Recruitment and Selection Kamini-200

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    CHAPTER-1

    Company Profile

    Company Profile

    The Coca-Cola Company is an American multinational beverage corporation

    and manufacturer, retailer, and marketer of nonalcoholic beverage concentrates

    and syrups, which is headquartered in Atlanta, Georgia.  The company is best

    known for its flagship product Coca-Cola, invented in !!" by pharmacist #ohn

    $tith %emberton in Columbus, Georgia.  The Coca-Cola formula and brand was

     bought in !!& by Asa Griggs Candler  '(ecember )*, !+ arch , &&/,

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    https://en.wikipedia.org/wiki/United_Stateshttps://en.wikipedia.org/wiki/Multinational_corporationhttps://en.wikipedia.org/wiki/Syruphttps://en.wikipedia.org/wiki/Atlantahttps://en.wikipedia.org/wiki/Georgia_(U.S._state)https://en.wikipedia.org/wiki/Georgia_(U.S._state)https://en.wikipedia.org/wiki/Coca-Colahttps://en.wikipedia.org/wiki/John_Pembertonhttps://en.wikipedia.org/wiki/John_Pembertonhttps://en.wikipedia.org/wiki/Columbus,_Georgiahttps://en.wikipedia.org/wiki/Georgia_(U.S._state)https://en.wikipedia.org/wiki/Asa_Candlerhttps://en.wikipedia.org/wiki/Multinational_corporationhttps://en.wikipedia.org/wiki/Syruphttps://en.wikipedia.org/wiki/Atlantahttps://en.wikipedia.org/wiki/Georgia_(U.S._state)https://en.wikipedia.org/wiki/Coca-Colahttps://en.wikipedia.org/wiki/John_Pembertonhttps://en.wikipedia.org/wiki/John_Pembertonhttps://en.wikipedia.org/wiki/Columbus,_Georgiahttps://en.wikipedia.org/wiki/Georgia_(U.S._state)https://en.wikipedia.org/wiki/Asa_Candlerhttps://en.wikipedia.org/wiki/United_States

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    who incorporated The Coca-Cola Company in !&. The company operates

    a franchised distribution system dating from !!& where The Coca-Cola

    Company only produces syrup concentrate which is then sold to

    various bottlers throughout the world who hold an e0clusive territory. The Coca-

    Cola Company owns its anchor bottler  in 1orth America, Coca-Cola

    Refreshments.

    2ts stock is listed on the 13$4 and is part of (#2A5 $6% +** inde05 the 7ussell

    *** 2nde05 and the 7ussell *** Growth $tock 2nde0. As of *+, its chairman

    and C48 is uhtar 9ent.

    Acquisitions

    The company has a long history of acquisitions. Coca-Cola acquired inute

    aid in &"*, the 2ndian cola brand Thums :pin &&), and ;arq! million.  2n **?, it acquired @ue ;everage from founder Bance Collins

    and Castanea %artners for an estimated >+* million.   The company. billion bid for 

    the Duiyuan #uice Group on the grounds that it would be a virtual monopoly.

    EF 1ationalism was also thought to be a reason for aborting the deal. EF 2n &!,

    Coca-Cola purchased Columbia %ictures  for >"& million. 2t sold the movie

    studio to $ony for >) billion in &!&.

    Revenue

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    https://en.wikipedia.org/wiki/Franchisinghttps://en.wikipedia.org/wiki/Bottling_companyhttps://en.wikipedia.org/wiki/Anchor_bottlerhttps://en.wikipedia.org/wiki/New_York_Stock_Exchangehttps://en.wikipedia.org/wiki/Dow_Jones_Industrial_Averagehttps://en.wikipedia.org/wiki/S%26P_500https://en.wikipedia.org/wiki/Russell_1000_Indexhttps://en.wikipedia.org/wiki/Russell_1000_Indexhttps://en.wikipedia.org/wiki/Muhtar_Kenthttps://en.wikipedia.org/wiki/Minute_Maidhttps://en.wikipedia.org/wiki/Minute_Maidhttps://en.wikipedia.org/wiki/Thums_Uphttps://en.wikipedia.org/wiki/Barq'shttps://en.wikipedia.org/wiki/Odwallahttps://en.wikipedia.org/wiki/Fuze_Beveragehttps://en.wikipedia.org/wiki/Huiyuan_Juicehttps://en.wikipedia.org/wiki/The_Coca-Cola_Company#cite_note-Coca-Cola-Apr-2009-10-Q-11https://en.wikipedia.org/wiki/The_Coca-Cola_Company#cite_note-12https://en.wikipedia.org/wiki/The_Coca-Cola_Company#cite_note-12https://en.wikipedia.org/wiki/Columbia_Pictureshttps://en.wikipedia.org/wiki/Sonyhttps://en.wikipedia.org/wiki/Franchisinghttps://en.wikipedia.org/wiki/Bottling_companyhttps://en.wikipedia.org/wiki/Anchor_bottlerhttps://en.wikipedia.org/wiki/New_York_Stock_Exchangehttps://en.wikipedia.org/wiki/Dow_Jones_Industrial_Averagehttps://en.wikipedia.org/wiki/S%26P_500https://en.wikipedia.org/wiki/Russell_1000_Indexhttps://en.wikipedia.org/wiki/Russell_1000_Indexhttps://en.wikipedia.org/wiki/Muhtar_Kenthttps://en.wikipedia.org/wiki/Minute_Maidhttps://en.wikipedia.org/wiki/Minute_Maidhttps://en.wikipedia.org/wiki/Thums_Uphttps://en.wikipedia.org/wiki/Barq'shttps://en.wikipedia.org/wiki/Odwallahttps://en.wikipedia.org/wiki/Fuze_Beveragehttps://en.wikipedia.org/wiki/Huiyuan_Juicehttps://en.wikipedia.org/wiki/The_Coca-Cola_Company#cite_note-Coca-Cola-Apr-2009-10-Q-11https://en.wikipedia.org/wiki/The_Coca-Cola_Company#cite_note-12https://en.wikipedia.org/wiki/Columbia_Pictureshttps://en.wikipedia.org/wiki/Sony

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    The Coca-Cola Company

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    2n **, it was announced that Coca-Cola had become the first brand to top

    J billion in annual :9 grocery sales.

    Coca-Cola India Private Limited

    Coca-Cola 2ndia %rivate Bimited produces carbonated drinks. 2t offers soft

    drinks, =uice drinks, fruit drinks, and bottled water, as well as ice tea and cold

    coffees. The company was incorporated in && and is based in Gurgaon, 2ndia.

    Coca-Cola 2ndia %rivate Bimited operates as a subsidiary of The Coca-Cola

    Company.

    HCCBPL is the largest bottling partner of The Coca-Cola Company

    'www.thecoca-colacompany.com / in 2ndia. 2t is a part of The Coca-Cola

    CompanyKs ;ottling 2nvestments Group ';2G/ and responsible for the

    manufacture, package, sale and distribution of beverages under the trademarks of 

    The Coca-Cola Company.

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    http://www.thecoca-colacompany.com/http://www.thecoca-colacompany.com/

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    • Coca-Cola India Pvt. Ltd. - 'www.coca-colaindia.com/ is a Lholly-

    8wned $ubsidiary of   

    The Coca-Cola Company, :$A. Lhile building the consumer franchise for The

    Coca-Cola Company trademarks, it also leads world class governance systems

    for the operations of all partners in bottling, suppliers, distributors and other 

    stakeholders.

    • Hindstan Coca-Cola Bevera!es Pvt. Ltd. - As part of the ;ottling

    2nvestments Group of The Coca-Cola Company, DCC;%B has bottling plants

    at strategic locations in various states spread across 2ndia. Le cover 

    appro0imately "+H of bottling operations for the Coca-Cola $ystem in 2ndia. 

    • DCC;%B has an e0tensive distribution system spanning more than a

    million outlets operating with world class e0ecution standards. The focus of the

    system is to develop strong customer value while delivering preferred choice of 

    refreshment at an arm

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    • 'ater - 9inley, ;onaqua.

    8ver the years, Dindustan Coca-Cola ;everages %vt. Btd. has focused on

     building world class operations based on principles of safety, profitability and

    solid governance to claim sustained growth. As part of our =ourney of moving

    towards being a Lorld Class Company, we have strengthened our organiation

    in terms of $upply Chain, 2nfrastructure, arket 40ecution, %eople, %rocesses,

    Compliance, Governance and 7oute-to-arket. This approach has enabled us to

     build our portfolio through launching new packs and brands, coupled with a

    competitive pricing strategy based on a balance of value pricing and eliminating

    waste.

