It takes time to examine the alternatives regarding the
appropriate sources of recruits and the most productive methods for obtaiing
them. Once the best alternatives have been identified, recruiting plans may be
made. Effective HRP greatly facilitates the recruiting efforts.
Size is another internal factor having its influence on the recruitment
process. An organization with one hundred thousand employees will find
recruiting less problematic than an organisation with just one hundred employees.
Cost of recruiting is yet another internal factor that has to be considered.
Recruiting costs are calculated per new hire and the figure is considerable now-a-
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days. Recruits must, therefore, operate within budgets, Careful HRP and
forethought by recruits can minimize recruitment costs. One cost saving
measure, for instance, is recruiting for multiple job openings simultaneously. The
best solution is to use proactive personnel practices to reduce employee turnover,
thus, minimizing the need for recruiting. Evaluation the quality, quantity and
costs of recruitment helps ensure that it is efficient and cost-effective.
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SELECTION
Selection is the process of picking individuals (out of the pool of job
applicants) with requisite qualifications and competence to fill jobs in the
organization. A formal definition of selection is
It is the process of differentiating between applicants in order to identify
(and hire) those with a greater likelihood of success in a job.
Although, some selection methods can be used within an organization for
promotion or transfer, this chapter focuses on selecting applicants from outside
the organization.
Recruitment and selection are the two crucial steps in the HR process and
are often used interchangeably. There is, however, a fine distinction between the
two steps. While recruitment refers to the process of identifying and encouraging
prospective employees to apply for jobs, selection is concerned with picking the
right candidates from a pool of applicants. Recruitment is said to be positive in its
approach as it seeks to attract as many candidates possible. Selections, on the
other hand, is negative in its application inasmuch as it seeks to eliminate as
many unqualified applicants as many unqualified applicants as possible in order
to identify the right candidates.
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ROLE OF SELECTION
The role of selection is an organisations effectiveness is crucial for at least, two
reasons. First, work performance depends on individuals. The best way to
improve performance is to hire people who have the competence and the
willingness to work. Arguing from the employees viewpoint, poor or
inappropriate choice can be demoralizing to the individual concerned (who finds
himself or herself in the wrong job) and de-motivating to the rest of the work
force. Effective selection, therefore, assumes greater relevance.
Second, cost incurred in recruiting and hiring personnel speaks volumes
about the role of selection. Here is one instance to prove how expensive
recruitment has become. Pepsi had gone on a crash recruitment drive. Six people
from the company took over the entire Oberoi Business Centre in Bombay for six
days: 3000 application in the response to an advertisement issued were scanned;
applicants were asked to respond by fax within 100 hours; finally, the short listed
persons were flown in the US, it is much more expensive. The cost of searching
for any training a gop-level executive may run into $2,25,000.
As was pointed out in the previous chapter, consultants charge fees ranging
from 20 to 50 percent of the first years salary of an employee selected. Assuming
a manager is assured of a compensation of Rs 2 Lakh per annum the retainers fee
works out to be Rs. 40,000 to Rs. 1,00,000.
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Costs of wrong selection are much greater. Figure 7.1 shows four possible
outcomes of a selection decision. Two of these-true positive (high hit) and
true negative (low hit)-are right selections decisions. The other two outcomes
represent selection errors. In the false positive error, a decision is made to hire
an applicant based on predicted success, but failure results. In false negative
error, an applicant who would have succeeded is rejected based on predictions of
failure. In either case, selectors will have erred. They may remember that the
selection successes will be written in sand and failures in stone.
An organization with a false positive error incurs three types of costs. The
first type is incurred while the person is employed. This can be the result of
production or profit losses, damaged company reputations, accidents due to
negligence, absenteeism, and the like. The second type of costs is associated with
the training, transfer or terminating the services of the employee. Costs of
replacing an employee with a fresh one costs of hiring, training and
replacement-constitute the third type of costs. Generally, the more important the
job, the greater the cost of the selection error.
In the case of false negative error, an applicant who could have succeeded
is rejected because of predicted failure. Most false negative errors go unnoticed
except when the applicants to a reserved category and files a discrimination
charge. Costs associated with this type of error are generally difficult to estimate.
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A careful selection will help an organization avoid costs associated with
both false positive errors as will as false negative error.
SELECTION PROCESS
Selection is a long process, commencing form the preliminary interview of
the applicants and ending with the contract of employment. Figure 7.2 shows a
generalized selection process. In practice, the process differs among organizations
and between two different job within the same organization. Selection procedure
for senor manager will be long-drown and rigorous, but is simple and short while
hiring shop-floor workers.
Employment Interview
The next step in the selection process is employment interview. An
interview is conducted at the beginning and at the end of the selection process.
The emphasis here is on the latter.
Interview is a formal, in-depth conversation conducted to evaluate the
applicants acceptability. It is considered to be an excellent selection device. Its
popularity from its flexibility. Interview can be adapted to unskilled, skilled,
managerial and professional employees. It allows a two-way exchange of
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information, the interviewers learn about the applicant, and the applicant learns
about the employer.
SELECTION DECISION
After obtaining information through the preceding steps, selection
decision- the most critical of all the steps-must be made. The other stages in the
selection process have been used to narrow the number of candidates. The final
decision has to be made from the pool of individuals who pass the tests,
interviews and reference checks.
The views of the line manager will be generally considered in the final
selection because it is he/she who is responsible for the performance of the new
employee. The HR manager plays a crucial role in the final selection.
Physical Examination
After the selection decision and before the job offer is made, the candidate
is required to under go a physical fitness test. A job offer is, often, contingent
upon the candidate being declared fir after the physical examination. The results
of the medical fitness test are recorded in a statement and are preserved in the
personnel records. There are several objectives behind a physical test. Obviously,
one reason for a physical test is to detect if the individual carries any infectious
diseases. Secondly, the test assists in determining whether an applicant is
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physically fit to perform the work. Third, the physical examination information
may be used to determine if there are certain physical capabilities which
differentiate successful and less successful employees. Fourth, medical check-up
protects applicants with health defects from undertaking work that could be
detrimental to themselves or might otherwise endanger the employers property.
Finally, such an examination will protect the employer from workers
compensation claims that are not valid because the injuries or illnesses were
present when the employee was hired.
