INTRODUCTION

According to Leon c. Megginson, the term human resources can be thought of as, the total
knowledge, skills, creative, abilities, talents and aptitudes of an organization’s workforce, as
well as the value, attitudes and beliefs of the individuals involved. The term human resources
can be explained in the sense that it is a resource like any other resources. It does mean that
management can get and use the skill, knowledge, ability, etc., through the development of
skills, tapping and utilizing them again and again.

Human Resources are the greatest assets for any organization. The right person in the right job
leads to the fulfillment of organizational goals and objectives. Hence Recruitment and
Selection is very crucial in Human Resource Management.

The study of Recruitment & Selection is becoming significant aspect among the aspects
of human resource management as it includes attracting & selecting right kind personnel, since
manpower or personnel is the backbone of any organization. The organization’s efficiency &
effectiveness will greatly depend upon the manpower or personnel appointed in the
organization so manpower that carries out both the technical and managerial functions of the
organization to achieve organization’s policies &objectives. So Recruitment and Selection
plays a crucial role in any organization.

RECRUITMENT AND SELECTION:-

Recruitment is the first stage in the process which continues with selection and ends
with the placement of the candidate. Recruitment facilitate in acquiring the number and the
types of people necessary to ensure continued operations of the organization.

Recruitment is finding the potential applicants for actual or anticipated organization

vacancies thus it acts as link in bringing together the people with jobs and those seating jobs.
The purpose of recruitment is to identify suitable manpower to meet the job requirement and
job specifications. It is the most important function of personnel administration on the other

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hand selection concerned with securing right information about the applicant. The object of
selection process is to determine whether the prospective candidate possesses the qualification
for the specific job it is a long process. Starts from the interview and ends with the contract of
employment.

Recruitment is the process searching for prospective employees & stimulating

them to apply for jobs in the organization. Recruitment refers to the process of receipt of
application s from job-seekers. Recruitment refers to the process of finding possible
candidate for a job of function, undertaken by recruiters. An employment agency or a
member of staff at the business or organization looking for recruits may undertake it.
Advertising is commonly part of recruitment process, and can occur through several means
through newspapers, using newspapers dedicated to job advertisement, through professional
publication, using advertisements placed in windows, through a job center, through campus
interviews, etc…

Technically speaking the function of recruitment precedes the selection function

and it includes only finding, developing the sources of prospective employees and attracting
them to apply for jobs in an organization, whereas the selection is the process of finding out
the most suitable candidate to the job out of the candidates attracted. Formal definition of
recruitment would give a clear cut about the function of recruitment.

Once the required number and kind of human resources are determined, the
management has to find the places where required human resources are/will be available &
also find the means of attracting them towards the organization before selecting suitable
candidates for jobs

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 NEED FOR THE STUDY

Human resources are the assets to the organization. Any organization will gets its recognition
through its employee’s performance, skills, innovativeness and their professional knowledge.
Recruitment and selection has been regarded as the most important functions of personnel
administration, because unless the right people are hired is good to the organization.

Brandix Apparel India Private Limited is conceptualized and managed by Brandix,

SriLanka’s largest apparel exporter . It offers a host of attractive financial and operational
incentives for investors and procedural ease for facilitating investment and Brandix India
Apparel City (BIAC) is a revolutionary development in the apparel industry; a unique,
integrated apparel supply chain city, managed by Brandix Lanka Ltd. Spread over 1000 acres
in the port city of Visakhapatnam (or Vizag for short) in the eastern state of Andhra Pradesh,
it brings alive an Avantgrade 'Fiber to Store' concept. BIAC will bring together world class
apparel chain partners from the design table to consumer brands in flawless integration.

Brandix Apparel has been initiated in the year 2006.Since then it is been run
successfully and in the process of expansion. It started its operations with single unit and
expanded in the due course to three units. For the successful functioning of any organization
right candidates are to be recruited BAI almost employees 16,000 man power and quait
frequently they under take recruitment and selection. Thus there is a felt need to study the
recruitment and selection practices at Brandix Apparel India.

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 OBJECTIVES OF THE STUDY

 To study the concept of Recruitment and Selection.

 To identify the Recruitment and Selection practices in textile industry with special
focus on Brandix Apparel India Private Limited.

 To assess various sources of Recruitment and methods of selection at Brandix

Apparel India Private Limited.

 To examine the level of satisfaction of employees on existing Recruitment and

Selection practices at Brandix Apparel India Private Limited.

 To offer useful suggestions to bring about improvement in existing Recruitment and

Selection practices at Brandix.

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 METHODLOGY OF THE STUDY

We have considered both executive and non-executive for our study purpose and we have also
considered the gender part of the success of the study up to greater extend. As the executives
are aware of this program they have given their responses somewhat easily but out of non-
executives due to their ignorance and fear of the top level management most of them lagged
behind to give their opinions on survey.

Methods of Data Collection:

Basically we have two types of data:

1) Primary data
2) Secondary data

Primary Data:

Primary data is was collected through survey method by distributing questionnaires

to the employees.The questionnaires were carefully designed by taking into the parameters of
my study and it gives latest information and offers much greater accuracy and reliability. There
are various sources for obtaining primary data i.e., questionnaire distribution, personnel
interview etc.

In the primary method the information has gathered by interacting to the higher
officials and the employees of the company and the large amount of information is referred
from the renowned books and articles of most famous authors on internal marketing. And few
of the information has acquired from the company’s books and presentations. The information
secured by interacting with all the departments.

The present study is dependent on primary data to maximum extent, which is

collected by way of Questionnaire. The sample chosen to administer the questionnaire is 80
and was through convenient sampling technique.

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Secondary Data

Secondary data means data that are already available that is they refer to the data which have
already been collected and analyzed by someone else and which have been passed through the
statistical process is called secondary data.

In the secondary method of finding information is by conducting survey for the

employees feedback and maintained a form of it in which has all the information on the
employees perception. The analysis of the data is done and gathered information. And in this
method I have taken little information from the internet and companies websites.

The data was collected from books, magazines, web sites going through the records of
the organization, etc. It is the data which has been collected by individual or someone else for
the purpose of other than those of our particular research study .Or in other words we can say
that secondary data is used previously for the analysis and the results are undertaken for the
next process.

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 LIMITATIONS OF THE STUDY

1. A study is limited to recruitment & selection at Brandix Apparel India Private

Limited. The sample chosen for the study is 80.
2. As the managers of the organization are busy with their work schedule it was
difficult to collect detailed data.
3. Time was the major constraint as the mentioned period was not enough to
collect the data in detail.
4. Collection of current data is also limiting factor because it is confidential.
5. Time availability of the employee (only during lunch hours etc.) and cannot be
distributed in working hours.

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 CHAPTERISATION

CHAPTER-1:

It deals with Introduction, Need for the study, Objectives of the study, Methodology of the
study, Chapterisation , Limitations of the study.

CHAPTER-2:

It deals with profile of Textile Industry with special focus on Brandix Apparel India Private
Limited, Atchutapuram.

CHAPTER-3:

It deals with Concept of Recruitment and Selection, Recruitment and selection practices
at. Brandix Apparel India Private Limited, Atchutapuram

CHAPTER-4:

It deals with Recruitment and Selection Practices at Brandix Apparel India.

CHAPTER-5:

It deals with Summary, Findings, Suggestions.

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 Profile of Textile industry
India’s textiles sector is one of the oldest industries in Indian economy dating back
several centuries. Even today, textiles sector is one of the largest contributors to India’s exports
with approximately 11 per cent of total exports. The textiles industry is also labor intensive
and is one of the largest employers. The textile industry has two broad segments. First, the
unorganized sector consists of handloom, handicrafts and sericulture, which are operated on a
small scale and through traditional tools and methods. The second is the organized sector
consisting of spinning, apparel and garments segment which apply modern machinery and
techniques such as economies of scale.

The textile industry employs about 40 million workers and 60 million indirectly. India's
overall textile exports during FY 2015-16 stood at US$ 40 billion.

MARKET SIZE

The Indian textiles industry, currently estimated at around US$ 108 billion, is expected to reach
US$ 223 billion by 2021. The industry is the second largest employer after agriculture,
providing employment to over 45 million people directly and 60 million people indirectly. The
Indian Textile Industry contributes approximately 5 per cent to India’s Gross Domestic
Product (GDP), and 14 per cent to overall Index of Industrial Production (IIP).

The Indian textile industry has the potential to reach US$ 500 billion in size according to a
study by Wazir Advisors and PCI Xylenes & Polyester. The growth implies domestic sales to
rise to US$ 315 billion from currently US$ 68 billion. At the same time, exports are implied
to increase to US$ 185 billion from approximately US$ 41 billion currently

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INVESTMENTS

The textiles sector has witnessed a spurt in investment during the last five years. The industry
(including dyed and printed) attracted Foreign Direct Investment (FDI) worth US$ 2.41 billion
during April 2000 to December 2016.

Some of the major investments in the Indian textiles industry are as follows:

 Raymond has partnered with Khadi and Village Industries Commission (KVIC) to sell
Khadi-marked readymade garments and fabric in KVIC and Raymond outlets across
India.
 Max Fashion, a part of Dubai based Landmark Group, plans to expand its sales network
to 400 stores in 120 cities by investing Rs 400 crore (US$ 60 million) in the next 4
years.
 Trident Group, one of the leading manufacturers and exporters of terry towel, home
textile, yarn and paper in India, has entered into a partnership with French firm
Lagardere Active Group, to launch a premium range of home textiles under the
renowned French lifestyle brand Elle Décor in India.
 Raymond Group has signed a Memorandum of Understanding (MoU) with
Maharashtra government for setting up a textile manufacturing plant with an investment
of Rs 1,400 crore (US$ 208.76 million) in Maharashtra’s Amravati district.
 Reliance Industries Ltd (RIL) plans to enter into a joint venture (JV) with China-based
Shandong Ruyi Science and Technology Group Co. The JV will leverage RIL's existing
textile business and distribution network in India and Ruyi's state-of-the-art technology
and its global reach.
 Giving Indian sarees a ‘green’ touch, Dupont has joined hands with RIL and Vipul
Sarees for use of its renewable fibre product Sorona to make an ‘environment-friendly’
version of this ethnic ladies wear.

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  Snapdeal has partnered with India Post to jointly work on bringing thousands of
weavers and artisans from Varanasi through its website. “This is an endeavour by
Snapdeal and India Post to empower local artisans, small and medium entrepreneurs to
sustain their livelihood by providing a platform to popularise their indigenous
products,” said Mr Kunal Bahl, CEO and Co-Founder, Snapdeal.
 Welspun India Ltd (WIL), part of the Welspun Group has unveiled its new spinning
facility at Anjar, Gujarat - the largest under one roof in India. The expansion project
reflects the ethos of the Government of Gujarat’s recent ‘Farm-Factory-Fabric-
Fashion-Foreign’ Textile Policy, which is aimed at strengthening the entire textile
value-chain.