    Mision , ission and Malue

    %'(T A)AL*%I%

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    STRENGTH :

    . Good brand image.

    Good quality of flavor.

    ) CustomerKs satisfaction on Coca-Cola Company.

    Coke has a good distribution network as it has a number of bottling facility.

    WEAKNESS:

    Bow time of e0piry date.

    Bess grievance handling.

    ) 2mproper allocation of schemes.

    Back of advertisement of Coca Cola than %epsi.

    OPPORTUNITY:

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    Digh growth rate of cold drinks market.

    Dotels, restaurants, parks can have good consumption of flavors.

    ) 1ursing home offering flooding for patients can have good consumption of 

    mineral water.

    a=or outlets should arrange some schemes for parties, marriage and

    festivals.

    + Good and tasty flavors for healthy body.

    THREAT%$

    . %resence of high level of competition in the market.

    . (ue to the problem of supply, people of rural areas fail to get their

    demanded quantity at the time of marriage or their special occasions.

    BRINDAVAN AGRO INDUSTRIES PVT. LTD.

    ;rindavan Agro 2ndustries %vt. Btd is a renowned group and is the @irst ;ottler 

    for Coca-Cola 2ndia since th 8ct &&) and with its continuous efforts in &&,

    it has been awarded as ;est ;ottler of Company for two successive years. Thirst

    of $uccess has led this group to be the ;est ;ottler in terms of $ales Growth in

    the years, **) and ** respectively. 2t took a long time and a lot of efforts to

    repeat the Golden Distory, but with our eal we stood runner up to The ;est

    ;ottler of 3ear-**? and in the 3ear **& we again become the ;est ;ottler of 

    the 3ear with !H Growth in %hysical case.

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    The Crown of these achievements is to r. Gulab Chand Badhani,

    anaging (irector and Chairman, ;rindavan Agro 2ndustries '%/ Btd., one who

    has built the business from scratch to a 7s. * crore operation.

    2n the year **+ company entered into the field of Lind %ower Generation by

     putting up Lind ills of "**9L each in 9arnataka and later on more Lind

    ills of !**9L each were installed at 9arnataka and wind mills at #aiselmer 

    '7a=asthan/ and at present the total installed capacity of wind %ower Generation

    is " 9L with generation * Bac unit of Green power.

    2n the year **! the group has started construction of 7ooms @ive $tar hotel

    under the brand name of Country 2nn 6 $uites ;y Carlson 'one of the ;rands of 

    Carlson Dotels Lorldwide, :$A/. Le reviewed the pro=ect at length in **.

    9eeping in view, the sie of the property and its grandeur, we decided to switch

    over to the brand

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    services to the community and the society in every possible way whether it

    is donations or community services.

    "The success of the group lies ith the hu!# resources ho h$e !%e

    co!!e#%&le efforts i# e$er' situtio# #% %eli$ere% the %esire% results(

    there&' perfor!i#g &etter #% &etter o$er the 'ers."

    C(CA C(LA B(TTLI)+

    ;everage ma=or, Coca Cola

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    aims to become the most respectable, most sought after group in 2ndia where

    employee

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    The recruitment and selection 'also recruitment and staffing/ belongs to

    value added D7 %rocesses. The recruitment is about the ability of the

    organiation to source new employees, keeps the organiation operating and

    improving the quality of the human capital employed in the company. The

    quality of the recruitment process is the main driver for the satisfaction of 

    managers with the services provided by Duman 7esources.

    The main goal of the recruitment and selection is about finding the best

    recruitment sources, hiring the best talents from the =ob market and keeping the

    organiation competitive on the =ob market. The recruitment and selection

     process is about managing high volumes of =ob resumes and the ability to choose

    the right candidates and pushing them quickly through the organiation. The

    recruitment process usually needs a strong support by the dedicated recruitment

    software solution. 2t can be provided e0ternally, or the software can be run

    internally. any vendors provide the recruitment software solution, but the

    organiation has to choose carefully the right solution to meet its needs.

     

    Choose carefully the right solution to meet its needs.

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    The recruitment process needs a complete process description. 2t is not

     possible to solve the =ob candidates individually. D7 7ecruiters have to follow

    the process, and they have to keep the candidates flowing to right managers to

    achieve the consensus, and decision about the hire quickly. The described

     process helps to set and achieve the right limits. The performance of the

    recruitment process has to be measured, analyed, and new, innovative

    recruitment solutions have to be implemented. The recruitment is the e0pensive

    D7 %rocess, and it eats a large proportion of the D7 budget. The recruitment is

    about time to hire and the cost of hiring in most organiations. The D7 is

    responsible for the proper management of the process to improve the

     performance of the recruitment process to keep the managers satisfied. The

    competitive D7 management always starts with the competitive recruitment

     process. The organiation builds the competitive advantage with its employees.

    The recruitment process has to determine the best sources on the =ob market. The

    D7 7ecruiters have to utilie the recruitment sources and managers have to

    make the right and quick hiring decisions. This is the basic set-up of the

    competitive recruitment process.

    Min Rec!uit"ent n# St$n% A!es

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    Rec!uit"ent

    • 7ecruitment %rocess (escription

    • 2nternal 7ecruitment

    • 40ternal 7ecruitment

    • 7ecruitment $ources anagement

    • 7ecruitment Agencies anagement

    • 7ecruitment 8utsourcing

    • 7ecruitment $oftware

    St$n%

    • General $taffing 7ules and %rinciples

    • #ob (esign and #ob (escriptions

    • 8rganiational (esign and 8rganiational %lanning

    • Deadcount %lanning and Deadcount anagement

    • #ob Macancies anagement

    • Talent Gap Analysis

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    The Recritment Process %tarts 'ith a acancy Arisin!.

    o/ Analysis and 0escription

    8nce a vacancy arises the human resource manager will first identify and record

    the responsibilities and tasks which are related to the =ob. After analying the

    responsibilities and tasks they are noted down which becomes the #ob

    description for the =ob. 2t includesI

    • A =ob title

    • (epartment of the business in which the new employee would work 

    • (etails of the tasks to be performed

    • 7esponsibilities involved

    • %lace in the hierarchical structure

    • ethods of assessing the performance

    o/ %pecification

    8n the basis of #ob description, a =ob specification is made. 2t is a document

    which outlines the requirements, qualifications and qualities, skills and

    knowledge required for the =ob. 2t is also known as person specification.

    o/ Advertisement

    After completing the person specification '=ob specification/ the vacancy is

    advertised. 2t can be advertised internally 'on the company notice board or 

    newsletter/ or may be advertised e0ternally in a newspaper or magaine. The

    advertisement will usually contain the elements of a person specification with

    additional information like the name and profile of the company, date and time

    of interview, address of the company and the contact person etc.

    Applications Received and %hortlisted

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    8nce a =ob is advertised, there might be hundreds of application received.

    All of the applications received might not be suitable for the =ob. Thus a short

    listing of the applications will be done. The applications most near to the =ob

    specification will be called for interview and those who do not qualify the

    criteria will be re=ected.

    Intervie

    The shortlisted candidates will be called for an interview to verify their 

    qualifications, personal qualities and aptitude for the =ob. 2t may involve a face

    to face discussion between the interviewer and interviewee. The firm may also

    conduct skill test, aptitude tests or personality test if it deems fit so.

    %electin! the %ita/le Candidate

    The candidate who scores the ma0imum in the interview will be selected for the

     =ob and given an appointment letter.

    Effective Recritment and %election

    The key to successful recruitment is to ensure that the criteria of suitability are

    overt and relevant to the =ob itself. 8nce these criteria are agreed and shared it is

     possible to make more rational decisions about someone

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    someone to perform it well. The costs of recruiting the wrong person can be

    significant. The cost of employing someone may be at least twice their salary

    when factors such as training, e0penses and employer

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    ;efore we look more closely at the recruitment process, spend about ten

    minutes on the following activity.

    2ethods of %election

     T&e 'nte!vie( s Se)ection Met&o#: *!os n# +ons

    Traditionally, the interview has been the main means of assessing the suitability

    of candidates for a =ob. Almost all organiations use the interview at some stage

    in their selection process. $imilarly, most applicants e0pect to be interviewed.

    2nterviews are useful for assessing such personal characteristics as practical

    intelligence and interpersonal and communication skills. The interview can be

    used for answering applicantsK questions, selling the organiation and

    negotiating terms and conditions. 2t is a matter of debate whether an interview

    accurately assesses ability at work, relevant e0perience and work skills. A further 

     problem with interviews is that factors that are not related to the =ob influence

    the decisionI clothing, color, ethnic origin, gender, accent, physical features or a

    disability might be such factors. There is also evidence that interviewers make

    decisions very rapidly on little information. 3ou need to be aware of the

     potential pitfalls in using selection interviews and may choose to supplement

    them with a variety of tests. $ome of these are considered below.

