DISSERTATION PROJECT REPORT ON

TOPIC

Recruitment and Selection at DABUR India Ltd

REGIONAL COLLEGE OF MANAGEMENT, BBSR ODISHA

Submitted In the partial fulfillment of the requirement for the award of the

Degree of Bachelors of Business Administration

UNDER THE GUIDANCE OF- ASST. PROF DR. ADITI PATRA

SUBMITTED BY- SMRITI KUMARI

BBA 3rd YEAR (ROLL NO - 66391UT19093)

BATCH 2019-2022
 STUDENT DECLARATION

I hereby declare that the project work entitled “DISSERTATION

ON RECRUITMENT AND SELECTION ON DABUR INDIA

LTD.”, is a record of an original work done by me under the guidance

of Assistant Professor Dr. Aditi Patra , Department of BBA RCM,

Bhubaneswar. And this project work is submitted in the partial

fulfillment of the requirements for the award of the degree of

B.B.A(Human Resource). The results embodied in this thesis have not

been submitted to any other University or Institute for the award of

any degree or diploma.

STUDENT NAME - SMRITI KUMARI

UNIVERSITY ROLL NO – 66391UT19093
 ACKNOWLEDGEMENT

I extend my deep sense of gratitude and sincere thanks to

our principal Prof (Dr.) Hemant Panda for his value
support in carrying out my project work.

I take this opportunity to express my profound gratitude and deep

regards to my faculty guide Asst. Prof Dr. Aditi Patra, RCM,
Bhubaneswar for her exemplary guidance, monitoring and constant
encouragement throughout the course of this project. Without her
invaluable guidance and support this project work would not have
been possible.

STUDENT NAME – Smriti Kumari

UNIVERSITY ROLL NO – 66391UT19093

 CERTIFICATE

This is to certify that the project titled “Recuritment and Selection

on DABUR INDIA LTD” by Smriti Kumari, a student of BBA of
REGIONAL COLLEGE OF MANAGEMENT which is affiliated to
UTKAL University, BHUBANESWAR has been examined by the
following :

______________ ______________

Internal examiner External Examiner

________________________________________________________________________________

Principal
 PREFACE

The purpose of my project was to learn the practical application of

Recruitment and Selection Process and its importance in Dabur along
with the HR policies of Dabur which prides itself to be the market
leader.

While carrying out the study I have gained a good amount of

knowledge and insights of how HR department works but I have
touched the tip of iceberg. There was more to learn but due to
constraint of time it was not possible. The HRD manager has to work
with the missionary spirit. Unlike many roles in an organization where
tangible short- term benefits can be obtained, it is difficult for HRD
functionary to demonstrate any tangible short- term accomplishment.
Yet HRD managers are tempted to show to the top management, line
manager and themselves that they are making things happen through
training program, performance appraisal, reward systems and the like.

In Dabur a meticulously natural team stands at the very heart of the

group. 4,000 Personnel evince perfect camaraderie. A steadfast
dedication to qualify an attainment of maximum team potential are the
touchstones of the company.
The company is engaged in constant learning process through
intensive selection and training program. Indeed, the aspiration is to
shape a winning team of self motivated, empowered, professionals
with knowledge and confidence to take independent decision. Dabur
recognizes each employee’s individuality, ability and efforts and also
applauds for their contribution to the success of the group.
 CONTENTS

Sr no. TITLE pg no.

1 EXECUTIVE SUMMARY 3-4

2 INTRODUCTION
5

3 REVIEW OF THE RELATED

LITERATURE
6
3.1 COMPANY PROFILE
7-47
4 RESEARCH METHODOLOGY
53-56
5 DATA INTERPRETATION
48-69

5.1 ANALYSIS OF DATA 70

6 SUGGESTIONS &
RECOMMENDATIONS 71-73

6.1 CONCLUSION 74

7 ANNEXURE AND QUESTIONNAIRE 75-78

8 BIBLIOGRAPHY 79

1
2
 EXECUTIVE SUMMARY

As in case of any other functional area like marketing, production or finance,

the work personnel department has also to be planned. Planning in the personnel
area is mainly concerned with crystallizing from where the right type of people
can be secured for future anticipated vacancies.