JOB OFFER
The next step in the selection process is job offer to those applicants who
have crossed all the previous hurdles. Job offer is made through a letter of
appointment. Such a letter generally contains a date by which the appointee must
report on duty. The appointee must be given reasonable time for reporting. This is
particularly necessary when he or she is already in employment, in which case the
appointee is required to obtain a relieving certificate from the previous employer.
Again, a new job may require movement to another city which means
considerable preparation and movement of property.
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BARRIERS TO EFFECTIVE SELECTION
The main objective of selection is to hire people having competence and
commitment. This objective is often defeated because of certain barriers. The
impediments which check effectiveness of selection are perception, fairness,
validity, reliability and pressure.
NEW METHODS OF SELECTION
In recent years, new methods of selection have been found out by HR
specialists. These approaches are deemed to be alternatives to the traditional
methods of selection.
Two interesting alternatives are participative selection and employee
leasing. Participative selection means that subordinates participate in the
selection of their co-workers and supervisors. The idea is that such participation
will improve quality, increase support for the selected supervisor and co-workers,
and improve employee morale. In employee leasing, the client company leases
employees from a third party, not on temporary basis, but rather are leased as full-
time, long-term help. An interesting feature of this method is that the client
company need not perform such personnel activities as hiring, compensation or
record keeping. Employees already working elsewhere are leased. They are not
directly employed by the company where they are working. The advantages of
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employee leasing are significant. The client is relieved of many administrative
burdens, as well as the need to employ specialized personnel employees. Further,
employees not recruited by one client are sent to another client company for
employment.
ORIENTATION
Orientation, also called induction, is designed to provide a new employee
with the information he or she needs to function comfortably and effectively in
the organization. A formal definition of orientation is .. . is planned introduction
of employees to their jobs, their co-workers and the organization."
Typically, orientation conveys three types of information- (i) general
information about the daily work routine; (ii) a review of the organizations
history, founding fathers, objectives, operations and products or services, as well
as how the employee's job contributes to the organizations needs; and (iii) a
detailed presentation, perhaps, in a brochure, of the organizations policies, work
rules and employee benefits. Table 8.1 shows topics covered in orientation
programmes.
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COMPANY PROFILE
Jubilant Organosy Limited, is an integrated Pharmaceutical & Life
Sciences company . As India's largest Custom Research and Manufacturing
Services (CRAMS) player and a leading Drug Discovery and Development
Solutions provider out of India.
It is constantly engaged in delivering value to its global customers through
innovative technologies, products and services. Jubilant through its various
subsidiaries in India and overseas is constantly endeavouring to contribute
towards meeting the unmet medical needs and bringing down the healthcare costs
globally.
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Jubilant Organosys is an integrated pharmaceutical and life sciences
company. It is the largest Custom Research and Manufacturing
Services(CRAMS) player and a leading Drug Discovery and Development
Solution (DDDS) provider out of India.
The Company has successfully positioned itself as a preferred partner for
leading global pharma & life sciences companies and has the capability to deliver
products and services across the pharma value chain. Jubilant has geographically
diversified manufacturing facilities at ten locations worldwide. Together, these
help the Company cater to its customers in over 65 countries.
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Jubilant Organosys Limited, an integrated pharmaceutical industry player,
is the largest Custom Research and Manufacturing Services (CRAMS) Company
and one of the leading Drug Discovery and Development Solutions (DDDS)
Companies from India. It is successfully positioned as "an outsourcing partner of
choice" to global life sciences companies. Leveraging its focus on innovation and
customer satisfaction the Company serves its customers in over 65 countries
around the world.
The Company headquartered in India, has a presence across the
pharmaceuticals value chain and offers products and services ranging from Life
Sciences chemicals, Advance Intermediates & Fine Chemicals, Active
Pharmaceutical Ingredients, Sterile Injectables, Generic Dosage Forms, Specialty
Pharmaceuticals, to Drug Discovery, Medicinal Chemistry, Clinical Research
services and Healthcare.
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Financials
The Company's consolidated sales for FY 2010 were at Rs. 37,812 million,
recording a growth of 8% and PAT at Rs. 4,214 million, growth of 49%.
EBITDA was at Rs. 8,260 million, which grew by 34 % compared to last year.
Pharma and Life Sciences Products & Services (PLSPS), is a major building
block of the Company constituting 89% of the overall business. This business
constitutes 2 key segments, Life Science Products(73%) and Pharmaceutical
Services(27%). Life Science Products segment is the growth driver of the
business with over 70% share of the PLSPS revenue and over the years
company's PLSPS business has gained momentum and has successfully
developed global delivery capabilities in key products.
Jubilant delivers products and services to the global life sciences industry by
leveraging its R&D expertise, knowledge driven operations and global scale
manufacturing capacities.
As Partner of choice, Jubilant brings in added value such as Innovation,
Continuous Improvement, Financial Strength, Quality of Operations and Long
Term Sustainability.
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The Company offers products & services across the pharmaceutical value chain
such as Advance Intermediates, Custom Synthesis (Kilo to ton quantities),
Proprietary Products (150 products for more than 229 API and 17 Agro
chemicals), Active Pharmaceutical Ingredients, Generic Dosage Forms, Contract
Manufacturing of Sterile Injectables (liquids and lyophilized), Non-Sterile
Products (ointments, creams and liquid), Radiopharmaceuticals, Allergenic
Products and manufacturing of Healthcare.
The Company provides Drug Discovery & Development Solutions comprising
research services ranging from various aspects of discovery including Biology,
Medicinal Chemistry, Structural Biology, Pharmacology, Molecular Modelling,
ADME, Toxicology; Drug Development Services including preclinical to phase I-
IV, BA/BE/PK studies, Clinical Data Management to Biostatistics.
Others
The other business offerings are the key Agricultural Products like Crop Nutrition
Protection & Growth Regulators and Performance Polymers comprising range of
consumer products like adhesives, wood finishes, application polymers like
emulsion polymers, food polymers and latex such as vinyl pyridine, SBR and
NBR latex.
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Jubilant symbolizes positivity, dynamism, triumph and joy, all of which
guide and shape the Groups collective experiences and efforts. Jubilant will
always care for human needs, share its expertise to provide a better life and help
upgrade the stakeholders standard of living and sustainable growth by
dynamizing the value chain within the Group.