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     Tests s Se)ection Too)

    There are various types of tests and ways in which they might be used as part of 

    the selection process. ;efore using any kind of test you should ensure that you

    know why you are using it and how it relates to the =ob specification.

    $election tests

    Aptitde Tests 

    • Tests of physical abilityI used for the selection of manual workers. @or 

    e0ample, a test of the ability to perform lifting operations might be used.

    •  Mental ability testsI tests of literacy, numeracy and intelligence.

    •  Analogous testsI tests which simulate some of the actual tasks in the =ob,

    for e0ample a typing or word-processing test for secretaries. Group

     problem-solving e0ercises and presentations may be suitable for 

    managerial =obs.

    Personality Tests 

    The use of these in selection comes from the assumption that certain =obs require

    certain personalities and that test can identify them. The most common form of 

     personality test is questionnaires designed to rate respondents on various

     personality dimensions. The individual is rated for being persuasive, socially

    confident, competitive, decisive, introspective, artistic, conceptual, traditional,

    independent, e0travert, stable, optimistic, and so on. ost reputable personality

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    tests need to be administered and scored by trained and licensed users.

    8rganiations selling personality tests usually recommend that they are not the

    only method used for selection.

    Assessment Centre 

    This is a process, rather than a place, that uses a number of selection techniques

    in combination. A typical assessment centre would assemble applicants after 

    screening and sub=ect them to tests such as intelligence tests, presentations,

    group work and interviews.

    Tests can be very useful in the selection process as they actually replicate certain

     parts of the =ob, whereas a selection interview can only indicate whether the

     person has that ability. Dowever, most tests are time-consuming to administer 

    and can be used indiscriminately. 2t would be very unusual to use a test as the

    sole means of selecting and, particularly with personality tests, it should not be

    the ma=or evidence on which the decision to appoint or not is made. Mery often

    the results of personality tests are used in interviews as the basis for further 

    investigation and questioning about an applicant

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    • To e0plain the work of the organiation, the =ob and any features such

    as induction and probation

    • To set e0pectations on both sides, including a realistic discussion of any

     potential difficulties 'if appropriate/

    • To enable the candidate to assess whether they want the =ob being offered.

    $election interviews are not easy to conduct and it is preferable-some

    organiations insist on it -that everyone involved has participated in some kind

    of training. ost managers believe they can interview competently but probably

    few have sub=ected their interviewing practice to close scrutiny and thought

    about how they can improve their performance. 2mportant decisions have to be

    made, such as how many people should be on the interview panel, who would be

    the most appropriate people, and what role they should play. 8ne-to-one

    selection interviews are difficult to conduct, not least because there is more

    likelihood of sub=ectivity creeping in.

    'hat 0oes the Intervieer3s4 )eed for the Intervie5 

    • #ob description, person specification

    • 2ndividual application forms, CMs, etc.

    • (etails of terms and conditions of employmentI hours of work, fringe

     benefits, perks, etc.

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    • 2nformation on general prospects, training, induction etc. within the

    organiation

    'hat 0oes the Candidate )eed5 

    • (etails of venue5 to be met on arrival

    • Access to facilitiesI toilets, any special needs for candidates with

    disabilities

    • Comfortable waiting area

    Location Re6irements 

    • $uitable room and layoutI consider whether formal or informal and what

    type of setting to create

    • @reedom from interruptions and other discomforts and distractions such

    as e0traneous noise, uncomfortable furniture, e0tremes of temperature,

    etc.

    • Appropriate access for people with special needs

    Re6irements of a +ood Intervie 

    • A structured interview plan enabling the interviewer's/ to assess what

    they are looking for in the candidate and whether the personI

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    o Could do the =ob 'assessment against the person specification/

    o Could do the =ob '=udgments of motivation and commitment/

    o Lould fit 'elements of person-organiation fit/

    '1oteI a well-developed person specification should include criteria

    relating to all three areas/

    A clear idea of the areas of questioning for each candidate to check that

    they fulfill the criteria

    • Agreement on the roles of those involved in the interview if there is a

     panelI who will chair and how questions will be divided among the panel

    members in an organied way

    • A disciplined approach to timingI enough time for each candidate and not

    too many candidates per day.

    2nterviews have distinct and recogniable stages, and individuals have certain

    e0pectations about what should happen when, but try not to become

    reutilied or mechanistic in your approach.

    Recritment and %election Process

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     PURPOSE:

    To define the recruitment and selection process for regular staff positions, which

    involves identifying vacancies or new positions, posting these positions,

    recruiting for them, and selecting, hiring, promoting, and transferring staff 

    employees.

     POLICY:

    The :niversity is committed to filling positions with the best qualified

    individuals. 7ecruiting and selecting candidates are the mutual responsibilities of 

    Duman 7esources 'D7/ and the departmentsOunits where positions e0ist. The

    :niversity encourages promoting qualified :niversity staff employees.

     DEFINITIONS:

    A PregularQ position is a =ob that is e0pected to last at least twelve '/

    consecutive months. A regular staff employee who works twenty '*/ hours per 

    week or more is eligible for benefits.

    An PapplicantQ is an individual who requests to be considered for employment,

    completes a profileOapplication via the online employment site ':Chicago #obs/,

    submits all required materials 'such as a resume and other required documents

    and information/, identifies a specific =ob opening, e0presses interest in a timely

    manner, and is Pbasically qualifiedQ for a specific =ob opening. ;asically

    qualified is defined as possessing the knowledge, skills, education, and

    e0perience listed as PrequiredQ on a =ob posting.

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    GUIDELINES:

    All recruitment and selection efforts must be coordinated through D7. D7 

     provides guidance and assistance throughout the process.

    The hiring manager may collaborate with the Duman 7esource Administrator 

    'D7A/ and D7 but has primary responsibility for overseeing the recruitment

    and selection process to ensure the development of a comprehensive position

    description, completion and retention of information and documentation. The

    hiring manager has primary responsibility for ensuring employment decisions

    are in compliance with :niversity and department policies and procedures.

    D7 will review the selection process and employment decisions for 

    compliance with :niversity policy and applicable law.

    The D7A and hiring manager should attend training regarding staffing and

    recruitment and affirmative actionOequal employment opportunity and are

    encouraged to participate in =ob fairs and other outreach efforts.

    Recritment

    The D7A, hiring manager, and D7 collaborate in developing and

    documenting ob=ective non-discriminatory criteria for a =ob posting. The

    criteria used to screen =ob seekers include education, e0perience, essential

    skills, abilities, and competencies.

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    To post and fill a position, the D7A or hiring manager must complete a

    requisition that identifies the =ob classification, duties, specific qualifications,

    working conditions, and physical and mental requirements through the online

    employment site.

    4ach position must be posted for at least seven '?/ calendar days. Any

     position posted for si0 '"/ months will be removed from the online

    employment site.

    D7 notifies units whether additional Affirmative Action 'AA/ efforts may be

    needed to recruit for posted =obs or =ob groups. %rior to commencing

    recruitment efforts, the hiring manager or D7A must submit specific plans

    for e0panded outreach efforts to D7-$taffing and 7ecruitment. D7-$taffing

    and 7ecruitment will assist D7As and hiring managers, in e0panding

    outreach efforts and recruiting applicants if the availability of women or 

    minorities is significantly greater than their incumbency in a =ob or group.

    A =ob opening must first be posted on the :Chicago #obs Leb site before

    advertising through other avenues, including print ads or other Leb sites. To

    ensure compliance with regulations, all recruitment advertising must be

    approved by D7.

    Advertising and other notification of a vacancy or new position must be

    nondiscriminatory and must include reference to the :niversityKs

    commitment to affirmative action through equal opportunity using the

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    following taglineI PThe :niversity of Chicago is an Affirmative

    ActionO4qual 8pportunity 4mployer.Q Advertisements must list the same

    qualifications and =ob requirements.

    A position posted via the Leb site will also automatically appear on the

    'A#4/ Leb site andOor other required sites.

    The D7A or hiring manager should direct an interested =ob seeker to

    complete the online application process. To be considered, a =ob seeker must

    complete the online application process.

    :nsolicited resumes should not be considered. :nsolicited resumes should be

    directed to the D7A or D7-$taffing and 7ecruitment, which will direct

    individuals to the online application process.