GOVERNMENT INITIATIVES

The Indian government has come up with a number of export promotion policies for the textiles
sector. It has also allowed 100 per cent FDI in the Indian textiles sector under the automatic
route.

The key initiatives announced in the Union Budget 2017-18 to boost the textiles sector are
listed below:

 Encourage new entrepreneurs to invest in sectors such as knitwear by increasing

allocation of funds to Mudra Bank from Rs 1,36,000 crore (US$ 20.4 billion) to Rs
2,44,000 crore (US$ 36.6 billion).
 Upgrade labour skills by allocating Rs 2,200 crore (US$ 330 million)

Some of initiatives taken by the government to further promote the industry are as under:

 The Government of India plans to introduce a mega package for the powerloom sector,
which will include social welfare schemes, insurance cover, cluster development, and
upgradation of obsolete looms, along with tax benefits and

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 marketing support, which is expected to improve the status of power loom weavers in
the country.
 The Ministry of Textiles has signed memorandum of understanding (MoU) with 20 e-
commerce companies, aimed at providing a platform to artisans and weavers in
different handloom and handicraft clusters across the country for selling their products
directly to the consumer.
 Memorandum of Understanding (MoU) worth Rs 8,835 crore (US$ 1.3 billion) in areas
such as textile parks, textile processing, machinery, carpet development and others,
were signed during the Vibrant Gujarat 2017 Summit.
 The Union Minister for Textiles inaugurated Meghalaya’s first-ever apparel and
garment making centre to create employment opportunities in the region. The Union
Minister for Textiles also mentioned Meghalaya has been sanctioned Rs 32 crore (US$
4.8 million) for promotion of handlooms.
 The Government of India has announced a slew of labour-friendly reforms aimed at
generating around 11.1 million jobs in apparel and made-ups sectors, and increasing
textile exports to US$ 32.8 billion and investment of Rs 80,630 crore (US$ 12.09
billion) in the next three years.
 The Clothing Manufacturers' Association of India (CMAI) has signed a memorandum
of understanding (MOU) with China Chamber of Commerce for Import and Export of
Textiles(CCCT) to explore potential areas of mutual co-operation for increasing
apparelexports from India.
 The Government of India has started promotion of its ‘India Handloom’ initiative on
social media like Facebook, Twitter and Instagram with a view to connect with
customers, especially youth, in order to promote high quality handloom products.
 Subsidies on machinery and infrastructure
o The Revised Restructured Technology Up gradation Fund Scheme (RRTUFS)
covers manufacturing of major machinery for technical textiles for 5 per cent
interest reimbursement and 10 per cent capital subsidy in addition to 5 per cent

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 o interest reimbursement also provided to the specified technical textile
machinery under RRTUFS.
o Under the Scheme for Integrated Textile Parks (SITP), the Government of India
provides assistance for creation of infrastructure in the parks to the extent of 40
per cent with a limit up to Rs 40 crore (US$ 6 million). Under this scheme the
technical textile units can also avail its benefits.
o The major machinery for production of technical textiles receives a concessional
customs duty list of 5 per cent.

 The Government of India has implemented several export promotion measures such as:
o Specified technical textile products are covered under Focus Product Scheme.
Under this scheme, exports of these products are entitled for duty credit scrip
equivalent to 2 per cent of freight on board (FOB) value of exports.
o Under the Market Access Initiative (MAI) Scheme, financial assistance is
provided for export promotion activities on focus countries and focus product
countries.
o Under the Market Development Assistance (MDA) Scheme, financial
assistance is provided for a range of export promotion activities implemented
by Textiles Export Promotion Councils.

PROFILE OF BRANDIX APPAREL INDIA

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 Brandix Apparel India Private Limited is conceptualized and managed by
Brandix, SriLanka’s largest apparel exporter. It offers a host of attractive financial and
operational incentives for investors and procedural ease for facilitating investmentit’s offering
a unique one-stop shop, with end-to-end apparel solutions; BIAC is a first of its kind in the
world. It is a veritable ‘Paradise’ for the global apparel industry.

It’s based on a breakthrough ‘Fiber-to-Store’ concept; it will house world-class apparel chain
partners, from fashion design to manufacturing all under one roof, offering seamless
integration and unmatched value.

BIAC is spanning across 1000-acres, it’s is located in the bustling city of Visakhapatnam, in
the State of Andhra Pradesh, India. It provides the platform to unlock the massive synergies
that India offer as a textile destination.

BRANDIX APPAREL INDIA

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Brandix Apparel India, the Indian manufacturing arm of Brandix Lanka Ltd, commenced
commercial production for export at BIAC in July 2008. It has systematically increased its
local workforce, and today has a combined strength of 3300 associates, majority women from
neighboring villages, with world-class apparel being exported to top customers in US and
Europe

The facility is located in Brandix India Apparel City (BIAC) SEZ being a
revolutionary development in the apparel industry; a unique, integrated apparel supply chain
city, managed by Brandix Lanka Ltd. BIAC spread over 1000 acres in the port city of
Visakhapatnam (or Vizag for short) in the eastern state of Andhra Pradesh, it brings alive an
avant-garde 'Fiber to Store' concept. BIAC will bring together world class apparel chain
partners from the design table to consumer brands in flawless integration. Conceived and
nurtured by Brandix, Sri Lanka's largest apparel exporter, BIAC highlights India's phenomenal
synergies in the world of textiles. To leverage India's immense potential for economies of scale
and other robust business fundamentals in its fast growing economy, Brandix brings 30 years
of industry expertise and invites other world class experts to join its value chain to enjoy
assured mutual benefits of investment.

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 It is initially located in PENDURTHI -VISAKHAPATNAM on August 2006.In
January 2007 a production centre was opened at DUVVADA,VISAKHAPATNAM

In MARCH 2008 BRANDIX APPAREL INDIA (P) LTD is opened in BRANDIX INDIA
APPAREL CITY, as a manufacturing unit (wholesale) located at APSEZ (ANDHRA
PRADESH SPECIAL ECONOMIC ZONE), Pudimadaka Road, Atchutapuram, and
Visakhapatnam.

BRANDIX VISION

The vision of the company is to be the inspired solution for branded clothing.

Brandix is supported by over 20 manufacturing facilities in Sri Lanka and strategically located
international sourcing offices.

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 COMPETENCIES OF BRANDIX

Brandix strong competencies in product development, manufacturing and marketing, are

complimented by their most significant advantage in textiles. They make their own fabric,
threads, buttons and hangers.

They also provide customers with R&D, washing, dyeing, finishing, and quality control
services. Their group-wide initiatives is to achieve manufacturing and supply chain
excellence, close collaboration with their suppliers, and sales offices at the customer's doorstep
all guarantee fast and flexible solutions from the source to stores

GROUP OF COMPANIES

Apparel is Our Business

Backward Support
Integration Apparel Services
Brandix Textiles Marketing
Ocean Lanka Manufacturing Design
Textured Jersey Product Development
Quenby Lanka Prints Brandix Casualwear Logistics
Ocean India Brandix Intimate Technology
Brandix Finishing Apparel Laboratory
American & Efird Brandix Apparel Brandix College
India
T&S Buttons
Comfort wear
Brandix Hangers

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MILESTONES

1972

Established Lux Shirts (Pvt.) Ltd.

1981

Acquired Kuruwita Textile Mills Ltd

1986

Acquired LM Apparel (Pvt) Ltd

1990

Thread joint venture forms A&E Lanka (Pvt) Ltd

1991

Acquired Gil Garments (Pvt) Ltd

1992

Acquired Phoenix Fashions (Pvt) Ltd

Established Lux Shirts Kahawatta (Pvt) Ltd
Acquired Kuruwita Manchester Textile Mills Ltd.

1993

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 Commissioned Kuruwita Textile Plant.
Established LM Collections (Pvt) Ltd
Acquired Eden Fashions (Pvt) Ltd
Formed Mast Lanka (Pvt) Ltd

1996

Established Eden Fashions (Maldives), Pvt. Ltd.

Invested in Ocean Lanka (Pvt) Ltd.
Established Finitex Textile Finishing (Pvt) Ltd
Established Phoenix College of Clothing Technology (Pvt) Ltd

1998

Buttons joint venture forms DTM Buttons (Pvt) Ltd.

1999

Established Phoenix Clothing (Pvt) Ltd

2000

Printing joint venture formsQuenby Lanka Prints (Pvt) Ltd

Acquired Lakeside Garments (Pvt) Ltd
Joint venture forms Comfort wear (Pvt) Ltd
Invested in Textured Jersey Lanka (Pvt) Ltd

2001

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 Joint venture with Colombia Clothing Co Ltd
2002

Formed Brandix Lanka Ltd; "Brandix" - a new name, a new identity

View Logo Formation Video

2003

Strategic acquisition of Mast Industries' equity interests in our joint-ventures

Merger with the Jewelex Group.
Restructure of Brandix Group into Apparel, Textile and Accessories sectors

2004

Hanger’s joint venture formed A&E Brandix Hangers

2005

Established the Brandix Centre of Inspiration

Established the Automated Denim Plant
Established Brandix Active wear Ltd
MOU signed with Government of India for Brandix Apparel City, India

2006

Brandix India Apparel City: launch of first manufacturing unit.

Garment Dyeing Joint-Venture: Stevenson’s Lanka.

Brandix Green Textile Processing Park, Horana: signed MOU with Government of Sri
Lanka.

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2007

Brandix was ranked as the country's largest apparel exporter for 2006-07 by the Export
Development Board, Sri Lanka.

2008

Brandix was once again ranked as the country's largest apparel exporter for 2007-08 by
the Export Development Board, Sri Lanka.
The newly converted Brandix Eco Centre in Seeduwa was ceremonially inaugurated in
April.
The Brandix Casual wear plant in Seeduwa achieved a global first in August when it
received the Platinum rating under the Leadership in Energy and Environmental Design
(LEED) Green Building Rating System of the US Green Building Council (USGBC).

2009

Brandix Lanka was rated Platinum in the Corporate Accountability Rating Survey.
The Brandix Green Project was judged as the National Winner for Sri Lanka at the
Energy Globe Awards 2008 presented by the Energy Globe Foundation.
Brandix Lanka Limited won the Corporate Social Responsibility Award presented by
the YPO-WPO Social Enterprise Network, USA.
Textured Jersey launched the in-region fleece programme for Victoria's Secret PINK.