Our vision is to be amongst the top 10 most admired companies to work
for. We want to maintain our leadership position in our chosen area of business in
India and to establish it globally. We will endeavour to create new opportunities
for growth in our strategic businesses which give a 10 points higher rate of return
than the cost of capital.
Our values determine our business path. Combined with our Promise and
Vision, these values have determined what we have achieved and they continue to
guide our future.
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OUR VISION
OUR PROMISE
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OUR VALUES
We will carefully select,
train and develop ourpeople to be creative,empower them to takedecisions, so that they
respond to all customerswith agility, confidence
and teamwork
We stretch ourselves to be cost
effective and efficient in allaspects of our operations andfocus on flawless delivery to
create and provide the bestvalue to our customers
By sharing ourknowledge and learning
from each other and fromthe markets we serve, wewill continue to surprise
our customers withinnovative solutions
With utmost care for theenvironment and safety, wewill always strive to excel in
the quality of our processes, ourproducts and our services
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Global Footprint
Jubilant employs ~ 6000 people across the globe including
1500 people outside India. The Company has offices in
USA, Canada, Europe, China and Japan besides India with
international subsidiaries in USA, Canada and Belgium.
Jubilant Organosys key subsidiary companies in India include Jubilant Biosys
Ltd, for discovery informatics and drug discovery services; Jubilant Chemsys Ltd
for medicinal chemistry; Clinsys Clinical Research Ltd for clinical research and
bio availability / bio equivalence studies; Jubilant First Trust Healthcare Ltd for
high quality healthcare services.
The Companies key international subsidiaries are Draxis Specialty
Pharmaceuticals Inc., Canada offering sterile products, non-sterile products &
radiopharmaceuticals and is a US FDA approved manufacturing facility.
HollisterStier Laboratories, LLC, USA is a leading contract manufacturer of
Sterile Injectables vials, Lyophilization products & Allergenic Extracts and is a
US FDA approved manufacturing facility
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Cadista Pharmaceuticals, Inc., USA is a dosage forms manufacturing facility and
approved by US FDA. Clinsys Clinical Research, Inc., USA is a full service
clinical research organization providing clinical research, clinical data
management, biostatistics, QA / regulatory and contract staffing services.
Jubilant Pharmaceuticals NV, Belgium provides regulatory affairs services and
undertakes development and supply of formulations to European customers.
Global Manufacturing
Jubilant Organosys has 11 geographically diversified manufacturing facilities in
India, USA & Canada. These facilities are GMP and GLP compliant and have
ISO 9001:2000, ISO 14001 & ISO 18001 accreditation. The plants are also
approved by the relevant international regulatory authorities.
Over the last few years Jubilant has successfully integrated R&D, technology and
engineering capabilities and with implementation of Lean Six Sigma for
continuous improvement and cost management, the Company offers its customers
the best in class products and services.
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Research & Development
Jubilant is an integrated life sciences company that leverages its R&D expertise to
capture market opportunities. The team of ~1200 scientist spread across the drug
discovery centre and multiple R&D centre are engaged in path breaking
innovative research as well as developing new process and products for diverse
industries. Our scientists work closely with our marketing teams and customers to
understand their needs better. The Company has introduced over 150 products in
the last five years.
Sustainability
Jubilant's commitment to sustainability is reflected in its triple bottom approach
across Economic, Environment and Social streams, which has won many
accolades for the company from its customers and international organisations.
The Company voluntarily publishes Sustainability Report as per GRI Guidelines
and has been rated A+ since 2007 every year.
Way Forward
Jubilant has consistently delivered good performance across all businesses.
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It is now sharpening its focus on pharma & life sciences and is scaling up its
capabilities to strengthen its global presence as an integrated pharma & life
sciences company.
2010 Board approves scheme of amalgamation & demerger
Strengthens global leadership position in vitamin B32009 Inauguration of Jubilant Kalpataru hospital at Barasat,
KOLKATA,Extend drug discovery collaboration with Lilly on successful
delivery of pre-clinical candidates
Enter into drug discovery joint venture with UAB and Southern
Research in the US
Intent to enter global research and drug development partnership
with Duke University
To work with Endo Pharmaceuticals on drug development
Enters Research collaboration with AstraZeneca research
collaboration to provide AstraZeneca with new preclinical drug
candidates
DRAXIMAGES generic Sestamibi approved for launch in the
USA, exclusive distribution agreement signed with GE healthcare.
Ink Hybrid and integrated Drug discovery collaboration with
Orion
Receives approval for Sestamibi in Canada
New partnership in drug discovery with Bioleap
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2008 Drug Discovery partnership with Amgen Inc, USA
Jubilant Organosys and Lilly to Form Drug Development Joint
Venture, Indian J.V. expands companies drug discovery and
development collaboration
Augments Clinsys Clinical Research through acquisition of
TrialStat ClinicalAnalytics, an EDC platform
Acquires DRAXIS Specialty Pharmaceuticals, Inc. Canada, a
contract manufacturer of sterile & non-sterile products and
radiopharmaceuticals
Acquires Speciality Molecules Pvt. Ltd. Engaged in the
manufacturing of Fine Chemicals used by Life Science Industry
including pharma, agro & cosmetic industry2007 Acquires Hollister Stier Laboratories in USA, a contract
manufacturer of Sterile injectable vials and allergenic extracts.2005 Acquired pharmaceutical company in USA involved in off patent
drug development and supply, and owns US FDA approved
manufacturing facility for solid dosage forms.
Acquires full service Clinical Research Organization in USA
involved in providing clinical research services, data management,
biostatistics and contract staff
Acquires Target Research Associates, Inc., renamed Clinsys Inc.;
a US based Clinical Research Organisation (CRO)
Acquires Trinity Laboratories, Inc. and its wholly owned
subsidiary, Trigen Laboratories, Inc., renamed Jubilant
Pharmaceuticals, Inc., a generic pharmaceutical company in USA
having a US FDA approved formulations manufacturing facility
Enters Clinsys Clinical Research Ltd. business by setting up
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wholly owned subsidiary Jubilant Clinsys Ltd.2004 Enters the medicinal chemistry arena by setting up Jubilant
Chemsys.
Set up a Contract Clinical Research Organization named Jubilant
Clinsys to conduct bioavailability, bioequivalence,
pharmacokinetic and phase 1 studie
Sets up medicinal chemistry services business through wholly
owned subsidiary Jubilant Chemsys Ltd.