Manpower planning is the process by which management determines how

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

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

Selection can be defined as the process wherein the organization has to select
a small lot of people who are useful to the organization in terms of their
capabilities and their qualifications. The main aim of organization at this stage
is to have a well-equipped manpower efficient enough to handle all the tasks
gracefully.
3
 This project entitled "Recruitment and Selection in Dabur India Ltd
(DIL)" aims at studying the recruitment and selection procedure undertaken at
this ever growing organization. The project gives a brief idea as to how the
whole process works. Every organization has different policies, at times unique
and it is very rare that the policy of one organization matches to the policies of
another organization.

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

4
 INTRODUCTION

Dabur Ltd was Set up in 1884 by Dr S K Burman as a proprietary firm for the manufacture
of Ayurvedic drugs, the Company was incorporated later by his descendants in the name of
Dabur (Dr S K Burman) Pvt. Ltd. In the late ’70s, Dabur Pvt. Ltd promoted a company to
manufacture high-grade guar gum and a plant was set up at Alwar. But poor performance
resulted in losses and with a view to rehabilitating the company, Dabur Pvt. Ltd was reverse
merged with it and the new company was named Dabur India Ltd. at Alwar, production of
guar gum was curtailed and Dabur’s products were introduced. Dabur manufactures over 450
products, mainly Ayurvedic, covering wide range of health and personal care and has
manufacturing plants located at 6 different places in the country. Dabur went public in Nov
’93, raising Rs541.5m (at Rs95/share) and the issue was oversubscribed 21 times. Dabur
Research Foundation, a group company, handles research, product
development/improvement for increasing consumer satisfaction.

Dabur has come a long way to become a multi-facet, multi-locational and multi-product
modern Indian corporation with a global presence. It now enjoys being the largest Indian
F.M.C.G. Company and poised to become a true Indian multinational. In Dabur a natural
team stands at the very heart of the group.4,000 Personnel evince perfect camaraderie. A
steadfast dedication to qualify an attainment of maximum team potential are the touchstones
of the company. The company is engaged in constant learning process through intensive
selection and training program. Indeed, the aspiration is to shape a winning team of self
motivated, empowered, professionals with knowledge and

confidence to take independent decision. Dabur recognizes each employee’s

individuality, ability and efforts and also applauds for their contribution to the

success of the group.

5
 REVIEW OF THE RELATED LITERATURE

The story of Dabur is long enough to describe it began with a small, but visionary endeavour
by Dr. SK Burman, a physician tucked away in Bengal. His mission was to provide effective
and affordable cure for ordinary people in far-flung villages. With missionary zeal and
fervor, Dr. Burman undertook the task of preparing natural cures for the killer diseases of
those days, like cholera, malaria and plague. Soon the news of his medicine traveled, and he
came to be known as the trusted 'Daktar' or Doctor who came up with effective cures. And
that is how his venture Dabur got its name - derived from the Devanagri rendition of Daktar
Burman .

Dabur is very well known company in India and worldwide. So, it’s easy to collect
information about the company and it could be found on the company website.

RECRUITMENT:

Recruitment is the process of attracting individuals on timely basis in sufficient number, to

apply for job within a organization. It is the process of finding and attracting employees. The
result is a pool of applicants from which a new employee in being selected.

SELECTION:

Selection is the process has a number of steps. The steps consists of number of activities.
The candidate who fail to qualify for a step is not eligible. Employee selection is the process
of putting right man for right job. By selecting right candidate for right job, organization will
save money and energy.

6
 COMPANY PROFILE OF DABUR LTD

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

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

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

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

In 1977,a modern automated plant was set up in Sahibabad (U.P.) for the
manufacture of Chyawanprash, Asavrishthas, Hair oil, Tooth powders, Hajmola,
and other Ayurvedic specialties. Certification for production of toiletries and food
grade products was issued on 13th October 1986 by the registrar of Delhi and
Haryana to the company, Dabur Private Limited, a closely held Public Limited
Company.
7
 It was incorporated as a Private Ltd. Company in the name of Dabur (Dr.
S.K. Burman) Pvt. Ltd. From a humble beginning in 1884, a manufacture of
traditional medicine in Calcutta, Dabur has come a long way to become a
multifaceted multinational, multi-product, modern Indian corporation with a
global presence. It now enjoys the distinction of being the 2nd largest FMCG
Company and is praised to become a true Indian Multinational.