    D7 will provide reasonable accommodations to complete the application

     process upon request by any applicant with a disability.

    To comply with affirmative action requirements, certain data is requested as

     part of the online application and new hire process. This voluntary

    information is provided at the individualKs discretion. Dowever, such

    information will be required as part of the employment process when an

    applicant is hired.

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    %earch 7irms

    A unit considering the use of a search firm or employment agency must

    consult with D7 and use the standard :niversity search firm agreement

    template  before making any arrangements with an outside firm or agency.

    Any search conducted by an outside agency or search firm must meet the

    same federal, state, local, and :niversity guidelines as searches conducted

    directly through D7. (epartmentsO:nits must consult with D7 and, if 

    appropriate, the 8ffice of Begal Counsel before agreeing to any substantive

    changes to the search firm agreement template.

    The search firm works on behalf of the :niversity and is responsible for the

    same applicant tracking D7 would otherwise do, including keeping records

    of Affirmative Action outreach efforts, and the recruitment and selection

     process. The departmentOunit that contracts with a firm or agency is

    responsible for ensuring that any firm or agency is fully informed regarding

    its responsibilities for meeting the :niversityKs 'AAO448/ search

    documentation responsibilities.

    The search firm must submit a copy of all search records to the hiring

    departmentOunit before the :niversity processes payment of the final invoice

    or e0pense reimbursement.

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    Internal Applicants

    The :niversity encourages the consideration of current employees of the

    :niversity for open positions through promotions and transfers.

    (epartmentsO:nits and managers are encouraged to allow staff employees to

    take reasonable time off for interviews.

    A regular :niversity staff employee in good standing who has successfully

    completed hisOher probationary period may apply for a posted position by

    completing the online process. The probationary period lasts si0 '"/ months

    for staff employees paid monthly and three ')/ months for staff employees

     paid biweekly but may be e0tended upon the written approval of D7. The =ob

     performance of staff employees who apply and are hired into new positions

    will be closely reviewed 'similar to a probationary period/ during the first si0

    '"/ months for staff employees paid monthly and three ')/ months for staff 

    employees paid biweekly.

    A regular :niversity staff employee who has not completed the probationary

     period, but who meets the stated basic requirements, may apply for a posted

     position only with permission from the current supervisor and from D7.

    A regular :niversity staff employee who has progressed beyond the verbal

    counseling or verbal warning corrective action step within the previous si0

    months may not apply for a posted position, unless permission is obtained

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    from D7-4mployeeOBabor 7elations '4OB7/. '%olicy :?*) %rogressive

    Corrective Action/

    %ursuing a =ob opportunity within the :niversity should not in any way

     =eopardie a staff employeeKs present position. The hiring manager should

    regard an application as confidential until the employee is a finalist and

    references are to be checked.

    The :niversity also encourages the consideration of individuals associated

    with the :niversity 'e.g., alumni, spousesOpartners of faculty, staff, and

    students/ when appropriate and consistent with :niversity policy and

    applicable law.

    %election

    The hiring manager may consider candidates immediately upon receipt of all

    application materials, including reviewing resumes for basic qualifications. A

     =ob seeker who does not meet all the required qualifications as provided in

    the =ob posting is not an applicant and should not be considered.

    $election must be based on =ob-related qualifications including, but not

    limited toI required and preferred education5 e0perience5 knowledge, skills,

    and abilities as identified in the =ob description5 and references.

    Rualifications including mental and physical demands must be bona fide

    occupational qualifications. An applicant who is hired must meet the required

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    qualifications listed in the =ob description, and may not, directly or 

    indirectly, provide the :niversity with funding to support the position.

    The applicant pool should be sufficient to enable selection of qualified

    applicants for interviews. 2f not, the D7A or hiring manager should contact

    D7 to discuss further recruitment efforts. 2f there are no well qualified

    candidates for a position and qualifications are modified to increase the

    applicant pool, the position must be re-posted for at least seven '?/ calendar 

    days, and all applicants for the re-posted position must be considered.

    The D7A or hiring manager must ensure consistent administration of the

    interview process. Consistent administration includes equal treatment of 

    applicants, avoidance of discriminatory questions, and uniform interview

    content.

    :pon request by an applicant with a disability, the D7A or hiring manager 

    must provide reasonable accommodations, as determined by D7 or the

    %rovostKs 8ffice during the interview and testing processes.

    An applicant may be tested for =ob-related competencies using a properly

    validated test or other selection procedure. %rior to administering a test or 

    other selection procedure, it must be disclosed to D7 by the hiring

    departmentOunit. To ensure compliance with federal guidelines for employee

    selection procedures, D7 in con=unction with departmentsOunits will partner 

    with third parties such as industrial psychologists or other appropriate e0perts

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    to review and validate tests. The hiring departmentsOunits shall be

    responsible for the cost of review and validation by third party vendors.

    Lhen used, approved tests and selection procedures must be given to

    applicants under equivalent conditions, must be scored, evaluated, and used

    as a selection factor equally for applicants, and must be maintained with

    other application and selection materials. $uch information must be retained

    with the search files for three ')/ years following the date of the last action

    on the position 'e.g., start date, date candidates were notified of the position

     being filled/.

     Reference and Bac&!rond Chec&in!

    @or guidance regarding reference and background checks.

    Post %election

    %rior to making a verbal or written offer of employment, the D7A or hiring

    manager must consult with D7 regarding the starting salary of a new hire to

    ensure nondiscrimination and equity. D7 will collaborate with the D7A or 

    hiring manager to identify whether there are similarly situated staff 

    employees in the departmentOunit, to evaluate pay equity, and to determine

    the starting salary based on authoried and legal factors.

    A staff employee may not be offered or start in a position until the required

    seven-day posting period has been completed and a proper search has been

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    conducted. 2n addition, D7 verifies that a proposed hire is eligible for 

    :niversity employment 'e.g., meets the basic qualifications, completion of 

    the =ob profile, and if applicable, completion of the testing, completion of the

     probationary period, not on corrective action, completion of the background

    check, and not terminated for cause if previously employed by the

    :niversity/.

    The D7A or hiring manager should use a standard offer letter  approved by

    D7.

    The hire must complete documents listed on the new hire checklist to be

    entered into the payroll system.

    After accepting a position, a :niversity staff employee is responsible for 

    giving sufficient notice to hisOher former unit5 notification is as followsI

    'i/ for a staff employee paid monthly, provide at least one '/ month

    advance notice.

    'ii/ for a staff employee paid biweekly, provide at least two '/ weeks

    advance notice.

    :pon beginning a new position in another unit or department, a

    current employee will maintain accrued but unused sick ,

    vacation, and personal holiday time, which will be transferred to

    the new unit.

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    The D7A or hiring manager must notify an unsuccessful applicant

    who was interviewed by indicating the applicantKs status in #obs and also

    may send a letter or call the applicant. The D7A or hiring manager must

    update the status of applicants in #obs, review the list of not hired reasons,

    and identify the reasons why the applicants were not selected such as Pdid

    not have preferred qualificationsQ or Pless effective phone screen or 

    interview than applicant hired.Q

    0ocment Retention

    7ecruitment and selection records must be maintained with the search

    files for three ')/ years following the date of last action on the position

    'e.g., employeeKs start date, or the date candidates were notified of the

     position being filled/. These include all materials sent to and received

    from individuals who qualify as applicants as well as all =ob seekers who

    request to be considered for the position. These records are listed below,

    along with the assumed location where they are stored.

    o $earch firm contracts 'unit and %rocurement $ervices/

    o $earch firm records 'unit and D7/

    o Affirmative Action outreach efforts 'unit and D7/

    o $election tests or other skills assessment activities 'unit or 

    D7, depending on who conducts them/

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    o 7eference checks and notes 'unit or D7, depending on who

    conducts them/

    o Merification of degrees, licensure, other credentials 'unit or 

    D7, depending on who conducts them/

    o ;ackground checks 'D7/

    o 7esume

    o Cover letter

    o %rofile

    o 7easons why one candidate was selected over another 

    candidate 'unit and

    The following recruitment and selection information and documentation

    also must be maintained by the departmentOunit that handled the

    recruitment process for a minimum of ) yearsI

    o any search plan for the position5

    o copies of any e0ternal ads or position announcements 'both

     print and electronic/5

    o a copy of the 4qual 4mployment 8pportunity '448/ report

    used to review the applicant pool5

    o a list of any affirmative action and outreach efforts such as

     =ob fairs and postings5

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    o documentation of any screening or other criteria used to

    narrow the applicant pool5

    o a list of applicants phone screened for the position5

    o a list of questions, notes, and results of the phone screens5

    o a list of applicants interviewed in person5

    o a list of interview questions, notes, and results of the

    interviews5

    o a list of any tests administered to applicants and what these

    tests evaluated5

    o reference check questions5

    o the names of references contacted and their responses5

    o criteria used to develop the hiring salary offer5 and

    o a copy of the offer letter sent to the new hire.