Enters formulations and regulatory affairs businesses by acquiring
Pharmaceuticals Services Incorporated, N.V. and PSI Supply
N.V., the pharmaceutical companies in Europe.2003 Sets up a new state-of-the-art Research & Development Centre in
Noida, near New Delhi equipped with all latest scientific
instruments.2002 Acquires the Active Pharmaceutical Ingredients business2001 New corporate identity: Jubilant Organosys Ltd. reflecting
changed corporate and business profile.2000 Enters the Bio / chemo informatics arena by setting up Jubilant
Biosys Ltd.1998 Enters high value-added Pyridine derivates. Commissions Pyridine
HBR and Cyano Pyridine plants.
Forms marketing subsidiary in the USA.
Acquires acetyl plant in western India.1997 Commissions first Multi-purpose fine chemicals plant. Plant for
food polymer commissioned.1995 Gets ISO 9001 certification.1990 Commissions Pyridine & Picoline plant.1988 Launches its first branded product: Vamicol, an adhesive product.1987 Introduces new products in Performance Chemicals segments:
Poly vinyl acetate emulsion for paint, textile, paper & packaging
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and woodworking industry.1985 Research & Development center gets recognition from
Government of India.
1983 Commercial production of Vinyl Acetate Monomer (VAM).1981 Initial Public Offering. Listing on leading stock exchanges of
India.1978 Incorporated as Vam Organic Chemicals Ltd.
Shyam S Bhartia
Chairman & Managing
Hari S Bhartia
Co-Chairman & Managing
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Director Director
Dr. J M Khanna
Executive Director &President - LifeSciences
S Bang
Executive Director -Manufacturing & SupplyChain
Surendra Singh
Director
H K Khan
Director
Abhay Havaldar
Director
Arabinda Ray
Director
Dr. Naresh Trehan
Director
Dr. Inder Mohan Verma
Director
Shardul S Shroff
Director
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Jubilant's rapid progress across all corporate aspects has consistently been
acknowledged by various industry bodies, government and non-government
agencies in the form of awards and certifications.
2010 ET IMEA 2009 Platinum Award by Frost & Sullivan, in the
Pharmaceutical category for the API facility at Nanjangud
Best CFO (FMCG, Health and Retail Sector) to Mr. R. Sankaraiah
by Institute of Chartered Accountants of India in January, 20102009 NDTV Profit Business Leader of the Year 2009 as the Best
Pharmaceutical Company
PHD Chamber Annual Excellence Award 2009 - for Good
Corporate Citizen
Acharya PC Ray Award for Development of Indigenous
Technology- for 4DMAP
Industry Excellence Award 2009 from Institute of Engineers India,
Kolkata
Frost and Sullivan India Excellence in Healthcare Award as the
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Best Contract Research Manufacturing Organization of the Year
Bio-Services Company of the Year Award for Jubilant Biosys by
BioSpectrum Magazine
BioSpectrum- Person of the Year Award conferred upon Mr Hari S
Bhartia, Co-Chairman & Managing Director, Jubilant Organosys
Best performing CFO of the year for the pharma sector to Mr R
Sankaraiah by CNBC-TV18
Corporate Excellence Award as the Best Pharma Company from
the Amity University2008 Golden Peacock Global award for CSR Reporting
Golden Peacock Global award for CSR
Featured in the Top 10 company of India in Standard and Poors in
Environment, Social and Governance (ESG) index2007 GOLDEN PEACOCK GLOBAL AWARD" for Excellence in
Corporate Governance for the year 2006-07.This award is in
recognition of Jubilant having imbibed best corporate governance
practices
I "A+" rating by Global Reporting Initiative (GRI), an International
Agency developing Sustainability Reporting Guidelines for
Corporate Sustainability Report
This is the highest rating as awarded by GRI. With this, Jubilant
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has become the 'First Company in the Global Pharmaceutical
Sector' to be rated "A+" by Global Reporting
Featured in the IFC document as one of the four company who
have successfully integrated sustainability in business
Invited to International meet in Moscow for presenting the only
case study from India on Public Private Partnership (PPP) model
(DOTs centre for TB treatment at Gajraula.)
Jubilant Sustainability Report 2007 short listed for Readers Choice
award from 800 reports Globally.
Certificate of Commendation from CII for its Sustainability
performance
Finalist at the Bombay Stock Exchange award for CSR
Finalist at the National Golden Peacock award for CSR2006 Selected as one of the top 25 companies for Institute of Company
Secretaries of India National Award for Excellence in Corporate
Governance
Finalist in Golden Peacock Award for Excellence in Corporate
Governance2005 Golden Peacock Award for Corporate Social Responsibility2004 Golden Peacock Award for innovation management from Institute
of Directors
Best implemented 6 Sigma initiatives by CII
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Acharya P C Ray Award for Development of Indigenous
Technology
Figured in Forbes Top 100 list of companies under $1 billion in the
Asia Pacific & European regions
Received National Energy Conservation Award from Government
of India in five out of last six years.2003 Golden Peacock award for Innovation Management
The Greentech Foundation Award for Environment Excellence
The Energy Conservation Award (Chemical sector) from the
Government of India for the Gajraula unit
Best Managed Manufacturing Plant for Single super phosphate by
FAI
Top 5 Best Managed Workforce in India - Hewitt Award
The DSIR Award for Innovation in Chemicals & Allied Industries.
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The Jubilant Bhartia Group embarked on a journey to create leadership in
its chosen areas of business over two decades ago. The Group has a strong
presence in Pharma, life sciences and healthcare sector through its flagship
company Jubilant Organosys and has the fastest growing Dominos pizza chain in
India through Jubilant FoodWorks. The group is a leading Indian private sector
player in oil and gas exploration and production business through Jubilant
Energy. Through a clutch of independent Companies the group has a significant
presence in Retail segment including Hypermarkets and Automobiles. The Group
also offers a wide range of marketing and technical services for international
companies in the area of aviation, oil & gas services and power and infrastructure
services.
Jubilant identified the increased globalization of Indian economy and its
first alignment with international economic trends, adapted these changes and
spread its wings to the outer world and moved away from being industry oriented
to sharing knowledge. Headquartered in India the group has built strong business
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in North America with significant investments over the last decade. Through it
various entities the group is engaged in business in over 60 countries across the
world.