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

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

Dabur is also an ISO 9002 certified company. The certification was

obtained in 1995 by SGS YARSLEY international services Limited U.K.
Dabur's revenue today exceed Rs.800 crores with plans to achieve Rs.2, 000
crores by year 2003. Dabur has 34,000 shareholders with market capitalization
of over Rs.1, 400 crores.

Dabur has 11 manufacturing plants in India and Nepal and a licensee in the
Middle East. It has manufacturing base in Egypt also. The company has over
4,000 employees with around 1,500 looking after sales and marketing functions.
8
 The Indian market is being served through a transactional network of sales
offices and carrying and forwarding agents. The company has its offices in
London, New York and Moscow. Dabur products are being exported to around
50 countries. Dabur portfolio is exceeding 500 products of FMCG and health
care products.

The Board of Directors of Dabur India Limited (DIL) met on July 23,
2003 to consider the unaudited financials of the company for the first quarter
that ended on June 30, 2003. Company has recorded a growth of 36 per cent in
its net profit per cent growth in its turnover during April-June 2003.

The turnover of DIL, during the three-month period, has increased to Rs

266 crore to Rs 300 crore while the net profit has increased 11.5 crore to Rs 16
crore during the same period.

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

9
 VISION

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

Dabur is a company with a set of established business values, which direct

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

10
 PRINCIPLES

❑ OWNERSHIP:
This is our company. We accept responsibility and accountability to meet
business needs.

❑ PASSION FOR WINNING:

We all are leaders in our responsibility, with a deep commitment to deliver
the results. We are determined to be the best at doing what matters the most.

❑ PEOPLE DEVELOPMENT:
People are our most important asset. We add value through result- driven
training and we encourage rewards and excellence.

❑ CONSUMER FOCUS:
We have superior understanding of consumer needs and develop products
to fulfill their demands.

❑ TEAM WORK:
We work together on the principle of mutual trust and transparency in a
boundary less organization.

❑ INNOVATION:
Continuous innovation in products and processes and is the base of our
success.

11
 DABUR OVER THE YEARS

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

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

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

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

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

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

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

medicines without compromising on basic ayurvedic principles lead to
the setting up of the first Research and Development laboratory at Dabur.
This initiate a pain staking study of ayurvedic medicines as mentioned in
age old scriptures, their manufacturing processes and how to utilize
modern equipment to manufacture these medicines without reducing the
efficacy to manufacture these medicines without reducing the efficacy of
these drugs.

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

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

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

12
o 1940: Dabur diversifiers into personal care products with the launch of its
Dabur Amla Hair Oil. This perfumed hair oil catches the imagination of
the common man and film stars alike and becomes the largest hair oil
brand in India.

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

first branded Chyawanprash of India.

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

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

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

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

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

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

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

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

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

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

children and establishes a large market share.

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

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

13
 Pradesh.

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

o 1994: Dabur enters the oncology (anti-cancer) market with the launch of
Intaxel (Pacitaxel). Dabur becomes only the second company in the world
to launch this product. The Dabur Research Foundation develops the
unique eco-friendly process of extracting the drug from the leaves of the
Asian Yew Tree.

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

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

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

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

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

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

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

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

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

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

o 2003: Dabur achieves Rs.1,232 crores turnover mark with an increase of

6 per cent. Turnover of FMCG reaches to Rs l048.5crores, which shows a
profit of Rs. 72 crores. Turnover of pharmaceuticals reaches to Rs 184
14
 crores with a profit of Rs.13 crores.

KEY STRENGTHS OF DABUR:

o It has a very strong brand image. Dabur is synonymous with nature care
for more than hundred years.
o Its products portfolio, with products that are always in high demand.
o Distribution system that helps its products reach 47 stocking points,
10,000 stockists and 1.2 million retailers.

CORPORATE PHILOSOPHY:-
Knowledge is the key to growth in today’s world .Whatever the industry , it
is the knowledge which provides cutting edge to individual and
organizations. For more than a century nature has been a rich source of
knowledge for Dabur. Nature has not only given us the ingredients for all our
products but has also taught us how to create a harmony within and without
the organization. Nature has inspired us in all our acts. Ayurveda the science
of life is based on principles of nature. All Ayurvedic preparations have their
ingredients derived from nature. Dabur has converted the healing properties of
natural ingredients and the age old knowledge of Ayurveda into contemporary
healthcare products to alleviate health problems of its consumers .