Brandix was commended by the United Nations Global Compact as an example of

good CSR practice and compliance with the principles of the UNGC.
The Ceylon Chamber of Commerce recognized Brandix to be among the Top 10 Best

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 Corporate Citizens for the year 2009.
2010

The "Brandix Active wear" Company name was transformed to "Brandix Essentials"
in order to reflect the change in product focuses, specialization and future business
direction.
2011
Brandix Lanka was rated Gold in the Corporate Accountability Index for
Comfort wears (Pvt) Ltd.
Brandix Mercury Asia receives ISO 27001:2005 certification.
The Brandix Eco Centre in Seeduwa became the first apparel manufacturer
in the world and only the third manufacturing entity worldwide across all
sectors of industry to be ISO 50001:2011 certified.
Brandix Lanka was awarded the prestigious ISO/IEC 27001:2005
certification for practicing the Information Security Management System
(ISMS).
Brandix was recognized as 'Asia's Best Brand' and 'Asia's Best Employer
Brand' at the 2011 CMO Asia Awards for Excellence in Branding &
Marketing.
Brandix Casualwear, Ratmalana received the Silver Flame and was also the
highest rated facility in the ‘Large Scale Manufacturing’ category, whilst
Phoenix Industries received the Bronze Flame in the same category at the
second Sri Lanka National Energy Efficiency Awards ceremony.

BOARD OF DIRECTORS:

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Left to right: Udena Wickremasooriya, Trevine Jayasekara, Ajit Johnpillai, Ashroff Omar, Aslam
Omar, Ken Balendra, Feroz Omar

DESAMANYA KEN BALENDRA

CHAIRMAN
Ken Balendra joined the Board of Directors of Brandix Lanka Limited as its Non-Executive
Chairman in 2001, following one of Sri Lanka's most distinguished and respected active
business careers. During an illustrious professional life, he served as chairman of several key
institutions in Sri Lanka - John Keells Holdings Limited, Bank of Ceylon, the Securities and
Exchange Commission, the Insurance Board of Sri Lanka and the Ceylon Chamber of
Commerce.

ASHROFF OMAR

CHIEF EXECUTIVE OFFICER

Ashroff Omar, Chief Executive Officer of Brandix Lanka Ltd, is a leading industrialist and a
prominent figure in the apparel industry. The Brandix Group is the single large stapparel

exporter in Sri Lanka and is positioned as a leading apparel solutions provider to many of the
world's super brands.

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ASLAM OMAR

DIRECTOR
Aslam Omar joined the business in 1984, and within a year began to successfully manage and
develop a growing number of subsidiaries under the emerging Brandix Group. He was
instrumental in forming alliances with Tyco A&E (USA), American & Efird Inc. (USA) and
T&S Buttons (Hong Kong) leading to successful joint ventures, namely Brandix Hangers,
American and Efird Lanka and Bangladesh and T&S Buttons respectively. These companies
have premium standings as trim suppliers to the apparel industry.

FEROZ OMAR

DIRECTOR
Feroz Omar began his career as Managing Executive of MKC Industries, which was the
Group's maiden foray into the manufacture of knitted lingerie. As Brandix grew, logical
integration required a fabric processing mill, which he fulfilled by converting a Greenfield site
into Brandix Textiles - a leader in fabric manufacturing today, with a customer base that spans
the region. In addition, he is currently responsible for Ocean Lanka and Quenby Lanka Prints,
both of which he helped form, along with Brandix Casual wear Denim. The Brandix India
Apparel City project also falls under his purview.

AJIT JOHNPILLAI

DIRECTOR
Ajit Johnpillai is the Director in charge of Brandix Casual wear; Brandix Finishing and
Comfort wear Limited. He is a former Financial Controller/Director of Smiths DIYGroup
Limited in New Zealand, a US$ 50 million group that traded in hardware, builder's supplies,

and sports goods. Prior to this, he served as an Audit Manager with Ernst & Young, in Bermuda
and New Zealand.

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UDENA WICKREMASOORIYA

DIRECTOR
Udena Wickremasooriya is the Director in charge of Brandix Intimate Apparel and Brandix
Essentials. He brings to Brandix extensive experience in the apparel industry with focus on
strategy, business turnaround and building strong performance cultures and teams, both locally
and internationally. Prior to joining the apparel industry, Mr. Wickremasooriya worked in the
FMCG Industry with Unilever Ceylon Ltd and the Banking industry with NDB and held
managerial positions in Supply Chain, Operations, Finance, IT and Human Resources. He
holds an MBA from the University of Sri Jayewardenepura, Sri Lanka and is a Fellow of the
Chartered Institute of Management Accountants, UK.

TREVINE JAYASEKARA

DIRECTOR
Trevine Jayasekara is the Group Finance Director of Brandix Lanka Limited and is responsible
for the overall finance function of the group, as well as related support functions. As the former
Group Finance Director of AitkinSpence & Co., he held similar responsibilities. Other
positions Mr. Jayasekara held at Aitkin Spence include Director Management Board, where
he was responsible for finance, planning and IT for their entire group, and Director Corporate
Finance, where he spearheaded project evaluation, long-term planning and treasury
management.

ACHIEVEMENTS

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LEED Certification

Brandix is proud to receive the recent global recognition for its Eco Centre in Seeduwa for
Brandix Casualwear. The plant received Platinum rating in August 2008 under the Leadership
in Energy and Environmental Design (LEED) Green Building Rating System of the US Green
Building Council (USGBC).

The rating is a third party certification programme and America's benchmark for design,
construction and operation of high performance green buildings. It encourages and hastens
global adoption of sustainable eco-friendly building and development practices. Brandix
Casualwear Seeduwa is the Group's lead manufacturing plant for Marks & Spencer.

WRAP (Worldwide Responsible Apparel Production)

WRAP (Worldwide Responsible Apparel Production) is the most recognised compliance

standard in the United States for the apparel industry. It is an independent, non-profit
organisation that endorses the certification of lawful, humane and ethical manufacturing of
apparel throughout the world

SA8000 (Social Accountability)

26
Brandix has been accredited the SA 8000 Social Accountability standards established by New
York based Social Accountability International (SAI). The organisation promotes the global
improvement of human rights for workers by collaborating with a range of organisations
including companies, trade unions and governments.

GOTS (Global Organic Textile Standard)

Several of the Brandix Casualwear facilities in Sri Lanka have already received GOTS (Global
Organic Textile Standard) certification during the final quarter of 2007-08. This global
recognition of organic textile authenticity standards covers the production, processing,
manufacturing, packaging, labelling, export, import and distribution of all natural fibres

FAIR TRADE

Brandix Textiles (BTL) accomplished another national first when its plant in Makandura
received its Fair Trade certification from the Institute for Marketecology (IMO) of
Switzerland. The company is Sri Lanka's largest woven fabric processor and the award is an
important development for it and the country. Another Brandix Group company, Brandix
Casualwear, Giritale, has also received this certification while Quenby Lanka Prints is in the
process of obtaining it.

OE100 (Organic Exchange)

The OE 100 certification from Organic Exchange (OE) is a set of industry compliance
standards for the global organic cotton textile industry. Within the Brandix Group, seven
companies have received this certificate and one, Quenby Prints Lanka, is in the process of
obtaining this important award. The Organic Exchange is a non-profit organisation that

promotes the global organic cotton industry and its members include many top
international retailers who have added organic cotton products into their offerings

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ISO 9001

The ISO 9001 certification is part of a suite of a system of quality management standards
stipulated by the international Organisation for Standardization (ISO). Currently, Brandix
Intimates, Katunayake, is ISO 9001 certified. What this means is that the company is required
to meet the customer's quality and regulatory requirements in order to provide customer
satisfaction and maintain an improved performance to address and maintain quality
management.

ISO 14001

The ISO 9001 certification is part of a family that covers environmental management standards
developed by the International Organisation for Standardization (ISO). To comply with this
standard, an organisation needs to minimize harmful impact on the environment by its
activities, and to maintain these in keeping with an improved environmental performance.
Currently, both Brandix Finishing Ltd plants and Brandix Textiles Ltd have been awarded this
certification.

OHSAS 18001 (Occupational Health & Safety Assessment Series)

The OHSAS 18000 is an international occupational health and safety management

system specification which seeks to promote various improvements in the working
environment. The accreditation also encourages continuous progress in workplace health and
safety by helping to minimize risk to employees, improve an existing similar system,
demonstrate diligence and gain assurance, etc. Within the Brandix Group, Brandix
Casualwear, Seeduwa, has been accredited with this internationally renowned standard.

OTHER ACHIEVEMENTS

28
 Sri Lanka's largest apparel exporter and third largest exporter overall for 2007-08, by
the Export Development Board (EDB)
 Sri Lanka's largest apparel exporter and second largest exporter overall for 2006-07,
by the Export Development Board (EDB)
 Presidential Export Awards - Award for Highest Net Foreign Exchange Earner in 2005
 Presidential Export Awards - Most Outstanding Exporter in the Apparel Sector in 2005
 Brandix Finishing, the Group's flagship 'Green' company, was recognised by a
Community Leader Silver Award in 2005 for Waste Minimisation Practices, a
President's Environment Award in 2005 for Industrial Environmental Excellence and
ISO 14001:2004 certification
 Brandix Finishing was presented the Gold Award at the International Green Apple
Environmental Awards conferred by the The Green Organization, UK for the
innovative efforts taken to achieve zero disposal of solid waste and sludge to landfill
 Most Outstanding Exporter Award - National Awards for Export Excellence (NAEE)
in 2003
 Gold Award in the Apparel Sector - National Awards for Export Excellence (NAEE)
in 2003
 Selected as a success story in using Cleaner Production Techniques (CPT) in the textile
finishing sector with its case study being presented at the Directors' meeting of
National Cleaner Production Centre (NCPC) at the United Nations Industrial
Development Organization (UNIDO) in Interlaken, Switzerland.

BRANDIX ORGANIZATION CULTURE

29
 The Brandix Way of Life is their culture and permeates there whole organization. The
Brandix corporate 'personality' is determined by three overlapping areas: values, work culture
and social responsibility. Their way of working is all about accepting and embracing their
values, and acting with social responsibility. It's also about a young and dynamic entity which
supports its personalities to blossom in a vibrant environment.

An organization is the sum of the people it employs.

The Brandix culture not only aligns associates with corporate goals, it moulds their philosophy
of work and therefore life. Changing mindsets positively takes great care and time but its value
is inestimable. As well as encouraging associates to becoming customer-focused,
incorporating speed, flexibility, innovation and passion into their work allows them to think
more productively and perform for results.

Accommodating change and embracing openness and transparency leads to the appreciation
of others and the progressive development of the individual, at work and elsewhere. Brandix
culture of internal appreciation and recognition includes the Kaizen awards for innovative
thinking, merit awards for work and attendance, 'I value you' cards and gifts. The 'Pat on the

back' initiative promotes instant appreciation of behavior and performance among

30
colleagues. Their new programme GLOW (Great Lift off Work) enables social interaction and
the annual Brandix Nite celebrates outstanding executive team and individual performance.

These practices are designed to infuse their values into the work ethic and
motivate and empower their associates to extend themselves in their work on all planes. With
appreciation and recognition being key elements in developing inspired people Group-wide,
we believe it will nurture innovation at all levels.