The four core segments of Jubilant Bhartia Group are:
Pharmaceutical, Life sciences and Healthcare
Jubilant Organosys Limited is an integrated pharmaceuticals and Life Sciences
Company. . It is the largest Custom Research and Manufacturing Services player
and one of the leading drug discovery and development solution provider from
India It is well positioned as an outsourcing partner for the global pharma and life
sciences companies.
Oil and Gas Exploration and Production
Jubilant Energy is one of the leading companies in private sector engaged in Oil
& Gas exploration and production (E&P) in India and overseas. It has
collaborations with leading global companies and currently operates 12 blocks - 8
in India, 3 in Yemen and 1 in Australia.
Food & Retail
Jubilant FoodWorks Limited holds the Master Franchisee Rights for the
Domino's Pizza, for India, Nepal, Sri Lanka and Bangladesh. The company has
been listed on the Indian Bourses recently and is the fastest growing dominos
pizza country in the world with 300 stores in India.
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The brand, Domino's Pizza, was founded in the US in 1960 by Thomas and James
Monaghan. Since then, it has grown into a global network of 9000 pizza stores in
more than 60 countries around the world.
Jubilant is present in two formats in retail: hypermarkets (Total) and
supermarkets.
Jubilant Retail is a Bangalore-based retail chain running state-of-the-art
hypermarkets and malls. Its hypermarket branded as 'Total' is designed on the
lines of international shopping malls and is a single-point food store carrying
packaged, processed as well as fresh food and beverage items. It also stocks non-
food items like apparel, sports goods, bed and linen, furniture, etc.
Jubilant Motorworks, the Group through Jubilant Motors is engaged in sales
and servicing of Audi Cars through state of art showrooms in Bangalore and
Chennai. Audi has been well recognised globally as a manufacturer of high-
quality and innovative luxury cars, it is one of the world's leading premium
brands which is among the most admired car brands across the world. Audi has a
presence in over 110 countries and it set up shop in India in 2004.
Services
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Jubilant Enpro, through its alliances with international companies, provides
business, marketing and technical support related to Oil & Gas services, Power &
Infrastructure services, and Aviation related services (sales/maintenance of
aircrafts & helicopters).
A shared vision and a common set of values bind all diverse businesses of the
Jubilant Group. So far, Jubilant has created a strong global presence in the
pharmaceutical and life sciences sectorand in the other areas the group is moving
ahead steadfastly gaining remarkable experience and growth. Over the years
Jubilant has successfully established itself as a partner of choice in an ever-
changing environment that presents both opportunities and challenges for its
various businesses. The focus on servicing customers and building partnerships to
create value has generated significant stakeholder return and aptly reflects the
group's promise of Caring, Sharing and Growing.
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Over the last three decades, Jubilant Organosys has emerged as an
integrated Pharmaceutical and Life Sciences Solution Provider offering products
& services to its customers across the globe.
Jubilant is the largest Custom Research and Manufacturing Services
(CRAMS) Company and one of the leading Drug Discovery and Development
Services (DDDS) Companies of India. The Companys strategic focus is to
innovate, collaborate and accelerate the process of delivering products to the
market for its customers which has resulted in Jubilant being successfully
positioned as an outsourcing partner of choice.
The Pharma and Life Sciences business is the major building block of the
Company consisting of CRAMS, Pharmaceutical Products, Life Sciences
Chemicals, Nutritional Ingredients and Healthcare.
Under the Agri and Performance Polymers segment Jubilant offers
Agriculture Products like fertilizers & agrochemicals and Performance Polymers
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comprises consumer products, application polymers, food polymers and latex
segments.
The Pharmaceuticals and Life Sciences Products and Services (PLSPS) is
the core business of Jubilant Organosys constituting over 65% of the Companys
overall business currently. During the last ten years, this business has grown
almost 60 times, reflecting the Companys dedicated focus on being an integrated
pharma and life sciences solution provider.
The Company holds the following global leadership positions:
No. 1 in Pyridine and its derivatives
No. 1 in Lutidines and Collidines
No. 1 in API of Carbamazepine, Oxcarbazepine, Lamotrigene
No. 2 in API of Citalopram and Risperidone
No. 3 in Niacin & Niacinamide, Allergenic Extracts and Food Polymer,
Vinyl Pyridine La
Leading North American immunotherapy and vaccine company
Among leaders in CMO sterile injectables in North America
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Under PLSPS, Jubilant offers Life Sciences Products and Pharmaceutical
Services to life sciences and bio companies internationally. The Company is
largest Custom Research and Manufacturing Services (CRAMS) company out of
India.
Jubilants Value proposition to big pharma and biotech is:
Providing high quality and low cost drug discovery and development services
for expanding pipeline of innovative products
Offering products from pre- clinical to clinical, intermediate to finished
products at speedier, high quality lower cost
Offering contract manufacturing services at substantially lower cost than their
internal cost with high quality and on time deliveries
Providing complete life cycle management from pre to post patent expiry of
innovative products
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The Pharmaceuticals and Life Sciences Products and Services (PLSPS) is the core
business of Jubilant Organosys constituting ~90% of the Companys overall
business. During the last ten years, this business has grown almost 60 times,
reflecting the Companys dedicated focus on being an integrated pharma and life
sciences solution provider.
The PLSPS business is segmented into:
Life Science Products (73% of PLSPS sales)
Life Science Ingredients
Generics
Pharmaceutical Services (27% of PLSPS sales)
CMO of sterile & non sterile products
Drug Discovery & Development Services
Healthcare
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Jubilant First Trust Healthcare Limited, a subsidiary of Jubilant Organosys
Ltd, based in Kolkata, is driving the healthcare initiative of Jubilant in India.
The Company is committed to create an affordable, world class healthcare
delivery system for the middle and lower income-group people, living across
West Bengal, including the districts and villages. Jubilant First Trust Healthcare
Ltd, based at Kolkata, is driving the healthcare initiative of Jubilant Organosys.
To realize this mission, Jubilant First Trust Healthcare is in the process of
setting up an integrated network of Hub-and-spoke hospitals in the state. The
Company will create a total capacity of 1000 beds across 7 hospitals and 2
nursing schools/college .
The Company in December 2009 opened Jubilant Kalpataru Hospital a
120-bed super-speciality hospital in Barasat, West Bengal.