Dabur is committed to expand the reach of this age old knowledge of

Ayurveda and nature through web. Through web, we aim to overcome the
physical boundaries to take Ayurvedic way of life to global frontiers. Dabur
India limited understands its responsibility as a corporate house. We have not
only set our sight on increasing turnover and profitability of the company but
also on propagating Ayurvedic - the India system of medicine.

VISION
“ Dedicated to the health and well being of every household.”

Dabur is a company with a set of established business values , which direct

its functioning as well as all its operations . In this ,Dabur is guided by the
words of its founder Dr. S.K.Burman “What is that life worth that cannot
give comfort to others.” The company offers its consumers , products to suit
their needs and give them good value for money .The company is committed
to follow the ethical practices in doing business. At Dabur, nature acts as
not only the source of raw material but also an inspiration and the company
is committed to protect the ecological balance.

15
SOCIAL ISSUES :

“What is that life worth which cannot bring comfort to others.” These words
of Dr.S.K.Burman have inspired generations of Dabur . Keeping these golden
words in mind, Sundesh or the Sustainable Development Society was set up to
carry out welfare activities aimed at improving the quality of life of the rural
people in its area of operation. This society is given complete financial and
managerial support by Dabur India limited.

Sundesh is engaged in providing health services , non-formal education and

training in income generating activities. The society has a dedicated team
consisting of a doctor, a community organizer, a lady social worker, instructors
for income generating activities , traditional birth attendants and village level
worker .Sundesh organize regular OPDs , other health services rendered
include training of traditional birth attendants. Immunization programmes for
children, maintenance of family health records, anti-natal check ups, pulse polio
programmes and health awareness meeting for women on topics such as family
planning, ante-natal care, post-natal care , the importance of vaccination , baby
care and AIDS prevention.

16
.

Restructuring moves

Despite its range, investors have been wary of investing in this company
because of its unrelated diversifications and a family-run business. To counter
this, Dabur undertook a massive restructuring exercise about a couple of years
ago, based on McKinsey recommendations to meet the growing competition
and to focus only on core competencies and to gear up as the leading FMCG
player in the country.
As a result, it decided to spin off non-core businesses and conduct an all-new
professional management team. Other positive actions include rejuvenating the
sales and distribution set up, laying greater focus on brand extensions rather
than on new brand creation and adding value to products.

It has discontinued its low margin businesses like merchant exports, generic
drugs and herbal intermediates. The company has also exited from two JVs
namely confectionery JV with General DE Confiteria India Limited and biscuits
JV, Excelsia Foods Limited. The company has also hived off its foods business
into a separate subsidiary, Dabur Foods Limited. During year 2000, the
company exited from Ayurvet Herbal Veterinary drugs. It sold off its entire
stake in Excelsia JV foods with Nestlé for manufacturing biscuits for a nominal
value of Rs. 10. Dabur is also consolidating and rationalizing its brand portfolio.
It has discontinued the number of small and marginal brands in personal care
and healthcare products. It also decided to wind up its finance businesses.
Though the company exited from beauty products business, with increasing
market size and higher margins the company has revived its interests in re-
entering the business. In the year 1999, Dabur India Ltd has started
implementing a BaaN Enterprise Resource Planning (ERP) to cut the cost of
inventory, which is a major component of its overall costs. Because of its high
inventory levels, it has to bear high holding costs. It seems that all these
initiatives are being paid off, and the analysts are optimistic about the current
year.

Dabur has also restructured its board. Due to this, six directors, namely AC
Burman, Sidharth Burman, Air Chief Marshal NC Suri (Retd.), SM Datta, Raja
Vijay Karan, and Ashok Goenka have resigned from the directorship of the

17
company and the board has accepted the same with effect from April 1, 2002.
Further, VC Burman and Pradip Burman have also resigned from the whole-
time directorship of the company, which has also been accepted by the board;
however, they will continue as
non-executive directors of the company. The company has completed its
restructuring process and has exited non-core businesses. With the homespun
philosophy that drives Dabur, it is now gearing up to face the challenge to an
MNC onslaught.