Changing mindsets positively takes great care and time but its value is inestimable.

They are proud of their social responsibility record and highest compliance standards. It's about
improving lives within the Brandix sphere and those others that it touches in their
neighborhoods. Brandix also believes that such positive changes promotes a better work-life
balance and encourages its people to enjoy their work experience, all in all, making Brandix a
great place to work.

CUSTOMERS OF BRANDIX

31
 PARTNERS OF BRANDIX

MAST INDUSTRIES

32
BRANDOT INTERNATIONAL

AMERICAN & EFIRD

FOUNTAIN SET

PACIFIC TEXTILES

QUANTUM CLOTHING GROUP

LANKA EQUITIES

HIRDARAMANI

CMT

T&S

PIONEER ELASTICS

RECRUITMENT

Recruitment refers to the process of finding possible candidates for a job or function,
undertaken by recruiters. It may be undertaken by an employment agency or a member of staff

33
at the business or organization looking for recruits. Advertising is commonly part of the
recruiting process, and can occur through several means: through newspapers, using
newspaper dedicated to job advertisement, through professional publication, using
advertisements placed in windows, through a job center, through campus interviews, etc

Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing
skills, computer skills. Evidence for skills required for a job may be provided in the form of
qualifications (educational or professional), experience in a job requiring the relevant skills or
the testimony of references. Employment agencies may also give computerized tests to assess
an individual's "off-hand" knowledge of software packages or typing skills. At a more basic
level written tests may be given to assess numeracy and literacy. A candidate may also be
assessed on the basis of an interview. Sometimes candidates will be requested to provide a
résumé (also known as a CV) or to complete an application form to provide this evidence.

DEFINITION:

According to Edwin B.Flippo:

Recruitment as “the process of searching for prospective employees and

stimulating them to apply for jobs in the organization”

SIGNIFICANCE

Hiring well has significant benefits for an organization. Qualified, motivated and committed
employees ensure that company objectives are achieved. A wrong hire is a waste of company

34
resources spent on hiring, training, termination and re-hiring. It can also cause the
demoralization of the rest of the staff

SOURCES OF RECRUITMENT:

The sources of recruitment are two types. There are

1. Internal sources
2. External sources
Every organization has the option of choosing the candidates for its recruitment

processes from two kinds of sources:

Internal sources and External sources.

The sources within the organization itself (like transfer of employees from one

department to other, promotions) to fill apposition are known as the internal sources of

recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.)
are known as the external sources of recruitment.

35
 SOURCESOF
SOURCES OFRECRUITMENT
RECRUITMENT

INTERNAL SOURCES EXTERNAL SOURCES

•Private employment agencies/consultants

•Present permanent employees •Campus Recruitment
•Present temporary/casual/part-time •Public employment exchanges
employees •Professional associations
•Retrenched/Retired employees •Data Banks
•Dependants of present/Deceased/ Disabled •Casual Applicants
employees •Similar organizations
•Employee Referrals •Trade Unions
•Walk-in
•Consult-in
•Head Hunting
•Body Shopping
•Mergers and Acquisitions
•E-Recruitment

INTERNALSOURCES

 Present Permanent Employees:

Organizations consider the candidates from this source for higher level of jobs due
to:
1. Availability of most suitable candidates for jobs relatively or equally to the
External source.
2. To the trade unions demand
3. To the policy of the organization to motivate the present employees

36
 Present Temporary or Casual or Part-time Employees:
Organizations find this source to fill the vacancies relatively at lower level
owing to the availability of suitable candidates or trade and pressures or in order to
motivate them on the present job.
 Retrenched or Retired Employees:
Generally particular organizations retrench employees due to lay-off. The organization
takes the candidates for employment from the retrenched employee due to obligation,
trade union pressure and the like. Sometimes the organizations prefer to re employ
their retired employees as a token of their loyalty to the organization or to postpone
some inter-personal conflicts for promotion etc.
 Dependent’s of Deceased, Disabled, Retired and Present Employees:
Some organizations with a view to developing the commitment and loyalty of not only the
employee but also his family members and or build up image provide employment to
the dependent(s) of deceased, disabled, retired and present employees.
 Employee Referrals:
Employee referrals are the candidates/applicants recommended by the current employees.
Current employees recommended those candidates whose performance and behavior
are known to them as well as job and suitable to the organizational needs. This source
helps the organization to get high quality applicants.
Organizations in USA provide incentives to the current employees recommending the
most suitable candidates. This source reduces the cost of recruitment drastically. M.
Mercer suggests some measures to increase the effectiveness of employee referrals.

37
EXTERNAL SOURCES:

 Campus Recruitment:
Different types of organizations like industries, business firms, service organizations,
social or religious organizations get inexperienced candidates of different types from
various Educational institutions like colleges and Universities imparting education in
Science, Commerce, Arts, Engineering and Technology, Agriculture, Medicine,
Management studies etc.,
 Private Employment Agencies/Consultants:
Public employment agencies or consultants like ABC. Consultants in India perform the
recruitment functions on behalf of a client company by charging fee. Line managers
relieved from recruitment functions so that they can concentrate on their operational
activities and recruitment functions is entrusted to a private agency or consultants.
 Public Employment Exchanges:
The Government set-up Public employment exchanges in the country to provide
information about vacancies to the candidates and to help the organizations in finding
out suitable candidates. The Employment Exchange Act, 1959 makes it obligatory for
public sector and private sector enterprises in India to fill certain types of vacancies
through public employment exchanges. These industries have to depend on public
employment exchanges for the specified vacancies.
 Professional Organizations:
Professional organizations or associations maintain complete bio-data of their members
and provide the same to various organizations on requisition. They also act as
exchange between their members and recruiting firms in exchanging information,
clarifying doubts etc. Organizations find this source more useful to recruit the
experienced and professional employees like executives, managers, engineers.

 Data Banks:

38
 The management can collect the bio-data of the candidates from different sources like
Employment exchange, Educational training institutes, candidate, etc., and feed them
in the computer. It will become another source and the company can get particular as
and when it needed to recruit.
 Casual Applicants:
Depending upon the image of the organization, its prompts response
Participation of the organization in the local activities, level of unemployment, candidates
apply casually for jobs through mail or hand over the applications in personnel
department. This would be suitable source for temporary and lower level jobs.
 Similar Organizations:
Generally, experienced candidates are available in organizations producing similar
products or are engaged in similar business. The management can get most suitable
candidates from these sources. This would be the most effective source for executive
positions and for newly established organizations or diversified or expended
organizations.
 Trade Unions:
Generally unemployed or under employed persons or employees seeking change in
employment put a word to the trade union leaders with a view to getting suitable
employment due to latter’s intimacy with management. As such trade union leaders
are aware of the availability of candidates. In view of this fact and in order to satisfy
the trade union leaders, management enquires trade unions for suitable candidates.

MODERN SOURCES AND TECHNIQUES OF RECRUITMENT

39
 A number of modern recruitment sources and techniques are being used by the corporate
sector in addition to traditional sources and techniques.

 Walk-ins:
The busy organizations and the rapid changing companies do not find time to perform
various functions of recruitment. Therefore, they advise the potential candidates to
attend for an interview directly and without a prior application on a specified date,
time and at a specified place.
 Consult-in:
The busy and dynamic companies encourage the potential job seekers to
approach them personally and consult them regarding the jobs. The companies select the
suitable candidates from among such candidates through the selection process.

 Head-hunting:
The companies request the professional organizations to search for the
best candidates particularly for the senior executive positions. The professional
organizations search for the most suitable candidates and advise company regarding
the filling up the position. Head-hunters are also called search consultants.
 Body Shopping:

Professional organizations and the hi-tech training institutes develop a pool of human
resources for the possible employment. The prospective employers contact these
organizations to recruit the candidates. Otherwise, the organizations themselves approach
the prospective employees to place their human resources. These professional and training
institutions are called body shoppers and these activities are known as body shopping. The
body shopping is used mostly for computer professionals.

 Business Alliances:

40
 Business alliances like acquisitions, mergers and take-over help in getting human
resources. In addition, the companies do also have alliances in sharing their human
resources on ad-hoc basis.

It does mean that, the companies with surplus human resources offer the services of their
employees to other needy organizations.

 E-Recruitment:

The technological revolution in telecommunication helped the organizations to use internet

as a source of recruitment. Organizations advertise the job vacancies through the world
wide web internet. The job seekers send their applications through e-mail or internet.

Alternatively, job seekers place their CVs in the world wide web/internet, which can
be drawn by prospective employers depending upon their requirement.

RECRUITMENT TECHNIQUES

Recruitment techniques are the means or media by which management contacts prospective
employees or provides necessary information or exchanges ideas or stimulate them to apply
for jobs. Management uses different types of techniques stimulate internal and external
candidates.

Techniques useful to stimulate internal candidates are:

1) Promotion
2) Transfers

Techniques useful to stimulate external candidates;

3) Present employees
4) Scouting

41
 5) Advertising
6) Employer Brand
1) Promotions:
Most of the internal candidates would be stimulated to take up higher responsibilities and
express their willingness to be engaged in the higher level jobs if management gives
them the assurance that they will be promoted to the next higher level.
2) Transfers:

Employees will be stimulated to work in the new sections or places if management wishes
to transfer them to the places of their choice.

3) Recommendations of the Present Employees:

Management can contact, persuade the outsiders to apply for job in the organization through
recommendations to the candidates by the present employees, trade leaders, etc.

4) Scouting:

Scouting means sending the representation of the organizations to Varioussourcesof a

recruitment with view to persuading or stimulating the candidates to apply for jobs. The
representatives provide information about the company and exchange information and ideas
and clarify the doubts of the candidates.

5) Advertising:

Advertising is widely accepted technique of recruitment, though it mostly provides one way
communication. It provides the candidates in different sources, the information about the job
and company and stimulates them to apply for jobs. It includes advertising through different
media like newspapers, magazines of all kinds, radio, television, etc.

The technique of advertising should aim at:

a) Attracting attention of the prospective candidates

b) Creating and maintaining interest

42
 c) Stimulating action by the candidates
Management in order to achieve these objectives of advertising has to:
1) Analyze job requirements
2) Decide who does what;
3) Write the copy;
4) Design the advertisement;
5) Plan and select the media;
6) Evaluate response.
7) Create Employer Brand:

Positive and highly reputed brands inspire the job seekers to apply for a position even without
a advertisement or scouting. So firms, of late have been creating and developing employer’s
brand.

The management after selecting the recruitment technique has to decide upon the type of
appeal in order to make the recruitments efforts effective.

FACTORS EFFECTING RECRUITMENT:

Both internal and external factors affect recruitment. The external factors include

supply of and demand for human resources, employment opportunities and/or unemployment
rate, labour market conditions, political, legal requirements and government policies, social
factors, information systems, etc.