The team of Full-time Doctors focuses on evidence-based medical practice,
modern technology, efficient and contemporary hospital design all combine
with a transparent and caring environment; to deliver world-class care at
affordable cost. The spread of the network of hospitals and the
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innovations in delivery such as NightLine ensures access for a large population of
West Bengal, districts and villages.
Key facilities at Jubilant Kalpataru Hospital:
24 hrs Trauma and Critical care (ICU)
Neonatal & Paediatric Critical Care Units; Neonatal & Paediatric Surgery
High-risk Pregnancy Management
Joint Replacement & Arthroscopic Surgery
Advanced Laparoscopic Surgery, including Colo-rectal Surgery
Burn Unit
Speciality Medicine Gastroenterology, Chest Medicine, Haematology
Nephrology & Dialysis
Speciality Surgery Urology, Plastic & Microvascular
Cleft Care Unit
Leading Jubilant Kalpataru is a team of five senior doctors, trained in UK
& USA, with over 15 years of experience, on their return from abroad. The
hospital also has a multi-disciplinary team of Full-time doctors in all major
specialties, who are resident in the hospital while on-call and available to lead
emergency care to patients a feature that immensely creates confidence among
patients and improves the standard of care.
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bridge the significant gap in the healthcare delivery mechanism for the larger
section of the community.
Jubilant DDDS business offers integrated Services Platform across Target
Validation, Discovery, Pre-Clinical and Clinical Development.
Drug Discovery and Development at Jubilant is driven by the passion to
provide affordable drugs to the patients worldwide in the areas of unmet needs
.Jubilant scientists collaborate across technology and therapeutic platforms to
identify and validate novel small molecules and platforms that will enable first or
best in class healthcare efforts of our collaborators. High quality innovation is
supported by a robust and highly efficient R&D process that makes Jubilant the
preferred partner for many global pharmaceutical and biotech companies.
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With over 1000 highly skilled and experienced scientific and medical
personal spread across Bengaluru and Noida in India, Europe and the US, the
DDDS group leverages the capabilities in emerging markets for a global outcome,
accelerating the global drug development efforts.
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RESEARCH METHODOLOGY
DEFINITION OF RESEARCH
Research is defined as human activity based on intellectual application in
the investigation of matter. The primary purpose for applied research is
discovering, interpreting, and the development of methods and systems for the
advancement of human knowledge on a wide variety of scientific matters of our
world and the universe. Research can use the scientific method, but need not do
so.
TYPES OF RESEARCH
Qualitative research:- Qualitative research allows you to explore perceptions,
attitudes and motivations and to understand how they are formed. It provides
depth of information which can be used in its own right or to determine what
attributes will subsequently be measured in quantitative studies. Verbatim quotes
are used in reports to illustrate points and this brings the subject to life for the
reader. However, it relies heavily on the skills of the moderator, is inevitably
subjective and samples are small.
Quantitative research:- Quantitative research is descriptive and provides
hard data on the numbers of people exhibiting certain behaviours, attitudes, etc.
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It provides information in breadth and allows you to sample large numbers of the
population.
It is, however, structured and does not yield the reasons behind behaviour or why
people hold certain attitudes. Techniques commonly used in HE/FE include
postal surveys (particularly appropriate in the case of student populations where
name and address information is available), telephone surveys (appropriate for
surveys of employers), on-line or web-based surveys (very cost-effective for
reaching audiences where e-mail penetration is high, such as students and
university/college staff) and mystery shopping (in this case to test quantifiable
aspects of the service).
RESEARCH DESIGN
Plan outlining how information is to be gathered for an assessment or
evaluation that includes identifying the data gathering method(s) , the instruments
to be used/created, how the instruments will be administered, and how the
information will be organized and analyzed.
TYPES OF RESEARCH DESIGN
1. Philosophical/discursive
This may cover a variety of approaches, but will draw primarily on existing
literature, rather than new empirical data. A discursive study could examine a
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particular issue, perhaps from an alternative perspective (eg feminist).
Alternatively, it might put forward a particular argument or examine a
methodological issue.
2. Literature review
This may be an attempt to summarise or comment on what is already known
about a particular topic. By collecting different sources together, synthesising and
analysing critically, it essentially creates new knowledge or perspectives. There
are a number of different forms a literature review might take.
3. Case study
This will involve collecting empirical data, generally from only one or a small
number of cases. It usually provides rich detail about those cases, of a
predominantly qualitative nature. There are a number of different approaches to
case study work (eg ethnographic, hermeneutic, ethogenic, etc) and the principles
and methods followed should be made clear.
4. Survey
Where an empirical study involves collecting information from a larger number
of cases, perhaps using questionnaires, it is usually described as a survey.
Alternatively, a survey might make use of already available data, collected for
another purpose. A survey may be cross-sectional (data collected at one time) or
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longitudinal (collected over a period). Because of the larger number of cases, a
survey will generally involve some quantitative analysis.
5. Evaluation
This might be an evaluation of a curriculum innovation or organisational change.
An evaluation can be formative (designed to inform the process of development)
or summative (to judge the effects). Often an evaluation will have elements of
both. If an evaluation relates to a situation in which the researcher is also a
participant it may be described as action research. Evaluations will often make
use of case study and survey methods and a summative evaluation will ideally
also use experimental methods.
6. Experiment
This involves the deliberate manipulation of an intervention in order to determine
its effects. The intervention might involve individual pupils, teachers, schools or
some other unit. Again, if the researcher is also a participant (e.g. a teacher) this
could be described as action research.
DATA COLLECTION
Data collection is a term used to describe a process of preparing and
collecting data - for example as part of a process improvement or similar project. A
method of data collection in which the situation of interest is watched and the
relevant facts, actions and behaviors are recorded.
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PRIMARY DATA COLLECTION METHODS
In primary data collection, you collect the data yourself using methods such
as interviews and questionnaires. The key point here is that the data you collect is
unique to you and your research and, until you publish, no one else has access to
it.
SECONDARY DATA COLLECTION METHODS
All methods of data collection can supply quantitative data (numbers,
statistics or financial) or qualitative data (usually words or text). Quantitative data
may often be presented in tabular or graphical form. Secondary data is data that
has already been collected by someone else for a different purpose to yours.