ORG figures put Dabur's pharmaceuticals division as the second largest

growing pharmaceutical company in India with a secondary sales growth of
37.2 percent and a mind-boggling 29 New Chemical Entities (NCEs) in
pipeline. Analysts say, its pharma division is full of potential. In oncology
segment, it is No. 1 in India. It is working in close co-operation with DRDO,
CSIR and top universities in R&D. It is the first company in India to have
developed the anti-cancer intermediary DAB-10 and its associated drug
paclitaxel (Taxol).

DABUR INDIA LTD

Dabur is the fourth largest FMCG Company in India with interests in Health
care, Personal care and Food products. Building on a legacy of quality and
experience for over 100 years, today Dabur has a turnover of Rs.1163 crores
with powerful brands like Amla, Vatika, Hajmola & Chyawanprash, Lal Dant
Manjan,etc. Dabur India Limited has marked its presence with some very
significant achievements and today commands a market leadership status. Their
story of success is based on dedication to nature, corporate and process hygiene,
dynamic leadership and commitment to their partners and stakeholders. The
results of their policies and initiatives speak for themselves.

Based on the products manufactured by the company entire business can be

divided into 5 divisions, namely Family Products Division, Health Care
Division, Ayurvedic Specialties Division, Pharmaceutical division and Exports
division. Each of these divisions performed well during FY00. The family
products division grew by 16%yoy while Health Care products division
recorded a growth of 12%. Ayurvedic specialties division grew by 27%yoy
while pharmaceutical division grew by 20%yoy.

o Leading consumer goods company in India with 4th largest turnover of

Rs.1163.2 Crore (FY02)
o 3 major strategic business units (SBU) - Family Products Division
(FPD), Health Care Products Division (HCPD) and Dabur Ayurvedic
Specialities (DASL)
18
 o 5 Subsidiary Group companies - Dabur Foods, Dabur Nepal, Dabur
Oncology, Dabur Pharma and Dabur Egypt
o 13 ultra-modern manufacturing units spread across 4 countries
o Products marketed in over 50 countries
o Wide and deep market penetration with 47 C&F agents,
more than 5000 distributors and over 1.5 million retail
outlets all over India

DABUR SUBSIDIARIES:
With a basket including personal care, health care and food products, Dabur
India Limited has set up subsidiary Group Companies across the world that can
manage its businesses more efficiently. Given the vast range of products,
sourcing, production and marketing have been divested to five leading group
companies that conduct their operations independently:

DABUR FOODS LTD

Dabur foods ltd, 100% subsidiary of Dabur India ltd is spearheading Dabur’s
foray into food processing industry. The company, set up in 1996 , is marketing
a range of fruit juices under the brand name Real, Hommade cooking paste and
sauces and Lemoneez lemon juice. Real is today the market leader in this
category with more than 50% market share. Hommade cooking paste is the only
national brand in this category. Lemoneez is the only product in its category
available in unique drop and trickle pack and uniquely shaped tabletop pack.

DABUR NEPAL PVT LTD:

Dabur Nepal was the first manufacturing base overseas for Dabur group. The
company is today the leading exporter in Nepal and the third largest and the
most modern manufacturing base for Dabur. Dabur Nepal is today involved in
promoting cultivation of herbs and apiculture activities in Nepal. The company
has set up state of art greenhouse at Banepa for developing saplings for 20
medicinal plants. Dabur Nepal has also set up an apiculture center for
promoting Bee-keeping activity in Nepal and developing queen bees and bee
colonies for export.

DABUR EGYPT LTD

Dabur Egypt is groups gateway to Africa.This manufacturing base set up a
couple of years back to cater to the demands of middle east and Africans market
dealing in hair care , skin care products and foods.

19
DABUR ONCOLOGY PVT LTD

This subsidiary of Dabur Ltd is manufacturing anti-cancer formulations for

European market. The company has set up manufacturing base near London to
operate in that market.