The internal factors include the company’s pay package including salary, fringe
benefits, incentives, quality of work life, organizational culture, career planning and

growth opportunities, size of the company, company’s product or services, geographical

43
 spread of the company’s operations viz., local, national or global, company’s growth rate,
and role of trade unions and cost of recruitment.

FACTORS AFFECTING RECRUITMENT

INTERNAL FACTORS EXTERNAL FACTORS

Employer’s Brand Socio-economic factors

Company’s Pay Package factors

Supply and Demand factor

Quality of work life Employment Rate

Organizational culture Labour market conditions

Career Planning and Growth Political, Legal Factors

Company’s product/services Information system

Geographical spread of the

Company’s operations

Company’s Growth Rate

Role of trade unions

Cost Of Recruitment

44
TYPES OF RECRUITMENT PANEL

Effectiveness of an appeal depends upon applicant’s fundamental and immediate needs and
those needs, which are not met by his present job.

TABLE NO 3.1:

S.no Order of priority

1 Opportunities for Growth and Advancement

2 Identification with company

3 Decent salary

4 Status and recognition

5 Technical Competence of the Supervisors

6 Confidence in Management

7 Inter-personal relations with superiors

8 Job Security

9 Employee Benefits

10 Effectiveness of Administration

11 Communication

12 Friendliness and Co-operation of Colleagues

14 Physical and Working Conditions

15 Continuous Support from Immediate Managers

45
The recruiter should know what is organization can offer and what the potential candidates
want. Different candidates like young, old , women, men have different needs.

PROCESS OF RECRUITMENT
Process of Recruitment consists of three sub-systems in recruitment viz., sources of
recruitment, techniques of recruitment to attract the candidates and stimulating the candidates
to apply.

1. Finding out and developing the sources where the required number and kind of
employees are/will be available.
2. Developing suitable techniques to attract the desirable candidates and employing the
techniques to attract candidates.
3. Stimulating as many candidates as possible and asking them to apply for jobs
irrespective of number of candidates require. Management has to attract more
candidates in order to increase selection ratio in order to select the most suitable
candidates out of the total candidates available and due lower yield ratio. Recruitment
is positive as it aims at increasing the number of applicants and selection is somewhat
negative as it selects the suitable candidates in which
process the unsuitable candidates are automatically eliminated. Though, the function of
recruitment seems to be easy, a number of factors make performance of recruitment a
complex one.
RECRUITMENT PRACTICES

Finding of the various surveys conducted in foreign countries reveal that various
organizations use the following sources of recruitment in the order of relative practices:
 Employment exchanges
 Casual applicants
 Advertising

46
  Local educational institutions
 Public employment exchanges
 Private employment agencies
 Trade unions

RECRUITMENT SOURCES FOR INDUSTRIES IN INDIA:

 Internal sources
 Public employment exchanges
 Casual laborers
 Labor contractors
 Campus recruitment
 Consultancies

STRATEGICMANAGEMENT AND RECRUITMENT:

Corporation has started linking linking their mission, objectives, strategies and tactics to the
functions of recruitment and selection. The economic liberalization’s and consequent
competition through quality and services necessitated the companies to search for and attract
competent human resources. Corporations focus on new business development will have to
seek entrepreneurial abilities, companies planning to withdraw from diversifications must look
for pragmatists, and companies chasing growth alliances should employ people comfortable
in different cultural backgrounds. Above all, companies must hire for the future, anticipating
jobs that may not be existence yet.

Recruitment managers must focus for attitudes and approaches that fit the corporate goals
and culture.

47
RECRUITMENT POLICY:

Recruitment policy of any organization is derived from the personnel policy of the some
organization. In other words, the former is part of the latter. However, recruitment Policy by
itself should take into consideration the government’s reservation policy, policy regarding sons
of soil etc., personnel policies of other organizations regarding merit, internal sources, social
responsibility in absorbing minority sections, women, etc.

The following factors should be taken into consideration in formulating recruitment policy.

They are:

 Government policies;
 Personnel policies of other competing organizations;
 Organization’s personnel policies;
 Recruitment sources
 Recruitment cost
 Selection criteria and preference, etc.

These are the factors should be taken into consideration in formulating recruitment
policy.

CENTRALIZED VS. DECENTRALIZED RECRUITMENT

Recruitment practices vary from one organization to another. Some oraganizations like
commercial banks resort to centralized recruitment while some organizations like the Indian
Railway resort to decentralized recruitment practices. Personnel department at the central
office performs all the functions of recruitment in case of centralized recruitment and

48
personnel departments at unit level/zonal level perform all the functions of recruitment
concerning to the jobs of respective unit or zone.

MERITS OF CENTRALIZED RECRUITMENT

 Average cost of recruitment per candidate/unit should be relatively less due to

economies of scale
 It would have more expertise available to it.
 It can ensure broad uniformity among human resources of various units/zones in respect
of education, skill, knowledge, talent etc.
 It would generally be above malpractices, abuse of powers, favoritism, bias, etc.
 It would be facilitate interchangeability of staff among various units/zones.
 It enables the line managers of various units and zones to concentrate on their
operational activities by relieving them from the recruitment functions.
 It enables the organization to have centralized selection procedure, promotional and
transfer procedure, etc.
 It ensures the most effective and suitable placement to candidates.
 It enables centralized training programmes which further brings uniformity and
minimizes average cost of staff.

Despite the advantages of centralized recruitment some organisations resort to

decentralized for the following reasons:

MERITS OF DECENTRALIZED RECRUITMENT:

 The unit concerned concentrates only on those sources/places where it normally gets
the suitable candidates. As such the cost recruitment would be relatively less.
 The unit gets most suitable candidates as it is well aware of the requirement of the jobs
regarding cultural, traditional, family back ground aspects, local factors, social factors,
etc.

49
  Units can recruit candidates as and when they are required without any delay.
 The units would enjoy freedom in finding out, developing the sources, in selecting and
employing the techniques to stimulate the candidates.
 The unit would relatively enjoy advantage about the availability of information, control
and feedback and various functions/processes of recruitment.
 The units would enjoy better familiarity and control over the employees it recruits
rather than on employees selected by the central recruitment agency.

Both the system of recruitment would suffer from their own demerits. Hence, the
management has to weigh both the merits and demerits of each system before making a final
decision about the centralizing and decentralizing the recruitment. Alternatively,
management may decentralize the recruitment of certain categories of employees preferably
middle and top level managerial personnel and centralize the recruitment of other categories
of employee’s preferably lower level positions in view of the nature of the jobs and suitability
of that system for those categories of positions.

ALTERNATIVES TO RECRUITMENT

Organizations, sometimes may opt for alternatives to recruitment in view of the cost of
recruitment as well as failure of recruitment appeals in getting right candidates. These
alternatives include:

 Work sharing/part-time Employment:

Organization can employ the people working in other organization on work-sharing
basis or as part-time employees rather than on full time basis. This arrangement
reduces the cost of staff, though it has its own limitations.
 Overtime:
Organization, by providing additional salary and benefits and ask the present
employees to work overtime. This arrangement will reduce cost of staff per unit

50
 provides additional income to employees, in addition to other benefits to employees

and organization. However this arrangement suffers from its own limitations like fatigue,
increased accidents and absenteeism. This facility suits to the short-time work pressures.

 Employee Leasing:
Employee leasing is paying a fee to an outsourcing firm or client and make use of the
services of its employees, for a specified period. The client company pays salaries and
benefits to such employees.
 Temporary Employment:
Some organizations employ the people on temporary basis which does not involve the
detailed recruitment process. This arrangement helps the organization to employ the
people for short-term purposes/projects and to test the Performance.

IDENTIFYING THE VACANCY

The recruitment process begins with the human resource department receiving requisitions
for recruitment from any other department of the company. These contain:

a) Posts to be filled.
b) Number of persons.
c) Duties to be performed.
d) Qualifications required.
e) Preparing the job description and job specification.
f) Locating and developing the sources of required number and type of
employees(advertising etc.)
g) Short-listing and identifying the prospective employee with required
characteristics.
h) Arranging the interviews with the selected candidates.

51
The selection procedure is the system of functions and devices adopted in a given company
to ascertain whether the candidates’ specifications are matched with the job specifications and
requirements or not. The selection procedure cannot be effective until and unless:

1. Requirements of the job to be filled, have been clearly specified.

2. Employee specifications have been clearly specified.
3. Candidates for screening have been attracted.
Thus, the development of job analyses, human resource planning and recruitment are
necessary prerequisites to the selection process. A break down in any of these
processes can make even the best selection system ineffective.

ESSENTIALS OF SELECTION PROCEDURE

The selection process can be successful if the following requirements are satisfied:

1. Someone should have the authority to select. This authority comes from the
2. employment requisition, as developed by an analysis of the work-load and work-
force.
3. There must be some standard of personnel with which a prospective employee may
be compared, i.e., a comprehensive job description and job specification should be
available beforehand.
4. There must be a sufficient number of applicants from whom the required number of
employees may be selected.

SIGNIFICANCE OF SELECTION PROCESS

Selection of HR to man to organization is a crucial, complex and continuing function. The

ability of an organization to attain its goals effectively and to develop in a dynamic
environment largely depends upon the effectiveness of its selection programme. If right
personnel are selected, the remaining functions of personnel management become easier, the

52
 employ contribution and commitment will be at optimum level and employee employer
relations will be congenial.

FACTORS AFFECTING SELECTION

The goal of selection is to sort out or eliminate those judged unqualified to meet the job and
organizational requirements, whereas the goal of recruitment is to create a large pool of persons
available and willing to work. Thus, it is said that recruitment tends to be positive while
selection tends to be somewhat negative.

I. Profile Matching:

Tentative decision regarding the selection of candidates is taken in advance. The scores
secured by these known candidates in various tests are taken as a standard to decide success
or failure of other candidates at each stage.

Normally, the decision about the known candidates is taken at interview stage. Possible care
is also taken to match the candidate’s bio-data with the job specifications.

II. Organizational and Social Environment:

Some candidates who are eminently suitable for the job, may fail as
successful employees due to varying organizational and social environment. Hence,
candidate’s specifications must match with not only job specifications but also with
organizational and social environmental requirements.
III. Successive Hurdles:
In this method hurdles are created at every stage of selection process.
Therefore, applicants must successfully pass each and every screening device in case of
successive hurdles.
IV. Multiple Correlation:
Multiple correlations are based on the assumption that a deficiency in one factor can
be counter-balanced by an excess amount of another. A candidate is routed

53
through all the selection steps before a decision is made. The composite test score index is
taken into accounting the selection tests.

Hence, for broader line cases multiple correlation method is useful and for other successive
hurdles method is useful.