SAMPLING PLAN
SAMPLE SIZE : 50
SAMPLING UNIT : Employees
SAMPLE PROCEDURE : Simple Random Sampling
SAMPLING METHOD : Personal Interview
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HYPOTHESIS
A hypothesis consists either of a suggested explanation for an observable
phenomenon or of a reasoned proposal predicting a possible causal correlation
among multiple phenomena. The term derives from the Greek, hypotithenai
meaning "to put under" or "to suppose."
NULL HYPOTHESIS
The Null Hypothesis of this project report is that there is a positive
relationship between the effective recruitment process and performance of
employees.
ALTERNATE HYPOTHESIS
The Alternate Hypothesis of this project report is that there is a negative
relationship between the effective recruitment process and performance of
employees.
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DATA ANALYSIS AND INTERPRETATION
Q.1. Does the recruiting programme able to help the firm create more culturally
diverse work-force?
Table No. 1
S.No. Options Percentage
1. Yes 92 %
2. No 2 %3. No Response 6 %
Graph No. 1
INTERPRETATION:-
92% respondents have chosen the option yes
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2% respondents have chosen the option no and remaining
6% respondents have chosen the option no response.
Q.2. Does the recruiting programme able to generate an adequate no. of
reasonably qualified applicants?
Table No. 2
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S.No. Options Percentage
1. Yes 80 %
2. No 15 %
3. No Response 5 %
Graph No. 2
INTERPRETATION:-
80% respondents have chosen the option yes.
15% respondents have chosen the option no and remaining
5% respondents have chosen the option no response.
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Q.3. If yes, then do the selected candidates stay longer with the company?
Table No. 3
S.No. Options Percentage
1. Yes 50%
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2. No 35%
3. No Response 15%
Graph No. 3
INTERPRETATION:-
50% respondents have chosen the option yes
35% respondents have chosen the option no and remaining
15% respondents have chosen the option no response.
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Q.4. Does it help to reduce the probability that job applicants, once recruited and
selected, will leave the organization only after short period of time?
Table No. 4
S.No. Options Percentage
1. Yes 50 %
2. No 35 %
3. No Response 15 %
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Q.5. Does the company have proper job description and job specification for
recruiting the employees?
Table No. 5
S.No. Options Percentage
1. Yes 90 %
2. No 8 %
3. No Response 2 %
Graph No. 5
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INTERPRETATION:-
90% respondents have chosen the option yes
8% respondents have chosen the option no and remaining
2% respondents have chosen the option no response.
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Q.6. How did you come to know about job vacancy in the company?
Table No. 6
S.No. Options Percentage
1. Advertisement 40 %
2. Consultancy 10 %
3. Reference 40 %
4. Others 10 %
5. No Response 0%
Graph No. 6
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INTERPRETATION:-
40% respondents have chosen the option advertisement,
10% respondents have chosen the option consultancy,
40% respondents have chosen the option reference and remaining
10% respondents have chosen the option others.
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Q.7. Does the interview help to obtain additional information from the applicant?
Table No. 7
S.No. Options Percentage
1. Yes 80 %
2. No 10 %
3. No Response 10 %
Graph No. 7
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INTERPRETATION:-
80% respondents have chosen the option yes
10% respondents have chosen the option no and remaining
10% respondents have chosen the option no response.
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Q.8. Does the recruitment system able to attract highly qualified and competent
people?
Table No. 8
S.No. Options Percentage
1. Yes 85 %
2. No 15 %
3. No Response 0%
Graph No. 8
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INTERPRETATION:-
85% respondents have chosen the option yes
15% respondents have chosen the option no and
None of respondents have chosen the option no response.
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Q.9. Does the recruiting programme able to make sure that there is match
between cost and benefits?
Table No. 9
S.No. Options Percentage
1. Yes 75 %
2. No 15 %
3. No Response 10 %
Graph No. 9
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INTERPRETATION:-
75% respondents have chosen the option yes
15% respondents have chosen the option no and remaining
10% respondents have chosen the option no response.
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Q.10. Does it increases the pool of job candidates at minimum cost?
Table No. 10
S.No. Options Percentage
1. Yes 55 %
2. No 30 %
3. No Response 15 %
Graph No. 10
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INTERPRETATION:-
55% respondents have chosen the option yes
30% respondents have chosen the option no and remaining
15% respondents have chosen the option no response.
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Q.11. Which internal source(s) is (are) used for recruiting the employees?
Table No. 11
S.No. Options Percentage
1. Present referrals 50 %
2. Employee referrals 30 %
3. Former employees 10 %
4. Previous applicants 10 %
Graph No. 11
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INTERPRETATION:-
50% respondents have chosen the option present referrals.
30% respondents have chosen the option employee referrals.
10% respondents have chosen the option former employees and remaining
10% respondents have chosen the option previous applicants.
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INTERPRETATION:-
8% respondents have chosen the option interviews.
90% respondents have chosen the option resumes.
2% respondents have chosen the option reference check and remaining none
of respondents have chosen the option any other and no response.
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Q.13. Which type of interview is conducted by the company?
Table No. 13
S.No. Options Percentage
1. One-to-one interview 65 %
2. Sequential interview 30 %
3. Panal interview 5 %
4. No Response 0%
Graph No. 13
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INTERPRETATION:-
65% respondents have chosen the option one-to-one interview,
30% respondents have chosen the option sequential interview,
5% respondents have chosen the option panal interview and
None have chosen the option no response.
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Q.14. Does it provides general information to the applicant such as company
policies, job, products manufactured and the like?
Table No. 14
S.No. Options Percentage
1. Yes 50 %
2. No 30 %
3. No Response 20 %
Graph No. 14
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INTERPRETATION:-
50% respondents have chosen the option yes
30% respondents have chosen the option no and remaining
20% respondents have chosen the option no response.
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Q.15. Does it help to build companys image among the applicants?
Table No. 15
S.No. Options Percentage
1. Yes 90 %
2. No 5 %
3. No Response 5 %
Graph No. 15
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INTERPRETATION:-
90% respondents have chosen the option yes
5% respondents have chosen the option no and remaining
5% respondents have chosen the option no response.
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Q.16. Do interviewers have a complete job description on an accurate appraisal
of the critical job requirement at the time of the interview?
Table No. 16
S.No. Options Percentage
1. Yes 70 %
2. No 20 %
3. No Response 10 %
Graph No. 16
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INTERPRETATION:-
70% respondents have chosen the option yes
20% respondents have chosen the option no and remaining
10% respondents have chosen the option no response.