FAMILY PRODUCT DIVISION

It deals with personal care products which comprises of hair
care, oral care, skin care and foods, is the largest SBU
contributing to 45% sales of Dabur India ltd.
o 3 leading brands - Vatika, Amla Hair Oil and Lal Dant
Manjan with Rs.100 crore turnover each
o Vatika Hair Oil & Shampoo the high growth brand
o Strategic positioning of Honey as food product, leading to market
leadership (over 40%) in branded honey market

HEALTH CARE PRODUCT DIVISION:

It deals with daily health care products which
comprises of health supplements, digestives,
baby care and natural care, is the 2nd largest
SBU with 28% share in sales.

o Leadership in Ayurvedic and herbal products market with highly

popular brands
o Dabur Chyawanprash ,the largest selling Ayurvedic medicine with
65% (Rs.127 crore) market share.
o Charted high growth with 15% in 2001.
o Dabur Chyawanprash and Hajmola account for sales of over Rs.100
crore each
o Leader in herbal digestives with 90% market share
o Hajmola tablets in command with 75% market share of digestive
tablets category .
o Dabur Lal Tail tops baby massage oil market with 35% of
total share

DABUR AYURVEDIC SPECIALITIES, deals with

classical Ayurvedic medicines
o Has more than 250 products sold through prescriptions as
well as over the counter
o Major categories in traditional formulations include:
-AsavArishtas,RasRasayanas,Churnas, Medicated Oils

20
 o Proprietary Ayurvedic medicines developed by Dabur include:
-NatureCareIsabgol,Madhuvaani, Trifgol
o Division also works for promotion of Ayurveda through organised
community of traditional practitioners and developing fresh batches of
students

DABUR FAMILY PRODUCT DIVISION:

The family products division generated sales of Rs 526.61 crore which accouted
for 45.3% of the company’s total sales. The division recorded growth of 5.7%
over the previous year, which was higher than growth in overall sales of the
company. This was on the account of its strong focus on top brands and
consolidation of new products.

Hair care portfolio recorded steady performance. Dabur Amla Hair Oil
maintained its market share in the face of stiff competition in the market. The
brand’s advertising strategy was reformulated around true nourishment arising
from the inherent features of ‘Amla’. This established a better value for money
proposition for the brand.

Vatika brand continued its good performance with high growth coming from the
Vatika shampoo consists of Vatika Henna cream conditioning shampoo and
Vatika Anit-Dandruff shampoo.

In the oral care portfolio, Dabur Lal Dant Manjan performed well in spite of
stagnant toothpowder market. Binaca Fresh Toothpowder which was introduced
last year perfomed satisfactorily.

In skin care segment, Dabur Gulabari recorded another year of high

growth and crossed the Rs 10 crore mark.

The packaging of Dabur Honey was changed to a square glass bottle giving it a
unique and contemporary appearance. Besides having better consumer appeal,
this packaging is also expected to reduce the incidence of counterfeits for the
brand.

PRODUCT RANGE:
Family product division comprises of :
o HAIR CARE
o ORAL CARE
o SKIN CARE
o FOODS

21
HAIR CARE:
Strong presence in hair oils market with 27% market share with focus on value
added categories.

ORAL CARE:
Strong presence in toothpowder category with 27% market share in powder
segment.

SKIN CARE:

Under skin care Dabur Gulabari is the only brand of rose water which is
positioned as skin toner.

FOODS :

Strategic positioning of Honey as food product, leading to market leadership

(over 40%) in branded honey market .

23
 CORPORATE PHILOSOPHY

Knowledge is the key to growth in today's world. Whatever be the

industry, it is the knowledge, which provides cutting edge to individual and
organisations. For more than a century nature has been a rich source of
knowledge for DABUR. Nature has not only gives it the ingredients for all its
products but also has taught it how to create a harmony within and outside the
organisation. Nature has inspired DABUR in all its acts. Ayurveda - the science
of life is based on principles of nature. All ayurvedic preparation has their
ingredients derived from nature. Dabur has converted the healing properties of
natural ingredients and the age-old knowledge of ayurveda into contemporary
health care to eliminate health problems of its consumers.

Dabur is committed to expand the reach of its age-old knowledge of

ayurveda and Nature through web. Through web the aim is to overcome the
physical boundaries to take ayurvedic way of life to global frontiers. Dabur
India limited understands its responsibility as a corporate house. It has not only
set a sight on increasing turnover and profitability of the company but also on
propagating Ayurveda - The Indian System of Medicine.