SELECTION PROCEDURE

There is no standard selection process that can be followed by all the companies in all the
areas. Companies may follow different selection techniques or methods depending upon the
size of the company, nature of the business, kind and number of persons to be employed,
government regulations to be followed, etc. Thus, each company may follow any one or the
possible combinations of methods of selection in the order convenient or suitable to it.
Following are the selection methods generally followed by the companies.

Selection procedure employs several methods of collecting information about the candidate’s
qualifications, experience, physical and mental ability, nature and behavior, knowledge,
aptitude and the like for judging whether a given applicant is or is not suitable for the job.
Therefore, selection procedure is not a single act but is essentially a series of methods or stages
by which different types of information can be secured through various selection techniques.
At each step, facts may come to light which are useful for comparison with the job requirement
and employee specifications.

STEPS INVOLVED IN SELECTION PROCEDURE

A scientific and logical selection procedure leads to scientific selection of candidates. The
criterion finalized for selecting a candidate for a particular job varies from company to
company. Therefore, the selection procedure followed by different organizations, many times,
becomes lengthy as it is a question of getting the most suitable candidates for which various
tests are to be done and interviews to be taken.

54
.
Inviting Applications

Receiving Applications

Scrutiny Of Applications

Written Test

Psychological Test

Personal Interview

Reference Check

Medical Examination

Final Selection

Placement

55
 1. Inviting applications:

The prospective candidates from within the organization or outside the organization are called
for applying for the post. Detailed job description and job specification are provided in the
advertisement for the job. It attracts a large number of candidates from various areas.

2. Receiving applications:

Detailed applications are collected from the candidates who provide the necessary information
about personal and professional details of a person. These applications facilitate analysis and
comparison of the candidates.

3. Scrutiny of applications:

As the limit of the period within which the company is supposed to receive applications ends,
the applications are sorted out. Incomplete applications get rejected; applicants with un-
matching job specifications are also rejected.

4. Written tests:

As the final list of candidates becomes ready after the scrutiny of applications, the written test
is conducted. This test is conducted for understanding the technical knowledge, attitude and
interest of the candidates. This process is useful when the number of applicants is large.

Many times, a second chance is given to candidates to prove themselves by conducting another
written test.

5. Psychological tests:

These tests are conducted individually and they help for finding out the individual quality
and skill of a person. The types of psychological tests are aptitude test, intelligence test,
synthetic test and personality test

6. Personal interview:

Candidates proving them successful through tests are interviewed personally. The interviewers
may be individual or a panel. It generally involves officers from the top management.

56
The candidates are asked several questions about their experience on another job, their family
background, their interests, etc. They are supposed to describe their expectations from the said
job. Their strengths and weaknesses are identified and noted by the interviewers which help
them to take the final decision of selection.

7. Reference check:

Generally, at least two references are asked for by the company from the candidate. Reference
check is a type of crosscheck for the information provided by the candidate through their
application form and during the interviews.

8. Medical examination:

Physical strength and fitness of a candidate is must before they takes up the job. In-spite of
good performance in tests and interviews, candidates can be rejected on the basis of their ill
health.

9. Final selection:

At this step, the candidate is given the appointment letter to join the organization on a particular
date. The appointment letter specifies the post, title, salary and terms of employment.
Generally, initial appointment is on probation and after specific time period it becomes
permanent.

10. Placement:

This is a final step. A suitable job is allocated to the appointed candidate so that they can get
the whole idea about the nature of the job. They can get adjusted to the job and perform well
in future with all capacities and strengths.

RECENT TRENDS IN SELECTION

Now trends have been emerging in selection techniques along with other areas of human
resource management. The recent trends in selection include:

1)Selection by Invitation:

Management observes the performance of key executives of competitors.

57
If the performance of the key executives is excellent or the key executives are change agents,
the management invites such executives to join the organization by offering attractive salary
and benefits. Thus, the significant performance of the executives forms basis for selecting them
by invitation.

2)Leasing:

Presently, the organizations need to employ specialists to take-up the highly skilled jobs. In
fact, the changes in technology demand highly skilled employees. It would be very difficult
for small organizations to employ skilled employees as they demand high pay. Added to this
employees may not have enough work. These factors enabled the consultancy organizations to
employ experts and depute these employees to the needy companies on lease. These
consultancy organizations are principal employers and the needy organizations draw the
required employees from the pool on lease and pay the agreed fee to the consultancy firms.
The consultancy firms pay the salary to the employees.

This type of arrangement is beneficial to the consultants, employees on lease and the
industrial organizations.

ENVIRONMENTAL FACTORS INFLUENCING SELECTION

Internal Environment:

Internal environmental factors that influence selection include size of the company, type
of organizational structure, type of job design, complexity, technological volatility, attitude
and seriousness of line managers towards selection, personal prejudice & nepotism and
favouritism of the managers involved in selection process.

58
External Environment:

External environmental factors influencing selection include labour laws, government rules,
regulations and policies, influence of politicians in recommending candidates, labour market
conditions, culture of the country with regard to nepotism, favouitism, written and unwritten
reservation policy of the government and influence of trade unions and professional
associations.

Cost-Benefit Analysis of Selection:

These are certain alternatives to a detailed selection procedure. They include out-sourcing,
identifying the star-performers in competing organizations and inviting them to take-up the
job with attractive package and involving the star performers, observe their performance and
invite them to join the organizations, if their performance is excellent.

In view of the availability of various alternatives, it would be imperative to analyse cost

and benefit of selection procedure. The costs of selection include cost of tests, interviews,
salary of raters, interviewers, and cost of secretarial assistance

The benefits include selecting more appropriate persons, his/her contributions in terms of
enhanced productivity, appropriate behavior, reduced absenteeism, low rate of turnover and
reduced accidents and deviations.

The selection, itself cannot yield wonderful results. In order to provide necessary skills,
behaviors and traits to the employees.

59
TABLE NO 3.2:

DIFFERENCE BETWEEN RECRUITMENT AND SELECTION

BASIS RECRUITMENT SELECTION

Meaning It is an activity of establishing It is a process of picking up
contact between employers and more competent and
applicants. suitable employees.

Objective It encourages large number of It attempts at rejecting

candidates for a job. unsuitable candidates

Process It is a simple process. It is a complicated process.

Hurdles The candidates have not to cross Many hurdles have to be

over many hurdles. crossed.

Approach It is a positive approach. It is a negative approach.

Sequence It precedes selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

60
RECRUITMENT AND SELECTION AT BRANDIX APPAREL INDIA

Recruitment is one of the most critical human resource functions for organisations. Attracting
the right people, with the right blend of skills and experience into the right jobs, and aligning
this to the organisation's overall objectives is crucial to organisation success.

The qualifications required for a candidate recruited as Sewing Machine Operators (SMO’S),
Supervisor, Work Study Officer, Quality Auditor and Mechanic is as follows.

QUALIFICATIONS :

Sewing Machine Operators – seventh class ( either pass or fail )

Supervisor – Degree completion with knowledge of English

Work Study Officer - Degree completion with knowledge of English and

Computer Education

Quality Auditor - Degree completion with knowledge of English and knowledge

about Arithmetical Ability

Mechanic – Completion of ITI Diploma

MAN POWER PLANNING

In manufacturing business, manpower often becomes the core competency for companies. To
build the organization with competent personnel, it is necessary to have proper manpower
planning. Manpower planning ensures the right people occupied positions. It also develops
supplementary plans for manpower expansion and contraction, according to demand
fluctuations.

For recruitment of manpower resources in an organization, initially

61
It has to do the recruitment planning. In the planning process number of factors exerts an
influence over the kind of recruiting plan an organization enacts.

(1) Organizational policies regarding recruiting: The BRANDIX APPAREL INDIA

policies regarding recruiting are differing for each designation.

(2) Type of labor to be recruited: As BRANDIX APPAREL INDIA is an Apparel

manufacturing unit it recruits man power resources for performing various activities involved
in manufacturing the essentials. It recruits for the following posts-

 Smo’s (Sewing Machine Operators)

 Quality Checkers

 Quality auditors

 Packing Staff

 Supervisors

 Mechanics

 Administrative Staff

 Recorders

 Executives

(3) Conditions of the labor market: The condition of the labour market is highly
competitive and complicated as number of organizations are commencing and offering
attractive opportunities to the labour.

(4) Cost and time constraints: Cost and time constraints pose obvious limitations on
recruiting efforts. Depending upon the recruitment planning, BRANDIX APPAREL INDIA
estimates the labour requirements of the organization.

62
RECRUITMENT

In order to get the right people, organization should know who the best people are, where there
are available and compete other organizations to hire them. Its suggests that the traditional

approaches of recruitment.

 Choosing Media Vehicle:

Appropriate media vehicle should be chosen to attract the right kind of persons to the right
kind of job.

BRANDIX APPAREL INDIA uses the following media vehicles.

 Recruitment Campaigns: The BRANDIX APPAREL INDIA has conducted the

recruitment campaign in 11 Mandals around APSEZ for the purpose of recruiting the
operators.

JOB SPECIFATIONS

 The operators at present 7th class or fail and should possess 18 years of age.

 These campaigns are conducted to bring awareness about the opportunities provided to
the women in villages.

 The people are recruited mainly from villages because the BRANDIX APPAREL
INDIA is surrounded by many villages.

1) Consultancies: The BRANDIX APPAREL INDIA recruits the SUPERVISORS,

RECORDERS and MECHANICS through 2 consultancies.

The competencies are ….

 The supervisors should possess the BACHELORS DEGREE and should be capable
of speaking English

 Mechanics should posses I.T.I (Diploma)

2)Announcements:

63
 Weekly announcements will be done by the Brandix Apparel India Management and they will
conduct the interviews on every thursday for the operators and quality checkers.

SELECTION
Selection is the process of choosing the most suitable candidates from those who apply
for the job. It is a process of selection.

Once the potential applicants are identified, the next step is to evaluate their
qualification, qualities, experiences, capabilities, etc...& make the selection. It is the process
of offering jobs to the desired applicants.

Selection means choosing a few from those who apply, It is picking up of applicants or
candidates with requisite qualifications and qualities to fill jobs in the organization.

SELECTION PROCEDURE:
All candidates need to undergo the dexterity and aptitude tests according to ratings.

WRITTEN TEST – 50% (Numerical & Language skills)

SWEAT TEST – 100%

NEEDLE TEST – 50%

SEWING TEST – 50%

MEDICAL TEST – Should Be Pass

PEG TEST – 50%

FINAL INTERVIEW – With Head of Training / Assistant manager Training.

SELECTION PROCESS INCLUDES

1)Initial screening interview: while in the initial screening interview in BRANDIX
APPAREL INDIA for the sewing machines operators, the registration form will be filled by

64
them and some basic questions are asked regarding the their address, qualifications, parental
background and past experience.

2)Application blank or application form: there will be an application form that every
operator has to be filled in the initial stage, which will contain all the detailed information
regarding the operator.