    8 %teps in the Recritment and %election Process

    • %tep 1I Advertise the =ob position. ;e clear and highlight the capabilities

    needed for the =ob.

    • %tep ,I 7esume screening. The goal is to eliminate the applicants who

    definitely don

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    • %tep :I @ace-to-face interview. This should last about an hour and be

    held in a neutral place, not your office 'e0ampleI conference room/. :se the

    same, predetermined questions with each applicant. Ruestions should focus

    on the capabilities required for the =ob.

    • %tep ;I Assessment. :se a predictive assessment tool.

    • %tep I 7eference Check. Ask about their capabilities as it relates to the

     =ob. Also ask about attribute match.

    • %tep 8I #ob 8ffer. ake sure the compensation plan offered is clear and

    unambiguous.

    CHAPTER-9

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    Recritment and %election in Coca Cola India

    LtdHman Resorce and Recritment and %election in Coca

    Cola India

    Duman resource is a term with which many organiations describe the

    combination of traditionally administrative personnel functions with

     performance, employee relations and resource planning. The field draws upon

    concepts developed in industrialOorganiational psychology. Duman resources

    have at least two related interpretations depending on conte0t. The original usage

    derives from political economy and economics, where it was traditionally called

    labor, one of four factors of production. The more common usage within

    corporations and businesses refers to the individuals within the firm, and to the

     portion of the firm

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    Training and (evelopment

    %erformance 4valuation and anagement

    ) %romotions

    7edundancy

    + 2ndustrial and 4mployee 7elations

    " 7ecord keeping of all personal data.

    ? Compensation, pensions, bonuses etc in liaison with %ayroll

    ! Confidential advice to internal

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    year for anagement Trainees 6 si0 month for sales trainees/ makes

    thorough professionals of these young recruits.

     Coca Cola India Ltd Road 2ap$ Camps Placement Process

     - Campus 7ecruitment from %remier ;usiness $chools

     - 2nduction on CompanyKs Mision, ission and Malues

     - ;usiness :nderstanding

     - anagement 2nteraction

     - %resentation 6 7eview

     - Assessment

     The process of camps recritment comprises$

     - %resentation 6 Audio Mideo on Coca Cola

     - %ersonal profile Analysis of $tudents

     - Group (iscussion

     - %ersonal 2nterview

     - 7esult $haring

     (ffer Letter -----@ Indction -----@ Trainin! -----@ Appraisal -----@

    Confirmation

     %mmer-Internship

    The $ummer 2nternship %rogramme aims to widen the student

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    %ositioned between the first and second years, the programme is the most

    effective aid in enabling organiation to relate present business practice to the

     prevailing management theory.

    The organiation is benefited from the ob=ective and unbiased perspective the

    student provides based on concepts and skills imbibed in the first year at the

    institute. The summer interns also serve as unofficial spokespersons of the

    organiation and help in image building on campus.

    Typically, pro=ects are interdisciplinary and involve assigning independent

    responsibility to the summer interns, under the guidance of a senior e0ecutive.

    8ften the pro=ect assignment is confidential and proprietary in nature, which

    reflects the confidence imposed in the intern by the organiation. The work done

     by the summer interns are greatly appreciated by the organiation and significant

    numbers of their recommendations have been implemented successfully.

    %ro=ects have been undertaken in the areas of strategy formulation, business

     process, 2$, 47% implementation, industry analysis, D7, @inance, new product

    launches, sales 6 distribution, market research and advertising etc

    $ummer intern works under the counsel of a company e0ecutive 'company

     pro=ect guide/ who supervises and evaluates the performance of the student

    during hisOher $ummer 2nternship. The summer interns submits a copy of the

    summer report to his %ro=ect guide who finally evaluates the studentKs

     performance and sign the report for final submission to D7.

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     The selection of summer interns is done on the basis of personal

    interview. Any information related to summer internship should mail.

    Proect Trainees

     This programme provides a common platform for the organiation and the

    young talent to share and to collaborate their needs through means of live

     pro=ects.

    The programme is designed with an ob=ective to give the trainees a real

    organiational feel and work on live pro=ectsOproblems faced by the organiation.

    This helps the students in terms of gaining live and practical e0posure of 

    corporate world and also benefits the organiation from the innovative and new

    solutions suggested by the students.

     %ro=ect trainees work under the counsel of a company e0ecutive 'company

     pro=ect guide/ as well as faculty from the institute who supervises and evaluates

    the performance of the student during hisOher training.

     The selection of pro=ect trainees is done on the basis of personal interview. Any

    information related to pro=ect trainees should mail .

    Ne( 'nititives

    Ne I#ititi$es

    "No inspiration is worthy until so!on! ta!s a#tion to a! it wor$"

    Today, D7 is being considered a line function, one that can create a compelling,

    strategic advantage in the business. :nlike the old days, when D7 was typically

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    about support, today, it is impacting the top line, the bottom line and

    everything in-between. Therefore, to support, the new initiatives provide a

    launching pad to drive the innovation in the organiation .At Coca Cola 2ndia

    Btdnew initiatives in D7 are constantly seeking ways to improve on the methods

    6 ideas to better the lots of our e0trinsic and intrinsic customers. Le firmly

     believe that an inch of an initiative with its subsequent improvement takes

    company miles with its creative business impact.

    The creative, strategic and innovative D7 initiatives are the key competencies

    which has helped Coca Cola 2ndia Btdto respond better to market trends and be

    aligned with the market and understand opportunities with a competitive

    advantage. Coca Cola 2ndia Btd continuously strive to achieve alignment with

    the help of new initiatives by way of developing, creative alternatives to solve

    comple0 problems and create value by understanding uncertainties and business

    comple0ities.

    Clear business understanding, @ocused approach and required and right

    initiatives in D7 has shifted the paradigm and has also given a reason to believe

    that Coca Cola 2ndia Btdis recognied as better than any other best of the best

    employer in 2ndia and was also =udged as P the ) rd best employer P year **&-*

     by world D7( congress. $ome of the initiatives are given for reference

    - 4%B8347 ;7A1(21G in the year-**&-*

    - global D7 40cellence awards under the various categories in the year- **-

    - $hine.com awards in the year -**-

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    - $tar 1ews awards under the various categories in the year-**-

    - P2ndiaKs ;est Companies to Lork @or-*Q awards

    - 4mployee benefit policy integration across the organiation

    - D7 %olicy anual 'D7 $ystems and %rocess guidelines/

    - ;lue Collared 4mployees Compensation 6 ;enefit ;enchmarking $urvey

    - Compensation reviewI 7esearch, study and strategy

    Talent 2ana!ement

    2t is a universal truth that Talent drives %erformance 6 in todayKs scenarios

    where other things can be replicated it is the quality of our people that is our last

    true competitive differentiator. 40ceptional business performance can only be

    driven from superior talent thus at Coca Cola 2ndia Btd Talent anagement is

    a strategic integrated approach to managing human capital throughout the career 

    cycleI developing, retaining, and transitioning the organiation

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      The (/ective of Talent 2ana!ement at Coca Cola India Ltdis 

    a/ To increase 2ndividual 6 8rganiational performance.

      b/ To have highly 4ngaged workforce

      c/ Continuous 9nowledge sharing 6 uninterrupted supply of skilled

    workforce

    Talent 2ana!ement strctre at Coca Cola India Ltd is /ased on the

    folloin! , pillars for its sccess

    / (r!aniation 0esi!n$  2s driven from the organiational ob=ective 6

    vision, making it the base for defining the 8rganiation $tructure 6

    (epartmental $tructure./ Performance 2ana!ement 7rameor&$  #ob Clarity 6 specific

    2ndividual deliverables drawn from departmental goals 6 organiational

    ob=ectives

    At Coca Cola 2ndia Btdwe believe in providing optimum challenge for the right

    competency, making sure that the work itself becomes a motivator for the

    individual thus permanently eliminating boredom or an0iety for ma=ority of the

     positions but surely for all the critical positions 6 high potential employees.

    Critical =obs are identified 6 the identified potential resources are allocated to

    these =obs providing a win - win solution for both individual  & the organization.

      A0ERTI%I)+

    Advertisin! of acancies$

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    The D7 Team provides a centralied advertising service for the

    advertisement of vacancies and will assist the anager prepare an appropriate

    advertisement.