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Q.17. Are you satisfied with the recruitment and selection programmes of the
company?
Table No. 17
S.No. Options Percentage
1. Yes 65 %
2. No 20 %
3. No Response 15 %
Graph No. 17
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Q.18. After selection do they conduct the orientation programme for the
familiarity of the job and the company?
Table No. 18
S.No. Options Percentage
1. Yes 70 %
2. No 10 %
3. No Response 20 %
Graph No. 18
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INTERPRETATION:-
70% respondents have chosen the option yes
10% respondents have chosen the option no and remaining
20% respondents have chosen the option no response.
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Q.19. When you submitted your application in the company, what factors did
attract you towards the company?
Table No. 19
S.No. Options Percentage
1. Companys Image 60 %
2. Remuneration 20 %
3. Others 10 %
4. No Response 10 %
Graph No. 19
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INTERPRETATION:-
60% respondents have chosen the option company image,
20% respondents have chosen the option remuneration,
10% respondents have chosen the option others and remaining
10% respondents have chosen the option no response.
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Q.20. Do interviewers posses the appropriate knowledge and skills to select the
employees?
Table No. 20
S.No. Options Percentage
1. Yes 90 %
2. No 5 %
3. No Response 5 %
Graph No. 20
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INTERPRETATION:-
90% respondents have chosen the option yes
5% respondents have chosen the option no and remaining
5% respondents have chosen the option no response.
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FINDINGS
Maximum number of respondents says that recruiting programme able to
make sure that there is match between cost and benefits.
Maximum number of respondents believe that the selected candidates stay
longer with the company.
Maximum number of respondents believe that the recruitment system able to
attract highly qualified and competent people.
Maximum number of respondents believe that the recruiting programme able
to help the firm create more culturally diverse work-force.
Maximum number of respondents believes that the recruiting programme able
to generate an adequate no. of reasonably qualified applicants.
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Maximum number of respondents thinks that recruitment increases the pool
of job candidates at minimum cost.
Maximum number of respondents think that It help to reduce the probability
that job applicants, once recruited and selected, will leave the organization
only after short period of time.
Present referrals are most effective internal source used for recruiting the
employees.
Maximum number of respondents says the techniques used to screen
applicants are resumes.
Maximum number of respondents says the company has proper job
description and job specification for recruiting the employees.
Maximum number of respondents says the company conducts the one-to-one
interview mostly.
Maximum number of respondents say it provide general information to the
applicant such as company policies, job, products manufactured and the like.
Maximum number of respondents say it help to build companys image
among the applicants.
Maximum number of respondents comes to know about job vacancy in the
company by advertisement and reference.
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CONCLUSION
There is more pressure now on organizations and HR managers to fill vacant
positions quickly and with the most appropriate individuals. Personal
selection and assessment activities are integral parts of organizational life.
Decisions about hiring and classifying applicants are based on expectations or
predictions about their future work behaviors. When a company needs to
recruit new staff or make promotion decisions about employees, there are
various methods of assessments at its disposal.
Whatever selection procedure is used, it should yield the right type of
information and lead to correct decisions being made. HRP helps determine
the number and type of people an organization needs. Job analysis and job
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design specify the tasks and duties of jobs and the qualifications expected
from jobholders.
The next logical step is to hire the right number of people of the right type to
fill the jobs. Hiring involves two broad groups of activities: (i) recruitment
and (ii) selection. Before coming to details of recruitment, it is useful to not
that hiring, contrary to popular perception, is an ongoing process and not
confined to the formative stages of an organization. Employees leave the
organization in search of greener pastures- some retire and some die in the
saddle. More importantly, an enterprise grows, diversifies, takes over other
units- all necessitating hiring of new men and women.
In fact, the hiring function stops only when the organization ceases to exist.
The major challenges faced by the HR in recruitment are: Adaptability to
globalization The HR professionals are expected and required 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 motivation
Recruitment is considered to be a thankless job. Even if the organisation is
achieving results, HR department or professionals are not thanked for
recruiting the right employees and performers. Process analysis The
immediacy and speed of the recruitment process are the main concerns of the
HR in recruitment.
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The process should be flexible, adaptive and responsive to the immediate
requirements. The recruitment process should also be cost effective. Strategic
prioritization The emerging new systems are both an opportunity 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.
SUGGESTIONS
The strategy should define various sources (external and internal) of
recruitment. Which are the sources to be used and focused for the recruitment
purposes for various positions. Employee referral is one of the most effective
sources of recruitment.
Requirements keep arising at various levels in every organisation; it is
almost a never-ending process. It is impossible to fill all the positions
immediately. Therefore, there is a need to identify the positions requiring
immediate attention and action. To maintain the quality of the recruitment
activities, it is useful to prioritize the vacancies whether to focus on all
vacancies equally or focusing on key jobs first.
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BIBLIOGRAPHY
Aswathappa, K (2002) Human Resource and Personnel Management, 3rd
edition, Tata McGraw-Hill Publication Pvt. Limited, New Delhi, 53-140.
Dessler, Human Resource Management, Prentice-Hall, 9th edition, pp. 45-
59.
Kothari C.R., Research Methodology- Methods and techniques, new age
international publishers, 2007, 2nd edition, pp. 26, 95, 111.
WEBLIOGRAPHY:-
www.jubilantorganosys.com
http://www.jubilantorganosys.com/http://www.jubilantorganosys.com/ -
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www.hrm.co.in
QUESTIONNAIRE
Q.1. Does the recruiting programme able to help the firm create more culturally
diverse work-force?
(a). Yes (b). No (c). No Response
Q.2. Does the recruiting programme able to generate an adequate no. of
reasonably qualified applicants?
(a). Yes (b). No (c). No Response
Q.3. If yes, then do the selected candidates stay longer with the company?
(a). Yes (b). No (c). No Response
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Q.4. Does it help to reduce the probability that job applicants, once recruited and
selected, will leave the organization only after short period of time?
(a). Yes (b). No (c). No Response
Q.5. Does the company have proper job description and job specification for
recruiting the employees?
(a). Yes (b). No (c). No Response
Q.6. How did you come to know about job vacancy in the company?
(a). Advertisement (b). Consultancy
(c). Reference (d). Others
(e). No Response
Q.7. Does the interview help to obtain additional information from the applicant?
(a). Yes (b). No (c). No Response
Q.8. Does the r