3)Written examination & other selection tests: the written examination will be there for
the operators to check their ability on writing and knowledge in the language, mathematics and
logical thinking. And other few selection tests are kept for operator like, medical test, peg test,
sweat test, map test, needle test, these test are conducted to ascertain the comprehensive
knowledge of the operator.

If any requirement is there for any packing girls, then they check the arithmetic ability of the
girl. If there is a requirement for a quality checker then they will do the sight test and
comprehensive test. And if there is requirement for an operator then they will do the entire
above test with sewing test also.

4) Comprehensive interview: the comprehensive interviews are done without fail as this is
the more important aspect while recruitment. These tests are done to understand and analyze
the grasping, understanding, logical thinking, action and active portion in the operator.
Because these are the important things that every candidate has to possess while applying for
the job.

5) Medical examination:the medical examination is one of the important phases that have to
be passed by any candidate who applies for the job. Before the candidate is taken to the next
stage the medical test is conducted by the professional nurse in the firm. Nurse question the
operators about their health conditions, whether they have gone under any operations or critical
health problems, the vision of the operators or any previous health issues. If the candidate pass
in the medical test, then only the candidate is qualifies to the next other rounds. Otherwise the
candidate is disqualified from the interview. The health issues are very important to consider
as only a healthy employee can run the organisation healthily.

65
6) Checking the references: then the reference is checked for the candidate when he/she
comes for the interview. The references are taken to get assurance from them, that they are
trust worthy for the organization. The references are also asked if there any friends or family
member are already working in the organization, then they will determine their referred
persons track record and basing on their performance the firm will decide to give the
opportunity to the candidates applied.

7) Final employment decision: the final interview is done by the head of the department of
the human resource and the training centre. In this interview the operators are asked where
they are flexible to work in the shifts and overtime. The supervisors are done stress interviews
and will be questioned on the behavioral aspects and their attitude is judge. For the supervisors
the leadership qualities are checked and ability to handle the issues.

8) Placement offering jobs to desired candidates: basing on all these stages and tests,
finally the eligible candidates are selected and assigned their positions basing on their
performance.

66
 DATA ANALYSIS AND INTERPRETATION

Recruitment & Selection two of the most important functions of personnel

management. Recruitment precedes Selection and helps in selecting a right candidate.
Recruitment is a process to discover the sources of manpower to meet the recruitment of the
staffing schedule and to employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of effective personnel.

Brandix India Apparel City (BIAC) is a revolutionary development in the apparel

industry. The dynamics of the apparel market demands the key value propositions of speed to
market, least cost, flexibility & assurance of compliance. BIAC is built on this premise. Its
smooth flowing verticality will ensure minimum lead times, the most critical competitive
factor.

The present study is aimed at examining the Recruitment & Selection Practices at
Brandix India Apparel City (BIAC) a sample of 80 respondents has been selected with simple
random sampling technique. The respondents opinions have been analyzed & interpreted with
the help of Tables & Graphs in this chapter.

TABLE 4.1:
67
 Employee’s reference is used to recruit the candidates.

S.no Type of response No.of respondents % of respondents

1 Strongly Agree 25 36%
2 Agree 15 22%
3 Partially agree 15 21%
4 Disagree 10 14%
5 Strongly disagree 5 7%
Total 80 100%

GRAPH 4.1:

7%
Strongly Agree
14%
36% Agree
Partially agree

21% Disagree
Strongly disagree
22%

INTERPRETATION:

From the table 4.1; it can be understood that 36% of the respondents strongly agree that
employees reference is used to recruit candidates, while 22% agree, where as 21% partially
agree, 14% disagree and the rest 7% strongly disagree.

68
TABLE 4.2:

Mass Recruitment is conducted Nearby villages at Brandix.

S.no Type of response No. of respondents %of respondents

1 Strongly agree 33 41%
2 Agree 17 21%
3 Partially agree 15 19%
4 Disagree 10 13%
5 Strongly disagree 5 6%
Total 80 100%

GRAPH 4.2:

6%
13% Strongly agree

41% Agree
Partially agree
19%
Disagree
Strongly disagree
21%

INTERPRETATION:

From the table 4.2; it can be understood that 41% of the respondents strongly agree Mass
recruitment is conducted nearby villages by Brandix, while 21% of respondents agree , where
as 19% of the respondents partially agree , and 13% of the respondents disagree ,rest of 6%
strongly disagree.

69
TABLE 4.3:

Different recruitment practices are used to hire various grades of employees

S.no Type of response No. of respondents % of respondents

1 Strongly agree 30 37%
2 Agree 20 25%
3 Partially agree 15 19%
4 Disagree 12 15%
5 Strongly disagree 3 4%
Total 80 100%

GRAPH 4.3:

4%
15% Strongly agree
37% Agree
Partially agree
19%
Disagree
Strongly disagree
25%

INTERPRETATION:

From the table 4.3; it can be understood that 37% of the respondents strongly agreed that
different recruitment practices are used to hire various grades of employees, while 25% of
respondents agree , where as 19% of the respondents partially agree , and 15% of the
respondents disagree ,rest of 4% strongly disagree.

70
TABLE 4.4:

Written test is used to recruit the associate cadre employees..

S.no Type of response No. of respondents % of respondents

1 Strongly agree 36 45%
2 Agree 24 30%
3 Partially agree 15 19%
4 Disagree 5 6%
5 Strongly disagree 0 0%
Total 80 100%

GRAPH 4.4:

6%0%

19% Strongly agree

Agree
45%
Partially agree
Disagree
Strongly disagree
30%

INTERPRETATION:

From the table 4.4; it can be understood that 45% of the respondents strongly agree that written
test is conducted to recruit associate cadre, while 30% agree, where as 19% partially agree, 6%
disagree and the rest 0% strongly disagree.

71
TABLE 4.5:

Rural women are given highest preference during the recruitment at Brandix.

S.no Type of responses No. of respondents % of respondents

1 Strongly agree 50 62%
2 Agree 12 15%
3 Partially agree 10 13%
4 Disagree 8 10%
5 Strongly disagree 0 0%
Total 80 100%

GRAPH 4.5:

10% 0%
Strongly agree
13%
Agree
Partially agree
15% 62% Disagree
Strongly disagree

INTERPRETATION:

From the table 4.5; it can be understood that 62% of the respondents agree thatHuge
Employment will conducting to develop rural women to build up their life style, while 15%
agree, where as 13% partially agree, 10% disagree and the rest 0% strongly disagree.

72
TABLE 4.6:

Various tests are conducted to select the candidates in Brandix.

S.no Type of response No. of respondents % of respondents

1 Strongly agree 36 46%
2 Agree 20 25%
3 Partially agree 15 19%
4 Disagree 5 6%
5 Strongly disagree 3 4%
Total 80 100%

GRAPH 4.6:

4%
6%
Strongly agree
19% Agree
46%
Partially agree
Disagree
Strongly disagree
25%

INTERPRETATION:

From the table 4.8; it can be understood that 46% of the respondents agree that various tests
are conducted to select the candidates Brandix, while 25% agree, where as 19% partially agree,
6% disagree and the rest 4% strongly disagree.

73
TABLE 4.7:

Counseling by welfare department is done for every prospective candidate.

S.no Type of response NO. of respondents % of respondents

1 Strongly agree 25 31%
2 Agree 10 12%
3 Partially agree 22 28%
4 Disagree 18 23%
5 Strongly disagree 5 6%
Total 80 100%

GRAPH 4.7:

6%

31% Strongly agree

23%
Agree
Partially agree
Disagree
Strongly disagree
12%
28%

INTERPRETATION:

From the table 4.7; it can be understood that 31% of the respondents strongly agree Counseling
part will be conducted by welfare team in the process of selecting female associates 12%
agree, where as 28% partially agree, 23% disagree and the rest 6% strongly disagree

TABLE 4.8:

74
 Machine test is conducted to hire sewing machine operator’s in Brandix

S.no Type of response No.of respondents % of respondents

1 Strongly agree 38 47%
2 Agree 22 27%
3 Partially agree 18 23%
4 Disagree 2 3%
5 Strongly disagree 0 0%
Total 80 100%

GRAPH 4.8:

3%0%

23% Strongly agree

Agree
47% Partially agree
Disagree
Strongly disagree
27%

INTERPRETATION:

From the table 4.8; it can be understood that 47% of the respondents strongly agree that
Machine test is conducted to hire sewing machine operator’s in Brandix, while 27% agree,
where as 23% partially agree, 3% disagree and the rest 0% strongly disagree

75
TABLE 4.9.:

Initial Medical Test will be conduct while the process selection of candidates
S.no Type of response No. of respondents % of respondents
1 Strongly agree 40 50%
2 Agree 15 19%
3 Partially agree 10 12%
4 Disagree 10 13%
5 Strongly disagree 5 6%
Total 80 100%

GRAPH 4.9:

6%
13% Strongly agree
Agree
12% 50% Partially agree
Disagree
Strongly disagree
19%

INTERPRETATION:

From the table 4.9; it can be understood that 50% of the respondents strongly agree that Initial
Medical Test will be conduct while the process selection of candidates, while 19% agree,
where as 12% partially agree, 13% disagree and the rest 6% strongly disagree.

TABLE 4.10:

76
Interviews are conducted on every Thursday in a week in Brandix.

S.no Type of responses No. of respondents Percentage

1 Strongly agree 63 79%
2 Agree 10 12%
3 Partially agree 7 9%
4 Disagree 0 0%
5 Strongly disagree 0 0%
Total 80 100%

GRAPH 4.10:

9% 0%

12% Strongly agree

Agree
Partially agree
Disagree
Strongly disagree
79%

INTERPRETATION:

From the table 4.10; it can be understood that 79% of the respondents strongly agree that
Interviews are conducted on every Thursday in a week in Brandix, while 12% agree, where as
9% partially agree, 0% disagree and the rest 0% strongly disagree.

TABLE 4.11:

77
 Walk-In’s and referrals are the main source to know about the vacancies at BRANDIX

S.no Type of response No. of respondents % of respondents

1 Strongly agree 34 43%
2 Agree 26 32%
3 Partially agree 10 13%
4 Disagree 5 6%
5 Strongly disagree 5 6%
Total 80 100%

GRAPH 4.11:

6%
6%
strongly agree
13%
agree
43%
partially agree
disagree
strongly disagree
32%

INTERPRETATION:

From the table 4.11; it can be understood that 43% of the respondents strongly agree that walk-
in and referrals are the main source to know about the vacancies at Brandix, 32% agree, where
as 13% partially agree, 6% disagree and the rest 6% strongly disagree.