    All permanent vacancies are advertised concurrently internally 'on the intranet/

    and e0ternally. 40ternal advertisement is on the 2%CC website, generally along

    with appropriate newspaper publications and can include the use of agencies

    where appropriate.

    Applications are to be forwarded to the D7 Team in the first instance and not

    directly to the anage

    %hort-listin!

    $hort-listing must be completed based on the person specification. 1ew criteria

    cannot be introduced to assess the candidates at this stage as it would be unfair.

    2t is the anagerKs responsibility to complete the short-listing and to ensure the

     process remains free of unlawful discrimination. 2t is desirable that a second

     person from the panel also participates in the short-listing process.

    @ormer employees who have been dismissed for misconduct cannot be

    considered for appointment. $taffs who have taken early retirement or 

    redundancy may be considered on their merits.

    $hort-listing notes must be returned to D7 for filing and are retained for a period

    of " months.

    I)TERIE'I)+

    Arran!ements for Intervies$

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    The manager is responsible for scheduling dates and times for interviews

    directly with the short listed candidates and notifying the candidates of any

    selection tests that will be used. The manager must then notify D7 of these

    arrangements and D7 will confirm via letter or email to the short-listed

    candidates the following detailsI

    • (ate, time and place of the interview

    • 2nstructions on how to find their way to the interview venue

    • A request that they contact the author of the letterOmessage if they have

    any special requirements in relation to the interview 'related to access to

    the venue or any other special need related to a disability/

    • 2f appropriate, details of any test or presentation they will be required to

    take or anything they should bring with them 'e.g. e0amples of work or 

     proof of qualifications that are essential to the post/.

    At the Intervie$

    The purpose of interviewing is to appoint the best person for the =ob based solely

    on merit and suitability. The Coca Cola 2ndia Btd recruitment and selection

    framework achieves this by using methods that are systematic, thorough, fair,

    unbiased and based on rational, ob=ective and =ob related criteria.

    At the interview, each candidate should be treated consistently. To achieve this

     panel shouldI

    • Ask the same initial questions of each candidate.

    • $upplement their understanding of the candidateKs responses by

    following up questions as appropriate.

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    • ;e consistent in allowing access to presentation material, notes and

    so on.

    •  1ot allow any discriminatory questions, harassment, or any other 

    conduct which breaches the Coca Cola 2ndia equal opportunities policy

    or code of conduct.

    • 4nsure that in the case of disabled candidates, the necessity for any

    Nreasonable ad=ustmentsK that would be required on the =ob are e0plored

    in a positive manner. Assessment of disabled candidates should be based

    on their e0pected performance in the =ob, given that any reasonable

    ad=ustment required was provided.

    • 9eep in mind that information obtained throughout the selection process

    is treated as confidential and is known only to parties involved in the

    selection process

    • 9eep records of interviews and the reasons for decisions - returning this

    information to D7 for filing 'and disposal si0 months later/.

    %anel members must be aware that it is their responsibility to ensure

    recruitmentOinterview documentation is stored securely and confidentially whilst

    in their possession.

    %ELECTI()

    0ecision to Appoint$

    2n selecting the successful candidate, the panel must make a decision based on

    the merit and eligibility of the candidates as =udged byI

    • Content of application• Rualifications 'if required for the post/

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    • %erformance at 2nterview

    • 8utcome of any selection tests

    Chec&s$

    As part of assessing the merit of each candidate, anagers must satisfy

    themselves that the information the candidate gives is authentic, consistent and

    honest. This includes being satisfied about information regarding the

    candidateKsI

    • application

    • work history• qualifications 'where a qualification is a requirement for the post,

    supporting evidence or certification must be obtained from the candidate

    and recorded/

    • evidence presented at interview

    Hman Resorces Are Responsi/le 7or Processin!$

    • 7eference checks

    • $ecurity Clearances

    $hould any of these not meet the required standards, D7 must immediately

    discuss the issue with the anager.

    (77ER

    (ffer of Employment$

    A conditional verbal offer of employment is to be made by the anager within a

    week of interview. The offer should be made within the salary range stated on

    the authority to recruit form. 2f for any reason the anager wishes to make an

    offer above that range, the prior approval of the (irector and Dead of Duman

    7esources is required. @ailure to do so may result in the offer being retracted.

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    The offer must be on a conditional basis whilst the required checks take

     place in relation to security clearance, health declaration, references and

    qualifications 'if not already provided/.

    2t is the anagerKs responsibility to notify D7 of the offer. D7 will then send the

    candidate a security clearance questionnaire, health declaration form, offer letter 

    and statement of particulars detailing post, salary, benefits, holiday entitlement,

    notice period, working hours and location.

    :pon receipt of the successful applicantKs acceptance letter and completed health

    declaration and security clearance questionnaire. D7 will send a confirmation of 

    receipt letter confirming the start date 'taking into account timeframes for 

    security clearance/, along with =oining instructions.

    2f a manager wishes to withdraw a firm offer of employment, they should seek 

    advice from the D7 team before doing so.

    (THER REDIRE2E)T%

    Post intervie feed/ac& notification to applicants$

    D7 is responsible for providing all candidates with written notification of the

    outcome of their application. 2f feedback is requested from an unsuccessful

    short-listed candidate, the manager should provide a valid reason to the

    candidate for re=ection together with constructive feedback. Lritten feedback 

    will not normally be provided.

    2onitorin! Recritment and %election 3reportin!4

    51

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    D7 will monitor the recruitment processes to ensure they are not

    discriminatory and will provide statistical data to the $enior 40ecutive Group on

    a regular basis.

    7rther +idance

    Lhere a anager is unclear on any aspect of the recruitment and selection

     process advice should be sought from the Duman 7esources Team.

    I)E%TI)+ I) THE 7DTDRE

    The headcount is increasing by about * per cent each year, and among those

    have been +* recruited on campus last year from ;-schools, and half that number 

    from engineering and agriculture institutes. This year

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    anager at the end of the first year to anager 'heading a department/ in

    not more than five years.

    P8n campuses, the relatively lower compensation we offer has not been an issue

    till date. 2n our presentation we say that we are not the best paymasters. Le also

    say that if we have to pay more, it will be at the cost of the farmer. The kind of 

     people we want to hire appreciate the purpose of our business beyond top lines

    and bottom lines,Q e0plains (r itra.

    Lhat the company looks for in people are these virtuesI understanding and

    imbibing values of the company, sharing the spirit of serving the nation, and

    understanding the economics of the business. The emphasis on academic

     performance is not as much as it is on value systems.

    PLe find that those from middle-class families come in with value systems that

    are relatively stronger5 the same is the case with people from service class

     backgrounds,Q adds itra.

    8nce in, they are put through an elaborate induction process. This involves an

    eight to +-day stay in the remote villages where the produce comes from. And

    days here start at anytime after ) am.

    The procurement e0perience and interaction with farmers holds them in good

    stead for the =ourney ahead. The induction also helps slot inductees into roles,

    e0plains (r itra.

    53

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    BLE)0I)+ E)ER+* A)0 EFPERIE)CE

    There are several employees who have served the company for )+ years. 8n

    average, the tenure of current staff is around " years. All of a sudden, some of 

    them had bosses who were much younger, often from the new recruits on

    campus.

    The system entails that the new recruit for the leadership role undergoes training

    under e0perienced staffers for a period of time, after which the staff who train

    him or her will be managed by the person trained.

    2t may seem impractical, but it

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    Attrition is at ).+ per cent, claims (r itra. Lith the work force getting

    younger and the company e0panding in terms of people, product portfolio and

    geographic spread, he admits that the Naverage tenure of employees< statistic is

    likely to come down.

    SOME IMPORTANT HR RULES & POLICIES:

    I. Working hours = 8 hours, an employee is not alllowed to do

    more than 1 hour overtime as per law.

    AI. Employee’s ID card:

    Sample format:

    )O)A*)OLA

    Brindavan Agro Industries (P) Ltdd.

    E.Code

    Name

    Card no.

    Designation

    Bld.Group

    55

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    Emrg.Cont.No.

    Issued by

    BI. Every employee shall keep his / her identity card while on duty. In case of 

    any loss or damage, employees are expected to report

    RECRUITMENT & SELECTION PROCESS AT BRIND AVAN

    GRO INDUSTRIES PVT. LTD.

    The Process of recruitment and selection consist of number of 

    sequential steps. The following picture can show the process very

    clearly:

    Manpower

    Requisition

    Joining

    Collecting C Vs from

    sources:

    Referral s

    Internet

    Advertisements

    Private agencies Offer letter &

    Acceptance

    Sorting CVs

    that are

    suitable for t he &

    56

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    Final Selection

     job.