TABLE 4.12:
78
Before attending interview process every candidate need to get the mail confirmation in
Brandix

S.no Type of response No. of respondents % of respondents

1 Strongly agree 50 62%
2 Agree 15 19%
3 Partially agree 10 13%
4 Disagree 5 6%
5 Strongly disagree 0 0%
Total 80 100%

No. of respondents
Strongly agree Agree Partially agree Disagree Strongly disagree

0%
6%
13%

19%
62%

INTERPRETATION:

:From the table 4.12; it can be understood that 62% of the respondents partially agree that
Before attending interview process every candidates need to get the mail confirmation in
Brandix, while 19% agree, where as 13% partially agree, 6% disagree and the rest 0% strongly
disagree.

TABLE 4.13:

79
 As a Part Of Recruitment Initial Document Verification Is Done By Asst. HR Officer
S.no Type of response No. of respondents % of respondents
1 Strongly agree 25 31%
2 Agree 23 29%
3 Partially agree 15 19%
4 Disagree 12 15%
5 Strongly disagree 5 6%
Total 80 100%

GRAPH 4.13:

6%
15% Strongly agree
31%
Agree
Partially agree

19% Disagree
Strongly disagree

29%

INTERPRETATION:

From the table 4.13; it can be understood that 31% of the respondents strongly agree as a part
of recruitment document verification done by asst.HR Officer, while 29% of respondents agree
, where as 19% of the respondents partially agree , and 15% of the respondents disagree ,rest
of 6% strongly disagree.

80
TABLE 4.14:

Four stages of interview will conduct to recruit staff & officer cadre in Brandix

S.no Type of response No. of respondents % of respondents

1 Strongly agree 30 38%
2 Agree 20 25%
3 Partially agree 17 21%
4 Disagree 13 16%
5 Strongly disagree 0 0%
Total 80 100%

GRAPH 4.14:

0%
16%
Strongly agree
38% Agree
Partially agree
21%
Disagree
Strongly disagree
25%

INTERPRETATION:

From the table 4.14; it can be understood that 38% of the respondents strongly agree that .
Four stages of interview will conduct to recruit staff & officer cadre in Brandix, while 25%
agree, where as 21% partially agree, 16% disagree and the rest 0% strongly disagree.

TABLE 4.15:

81
Companies compensation packages influence the recruitment

S.no Type of response No. of respondents % of respondents

1 Strongly agree 10 13%
2 Agree 40 50%
3 Partially agree 20 25%
4 Disagree 5 6%
5 Strongly disagree 5 6%
Total 80 100%

GRAPH 4.15:

6% 13%
6%
strongly agree
agree
25% partially agree
disagree

50% strongly disagree

INTERPRETATION:

From the table 4.15; it can be understood that 50% of the respondents agree that Companies
compensation packages influence the recruitment, while 25% partially agree, where as 13%
strongly agree, 6% disagree and the rest 6% strongly disagree.

SUMMARY

82
 Recruitment refers to the process of finding possible candidate for a job or function. It
may be undertaken by an employment agency or a number of staff at the business or
organization looking for recruits either way it may involve advertising, commonly in the
recruitment selection of a newspaper or in a newspaper dedicated to job adverts.
Employment agencies will often advertise jobs in their windows. Posts can also advertise
at a job center if they are targeting the unemployed.

Selection is the process of picking individuals who have relevant qualification to fix
jobs in an organization. The basic purpose is to choose the individual who can most
successfully perform the job from the pool of qualified candidates.

Competency based Recruitment and Selection process system are suggested at middle &
entry levels. Aptitude testing can be used in the selection process. There are measures of
individual’s Reasoning & Arithmetic ability such as extremely powerful instrument to find
the comparative analysis.

Staff selection is an important and critical function of HR department. Selection

attempts to pick up the best applicants &thereby reduce the number of eligible applicants,
recruitment aims at increasing the number of eligible candidates, Selection is the second
step in the overall employment process.

Recruiting the wrong kind of people can become a serious issue for any company. A
define recruitment process needs to be followed to ensure that right person reaches the right
place. A general process involves identifying vacancies, prepare job description and job
specification. Advertising managing the response, short listing, arranging interviews,
conducting interviews, decision making convey the decision & appointment action. This
means that a lot of time & resource have to be invested.

Interviews are an important and a crucial part of recruitment process. The person taking
the interview of the candidate has to be well prepared in advance. There are a few things
that need to be kept in mind during the recruitment process until the final decision about a
certain candidate is taken. It is important to keep in regular touch with the candidate. A
83
candidate should be duly informed once the decision is taken. He should be told that
complete process of his appointment clearly with details of all the documents that he needs
to be submit.

The present study is dependent on primary data to maximum extent, which is collected
by way of Questionnaire. The sample chosen to administer the questionnaire is 80 and was
through convenient sampling technique.

India’s textiles sector is one of the oldest industries in Indian economy dating back
several centuries. Even today, textiles sector is one of the largest contributors to India’s
exports with approximately 11 per cent of total exports. The textiles industry is also labour
intensive and is one of the largest employers. The textile industry has two broad segments.
First, the unorganized sector consists of handloom, handicrafts and sericulture, which are
operated on a small scale and through traditional tools and methods. The second is the
organised sector consisting of spinning, apparel and garments segment which apply
modern machinery and techniques such as economies of scale.

The textile industry employs about 40 million workers and 60 million indirectly.
India's overall textile exports during FY 2015-16 stood at US$ 40 billion.

The Indian textiles industry, currently estimated at around US$ 108 billion, is expected to
reach US$ 223 billion by 2021. The industry is the second largest employer after
agriculture, providing employment to over 45 million people directly and 60 million people
indirectly. The Indian Textile Industry contributes approximately 5 per cent to India’s
Gross Domestic Product (GDP), and 14 per cent to overall Index of Industrial Production
(IIP).

The Indian textile industry has the potential to reach US$ 500 billion in size according
to a study by Wazir Advisors and PCI Xylenes & Polyester. The growth implies domestic
sales to rise to US$ 315 billion from currently US$ 68 billion. At the same time, exports
are implied to increase to US$ 185 billion from approximately US$ 41 billion currently.

84
 Brandix Apparel India Private Limited is conceptualized and managed
by brandix, Sri lanka’s largest apparel exporter . It offers a host of attractive financial and
operational incentives for investors and procedural ease for facilitating investment It’s
offering a unique one-stop shop, with end-to-end apparel solutions; BIAC is a first of its
kind in the world. It is a veritable ‘Paradise’ for the global apparel industry.

It’s based on a breakthrough ‘Fiber-to-Store’ concept; it will house world-class apparel

chain partners, from fashion design to manufacturing all under one roof, offering seamless
integration and unmatched value.

The facility is located in Brandix India Apparel City (BIAC) SEZ being a
revolutionary development in the apparel industry; a unique, integrated apparel supply
chain city, managed by Brandix Lanka Ltd. BIAC spread over 1000 acres in the port city
of Visakhapatnam (or Vizag for short) in the eastern state of Andhra Pradesh, it brings
alive an avant-garde 'Fiber to Store' concept. BIAC will bring together world class apparel
chain partners from the design table to consumer brands in flawless integration. Conceived
and nurtured by Brandix, Sri Lanka's largest apparel exporter, BIAC highlights India's
phenomenal synergies in the world of textiles. To leverage India's immense potential for
economies of scale and other robust business fundamentals in its fast growing economy,
Brandix brings 30 years of industry expertise and invites other world class experts to join
its value chain to enjoy assured mutual benefits of investment.

It is initially located in PENDURTHI -VISAKHAPATNAM on August 2006.In January

2007 a production centre was opened at DUVVADA,VISAKHAPATNAM
In MARCH 2008 BRANDIX APPAREL INDIA (P) LTD is opened in BRANDIX INDIA
APPAREL CITY, as a manufacturing unit (wholesale) located at APSEZ (ANDHRA
PRADESH SPECIAL ECONOMIC ZONE), Pudimadaka Road, Atchutapuram and
Visakhapatnam.

85
 FINDINGS OF THE STUDY

The following are the findings of my study.

86
1)50% of the respondents strongly agree that recruitment policy plays key factor in
recruiting right person in the right place.

2)31%of the respondents strongly agree that companies compensation package influence
the recruitment

3)44%of the respondents partially agree that different recruitment practices are used to hire
various grades of employees.

4)63%of the respondents strongly agree that both internal and external source of
recruitment process followed in the organization.

5)63%of the respondents strongly agree that structured interview pattern is followed at
Brandix Apparel India Private Limited.

6)55%of the respondents strongly agree that opportunities for growth are the main reason
for accepting the offer in the organization.

7)44% of the respondents strongly agree that job portals are the main source to know about
the vacancies at Brandix Apparel India Private Limited.

8)31%of the respondents agree that experience & qualification are main attributes taken
into the preferences for selecting the candidate.

9)43%of the respondents strongly agree that job analysis is the basis for selecting the right
candidate.

10)31%of the respondents strongly agree that written test is used to select the candidates
in the organization.

11)37%of the respondents strongly agree that telephonic round is been conducted in
selecting the candidate.

12)50%of the respondents agree that top management involves in telephonic round while
selecting the suitable candidates.

87
13)31%of the respondents strongly agree that personal interview is compulsory for
selecting the candidate.

14)56%of the respondents partially agree that selection process is well planned and
exercised in the organization.

15)50% of the respondents agree that employees are satisfied with the Present recruitment
process followed in your organization.

SUGGESTIONS

1)If the candidate possess required skill and abilities internal sources of recruitment also to be
preferred.

2)The candidate has to be selected through various tests, rather than conducting a single test.

88
3)They have to complete the total process of recruitment & selection within 2 to 3 months
otherwise the merit candidates may join in other organizations.

4)The current recruitment & selection process should be modified as per changes in
environment.

5) The interview panel should be constituted with experts by identifying their abilities and
should be well versed with the process of interview.

6) The telephonic round should be conducted then it is easy to estimate the knowledge of
candidate with out attending to company

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 Annexures
1. Employee’s reference is used to recruit the candidates

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree
2.Mass Recruitment is conducted Nearby villages at Brandix

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree
3. As a Part Of Recruitment Initial Document Verification Is Done By Asst. HR Officer

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree

4. Different recruitment practices are used to hire various grades of employees

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree

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5. Written test is used to recruit the associate cadre employees..

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree

6.Interviews are conducted on every Thursday in a week in Brandix

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree

7. Any Machine test is conducted to hire sewing machine operator’s in Brandix

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree

8. Various tests are conducted to select the candidates in Brandix

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree

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9. Walk-In’s and referrals are the main source to know about the vacancies at BRANDIX

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree

10. Counseling part will be conducted by welfare team in the process of selecting female
associates

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree

11. Four stages of interview will conduct to recruit staff & officer cadre in Brandix

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree

12. Companies compensation packages influence the recruitment

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree

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 13. Initial Medical Test will be conduct while the process selection of candidates

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree
14.Before attending interview process every candidates need to get the mail confirmation in
Brandix

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree

15. Huge Employment will conducting to develop rural women to build up their life style

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly disagree

93