    SalaryNegotiation

    Background

    Interviews

    Checks &

    Enquiries.

    57

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    APPLICATION FORM

    Application For The Post Of:

    Name:…………………… ……………………………………….

    Date of Birth (Enclose Pro of): ……/……/……. Age: yrs…….…

    Contact Number:

    Present Address: ………… ……………………………………….

    …………………………… ……………………………………….………………….Phn.No ………………………………………….

    Permanent Address : …………………………………….

    …………………………………….

    ……………..Phn. No……………......... ......Father’s/Husband’s Name   :…………………………………… ….

    Father’s/Husband’s Profession   :…………………………………… …..

    Emergency Contact Number :…………………………………… …..

    Marital Status :Married/Single No. of children & Age

    Date of Marriage : Blood Group: ……………

    Pan Card No. :……………. Driving License No…………….

    Family Details:

    S.No Name D.O.B. Relation With

    Employee

    Education Qualifications(Increasing Order):

    Examination Passed Name of Year of Passing Class/Rank obtained

    Institute/University

    (Enclose Certificate copies in support of the qualifications mentioned above)

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    CHAPTER-:

    Research 2ethodolo!y 

    (BECTIE% (7 THE %TD0*

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    (BECTIE% (7 THE %TD0*

    • To understand the recruitment and selection process of the organiation

    • To study the influencing factors to be considered while selecting the

    candidate in the company.

    • To know that what are the methods of selection in the company

    • To know the views of selected candidate about the satisfaction

    Odissatisfaction of the process

    • To know the different methods of recruitment used by the company

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    RE%EARCH 2ETH(0(L(+*

    @or the overall research design, the data collection method and analysis

     procedures, 2 did my survey in ;rindavan Agro 2ndustries %vt. Btd. athura

    region. @or data collection n it was scheduled prior to survey work, like whom

    to get feedback. The primary and secondary source of data collection wereI

    :niverse - @inite

    7esearch (esign - (escriptive

    $ampling ethod - $imple 7andom $ampling

    (ate CollectionI

    . %rimary (ata

    • Ruestionnaire

    . $econdary (ata

    • #ournals

    • againes

    • Companies 7eports and

    Companies Lebsites

    $ie of the sample - *

    $ampling unit - The sample unit consist the 4mployee

    of ;rindavan Agro 2ndustries

      7esearch Area - Chhata athura

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    %C(PE (7 THE %TD0*

    The report deals with the recruitment and selection process in terms of 

    theoretical point of view and the practical use. The study will allow learning

    about the recruitment and selection issues, importance, modern techniques and

    models used to make it more efficient. The study will help to learn the practical

     procedures followed by the leading organiations. oreover the study will help

    to differentiate between the practice and the theories that direct to realie how

    the organiation can improve their recruitment and selection process.

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    CHAPTER-;

    0ata Analysis and Interpretation

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    0ata Analysis and Interpretation

    R. Lhat sources of recruitment is used by the company U

    (pinion )o. of Respondents Percenta!e

     1ewspaper * +H

    %lacement Agencies )*H

    7ecruitment %ortal )+H

    4mployees 7eferrals *H

    Total :G 1GG

    25-

    30-

    35-

    10-

    Ne(s *.e! *)ce"ent A%encies

    Rec!uit"ent *o!t) E".)o/ees !ee!!)s

    Interpretation I

    2n the above graph shows that the +H respondents reply news paper, )*H

     placement agencies, )+H says through recruitment portal and * H says

    through employees referrals.

    R. (o you think that these sources are appropriateU

    (pinion )o. of Respondents Percenta!e

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    3es ) !*H

     1o ! *H

    Total :G 1GG

    80-

    20-

     es No

    Interpretation I

    2n the above graph we find that !*H respondent says that sources are

    appropriate and remaining *H respondents says no.

     R). (oes your organiation recruit employees through latest method of

    recruitment through internetU

    (pinion )o. of Respondents Percenta!e

    3es ) !*H

     1o ! *H

    Total :G 1GG

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    80-

    20-

     es No

    Interpretation I

    2n the above graph we find that !*H respondent says that the organiation uses

    latest method of recruitment through internet while *H respondents deny it.

    R.. 2s internet recruitment effective in your opinionU

    (pinion )o. of Respondents Percenta!e

    3es * **H

     1o * *H

    Total :G 1GG

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    100-

     es No

    Interpretation$

    @rom above graph we find that **H respondents says that internet recruitment

    is effective.

    R.+. (oes the procedure adapted for the recruitment and selection of employees

    enables to right person at the right =obU

    (pinion )o. of Respondents Percenta!e

    3es * **H

     1o * *H

    Total :G 1GG

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    100-

     es No

    InterpretationI

    $tudy reveals that **H respondents with the procedure used by the

    organistion for recruitment and selection.

    R." (o they provide all information about =ob profile, salary, compensation

    etc.U

    (pinion )o. of Respondents Percenta!e

    3es )* ?+H

    To some e0tent * +H

    Total :G 1GG

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    75-

    25-

     es To so"e etent

    Interpretation I

    $tudy reveals that ?+H employee says that yes they provide all information

    about =ob profile while +H say to some e0tent.

    R.? . (oes the recruitment and selection methods used by the 8rganiation are reliableU

    (pinion )o. of Respondents Percenta!e

    3es )* ?+H

     1o * +H

    Total :G 1GG

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    75-

    25-

    Reliable recruitment and Selection Method

     1es No

    Interpretation I

    8n the basis of above diagram ?+H respondents says reliable methods used in our 

    organiation,+H says not reliable methods used for recruitment and selection.

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    R.!. (o you agree that recruitment is the scale of development and success of the

    organiation.

    (pinion )o. of Respondents Percenta!e

    3es "*H

     1o ! *H

    CanKt say ! *H

    Total :G 1GG

    60-20-

    20-

     es No +nt S/s

    Interpretation$

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    8n the basis of above diagram "*H respondents says yes recruitment the scale

    of development and success of organiation, *H says no and *H says 2 have

    no idea about it.

    R.& Are you satisfied with =ob profileOresponsibilityU

    (pinion )o. of Respondents Percenta!e

    3es )! &+H

     1o +H

    Total :G 1GG

    95-

    5-

     es No

    Interpretation$

    &+H says yes they are satisfied with =ob profile and responsibility given to

    them while +H say they are not satisfied.

    R.*. Are you satisfied with recruitment process of your companyU

     (pinion )o. of Respondents Percenta!e

    3es ) !*H 1o ! *H

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    Total :G 1GG

    80-

    20-

     es No

    Interpretation I

    According to above study !*H respondent are satisfied the recruitment process

    and the other hand *H respondents are not satisfied the process of 

    recruitment adopted by the organiation.

    R. Dow would you rate the D7 departmentKs performance in recruitment and

    selectionU

    (pinion )o. of Respondents Percenta!e

    40cellent "*H

    Good *H

    Average *H

    ;elow average *H

    %oor *H

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    Total :G 1GG

    60-

    10-

    10-

    10-

    10-

    Ece))ent Goo# Ave!%e

    e)o( ve!%e *oo!

    Interpretation I

    2n the above graph we find that "*H respondents think e0cellent, *H good,

    *H average, *H say below average and remaining *H respondents rate

    the D7 departmentKs performance in 7ecruitment and selection is poor.

    R. (o you think recruitment Technique should be changedU

    (pinion )o. of Respondents Percenta!e

    3es )*H

     1o ! ?*HTotal :G 1GG

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    30-

    70-

     es No

    Interpretation I

    @rom this graph it can be easily seen that ?*H respondents says no while

    reamaining )*H respondents say yes recruitment technique should be

    changed .

    R.). Are reference checks are conducted on all candidatesU

    (pinion )o. of Respondents Percenta!e

    3es * **H

     1o * *H

    Total :G 1GG

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    100-

     es No

    Interpretation I

    2n the above graph **H respondents says that reference check of all

    candidates is done.

    R.. Are you satisfied with you promotion activities in your companyU

    'a/ 3es 'b/ 1o

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    77-

    23-

     es No

    8n the basis of above diagram ??H respondents satisfied the promotion

    activities of the organiation and )H not satisfied the promotion activities.

    R.+. Are you comfortable with the working environmentU

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    'a/ 3es 'b/ 1o

    91-

    9-

     es No

    8n the basis of above diagram &H respondents feel comfortable environment

    and &H says no.

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    7indin!s

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    7I)0I)+%

    • a0imum number of respondents selected through recruitment portal

    and placement agencies for recruitment process.

    • a=ority of respondents says yes that the sources of recruitment are

    appropriate.

    • a=ority of respondents says yes that organiation use latest method of 

    recruitment.

    • All respondents agree that internet recruitment is effective.

    2t is fully accepted by all the respondents that procedure of recruitment

    and selection enables to right person to right =ob.

    • ostly respondents agree with the organiation provide all information

    about =ob profile, salary, compensation etc.

    • ostly respondent agree the reliable method is used for recruitment and

    selection process by the organiation.

    • ost of the respondents agree that recruitment is the scale of 

    development while few disagree and rest canKt say about it.

    • a=ority of respondents are satisfied with =ob profileOresponsibility.

    • ostly respondents are satisfied with the recruitment process of the

    company.

    • 7ating of the D7 departmentKs performance in recruitment and selection

    are adequate according to large number of respondents.

    ost of the respondents donKt want that recruitment technique should be

    changed.

    • All the respondents agree that refrencce checks are done on all

    candidates.

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    CHAPTER-<

    %D++E%TI()%

    %!!estions

    1. 2ncrease the source of recruitment like campus placement, promotion,

    transfer and present employees

    ,. To involve the suggestions of employees for the improvement

    9. To make =ob profile more clear infront of the candidate

    :. To improve the working of D7 (epartment

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    CHAPTER-=

    C()CLD%I()

    C()CLD%I()

    Coca Cola India Ltd is using the portal of his own for looking the

     perspectives employees. 7eferences are also taken into consideration. A search

    is made for the required candidate on the parameter like, what is the

    qualification he possess and for a sales persons his certificates are not that

    important as compared to the e0perience. As the person with good work 

    e0perience can do marketing in much-much better way than the person who

     possesses number of certificate in the same field. $o for the profile of 

    marketing work e0perience counts more than certificates in the recruitment

     process of Coca Cola 2ndia Btd @or the other profile like 8ffice-Assistance,

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    Coordinator, D7 40ecutive, 4ngineer and for Admin (eptt. qualificational

    certificate as well as personality and communication skill plays a vital role in

    the selection of an applicants. (ata of perspectives employees from naukri.com

    and times=ob.com are taken and the criteria for the selection of candidate from

    the website is not only their educational background but their work e0perience

    and cost to company is also given equal weightage. 2n selecting the candidate

    and these selected candidates are given calls and are called for interview rounds

     by giving them the complete detail of their profile so that no confusion remain

    in their mind regarding, the company profile as the company is on the growing

    stage and people are not very much aware of the company. $o they need to

    know about the company profile and then the =ob profile. After getting

    satisfactory answers and by getting convinced by the answers, the applicants

    sometimes start negotiating for $alary %ackage and the probable answer for the

    question is that they will get a hike of around )*H in their present package. 2f 

    still not convinced then they are called for interview and asked to negotiate for 

    salary with the D7 head after the interview round.

    http://naukri.com/http://timesjob.com/http://naukri.com/http://timesjob.com/

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    CHAPTER->

    Limitations of the stdy

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    LI2ITATI()%

    There were a few limitations like  

    . Time was a ma=or constraint.

    . The fact that most of the employees did not understand 4nglish.

    ). Mery importantly they were hesitant to answer the questions freely.

    . Bastly, money was also a constraint.

    +. The sample sie of * employees may not be a true representative of the

    organiation.

    CHAPTER-8

    BIBLI(+RAPH* BIBLI(+RAPH*

    BOOKS CONSULTED:-

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    +R ot&!i Rese!c& Met&o#o)o%/ 2006; ?!%ni@tion) e&viou! =/ *!entices H)) o

    'n#i

    +Gu.t >Hu"n Resou!ces Mn%e"ent =/ Su)tn

    Sns

    Mi!@ n# si/#in B *e!sonne) Mn%e"ent / *!entice

    H)) o 'n#i

    *e!sonne) Mn%e"ent >Mi!@ n# Si/#in

    Mon.. >'n#ust!i) Re)tions

    + R ot&!i Rese!c& Tec&no)o%/ /

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     Journal

     Coca Cola 2ndia Btdspices up price war, reduces vegetable prices .

    **?--*?. 7etrieved *-*-*. The recruitment process Acas, Accessed + August *

    4dited by $angeetha 9, 4ffective 7ecruitment- the emerging scenario,

    2C@A2 university press **?

     Duman resource management, (essler Gary, &th edition, %earson

    4ducation, **+  Armstrong ichael, D7 practice, 9ogan %age , &th edition

     4-7ecruitment, the right way, The Dindu, Led ar*&, **+.

    !EBS"TES

    • httpIOOwww.employment-studies.co.ukOsummaryOsummary.phpUidV*!

    • httpIOOwww.isrinsight.comO$olutionsOengagement.asp0

    • httpIOOwww.standardchartered.comOinO

    • www .coca-cola.com

    http://economictimes.indiatimes.com/news/news-by-industry/services/retailing/Safal-spices-up-price-war-reduces-vegetable-prices/articleshow/2554638.cmshttp://www.acas.org.uk/index.aspx?articleid=748http://www.employment-studies.co.uk/summary/summary.php?id=408http://www.isrinsight.com/Solutions/engagement.aspxhttp://www.standardchartered.com/in/http://economictimes.indiatimes.com/news/news-by-industry/services/retailing/Safal-spices-up-price-war-reduces-vegetable-prices/articleshow/2554638.cmshttp://www.acas.org.uk/index.aspx?articleid=748http://www.employment-studies.co.uk/summary/summary.php?id=408http://www.isrinsight.com/Solutions/engagement.aspxhttp://www.standardchartered.com/in/

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    CHAPTER-1G

    Anne#re

    DE%TI())AIRE

    )ame$.A!e$..%e#.

    E-mail address$..2o/

    R. Lhat sources of recruitment is used by the company U

    'a/ 1ews %aper 

    'b/ %lacement Agencies

    'c/ 7ecruitment %ortal

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    'd/ 4mployees referrals

    R.. (o you think that these sources are appropriateU

    'a/ 3es

    'b/ 1o

    R.). (oes your organiation recruit employees through latest method of

    recruitment through internetU

    'a/ 3es

    'b/ 1o

    R.. 2s internet recruitment effective in your opinionU

    'a/ 3es

    'b/ 1o

    R.+. (oes the procedure adapted for the recruitment and selection of

    employees enables to right person at the right =obU

    'a/ 3es

    'b/ 1o

    R.". (o they provide all information about =ob profile, salary, compensation

    etc.U

    'a/ 3es

    'b/ To some e0tent

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    R.? . (oes the recruitment and selection methods used by the 8rganiation are reliableU

    'a/ 3es

    'b/ 1o

    R.!. (o you agree that recruitment is the scale of development and success of

    the organiation.

    'a/ 3es

    'b/ 1o

    'c/ CanKt say

    R.&. Are you satisfied with =ob profileOresponsibilityU

    'a/ 3es

    'b/ 1o

    R.*. Are you satisfied with recruitment process of your companyU

    ; es

    'b/ 1o

    R.. Dow would you rate the D7 departmentKs performance in recruitment

    and selectionU

    'a/ 40cellent

    'b/ Good

    'c/ Average

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    'd/ ;elow average

    'e/ %oor 

    R.. (o you think 7ecruitment Technique should be changed U

    ; es

    'b/ 1o

    R.). Are reference checks are conducted on all candidatesU

    'a/3es

    'b/1o

    R.. Are you satisfied with you promotion activities in your companyU

    'a/ 3es

    'b/ 1o

    R.+. Are you comfortable with the working environmentU

    'a/ 3es

    'b/ 1o

    DECL#R#T"ON

    2, ?amini +pta student of ;A, Mivekananda College of Technology and

    anagement, Aligarh approved by A2CT4 affiliated to 0r. AP A/dl ?alam

    Technical Dniversity Lc&no here by declares that the summer training

    report on JRecritment and %election Process in Coca Cola.

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    @urther, 2 also declare that 2 have tried my best to complete this report a most

    sincerely and accuracy, even then if any mistake or error has been crept in, 2

    shall most humbly request the readers to point out those errors or omission and

    guide me for the removal of those errors in the future.

    ?amini +pta

    39rd %E24

    CT2 Ali!arh

    TABLE (7 C()TE)T%

    C!rti%i#at!

     D!#laration

     nowl!'(!!nt

     Pr!%a#!

    Chapter -1 (r!aniation Profile 1-1,

     

    Brindavan A!ro Indstries Ltd.

    Chapter -, Introdction of the topic 19-9>