24
 LOCATION OF OPERATIONS

Head office : Sahibabad, Ghaziabad (U.P.)

Regd. Office : Asaf Ali Road, New Delhi

Corporate office : Kaushambi, Ghaziabad (U.P.)

Sales & Marketing: New Delhi

OFFICES:

Chandigarh (H.P.), New Delhi (Delhi), Jaipur (Rajasthan), Kanpur (U.P.), Patna
(Bihar), Ahemadabad (Gujarat), Indore (M.P.), Cuttak (Orissa), Mumbai
(Maharashtra), Hydrabad (A.P.), Chennai (TamilNadu), Bangalore (Kamatka),
Kochi (Kerela), Guwahati (Assam), Kathmandu (Nepal), Russia, U.K.

FACTORY:

Baddi (H.P.), Ghaziabad (U.P.), Alwar (Rajasthan), Daburgram (Bihar),

Kalyani&
Narendrapur (West Bengal), Katni (M.P), Birgunj (Nepal), Egypt.

C&Fa:

Jammu, Chandigarh (HP) Ambala (Punjab), New Delhi (Delhi), Ghaziabad

(U.P.), Dehradun (U.P.), Lucknow (UP), Rachi, Patna (Bihar), Guwahati
(Assam), Calcutta (West Bengal), Jaipur (Rajasthan), Ahemadabad (Gujarat),
lndore (M.P.) Raipur (M.P.), Bhubaneshwar (Orissa), Cuttak (Orissa), Mumbai
(Maharashtra), Hydrabad
(A.P.), Chennai (TamilNadu), Bangalore (Karnataka), Cochin (Kerela).

25
 Q UALITY POLICY

At Dabur, quality is a relentless commitment to continuous improvement in

products, process and systems to provide consistent quality products to meet
customer's requirements worldwide.

The management is fully committed to quality and ensures all resources to

accomplish this task. Dabur has been on steep path for few years. Its sales
turnover has increased from Rs.530 crores in 1995 to Rs.1166 crores in 2000-
01.
In 1999-2000, overall growth of 13.5 per cent was recorded in sales (Rs.1000 crores
plus) with Family Product Division recording a growth of--15.85 per cent, Health
Care Division- 12.3 per cent, Ayurvedic Specialties Division -27 per cent and
Pharmaceuticals Division- 20 per cent. Exports recorded a growth of 11 per cent in
1999-2000,amounting to Rs.114.16 crores. The major contributions of growth were
herbal products, bulk drugs & anti-cancer formulations. Gross margin showed an
improvement of 4 per cent and net profit amounted to Rs.77 crores.
In 2000-01,sales turnover had recorded a growth of 12 per cent, amounting to
116.5 crores and net profit had soured by 39.2 per cent amounting to Rs.78.5 crores.
Sales turnover in light of such growth path has been targeted for Rs 2000 crores in 2003-
04.
The Board of Directors of Dabur India Limited (DIL) met on July 23, 2003 to consider
the unaudited financials of the company for the first quarter that ended on June 30, 2003.
Company has recorded a growth of 36 per cent in its net profit per cent growth in its
turnover during April-June 2003.

26
 QUALITY OBJECTIVES

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

requirements.
o To manufacture effective health care products at competitive prices and
to improver the Quality of Life of common masses.
o To implement and emphasise on systems to ensure prevention of errors
rather than detection of errors.
o To ensure global competitiveness by striving to achieve Current Good
Manufacturing Practices (CGMP).
o To ensure safety in all operations and to follow the systems in all areas of
operations.
o To continually train people to build up and upgrade skills and expertise
and to involve them to become committed to the quality process.
o To reduce wastages within the organisation and increase productivity.

27
 IMPORTANT STRATEGIES ADOPTED

o "Developing to built" philosophy for HR personnel.

o Shifting to zonal set up of sales and marketing to facilitate better

distribution.

o Adopting contribution enhancement plan for performance management.

o Empowering employees through Employee Stock Purchase Option Plan.

o Backward integration strategy in Ayurvedic Products by engaging in

plantation of herbs needed for the production of Ayurvedic Products.

o Continuous enhancement of automation.

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

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

28
LEVEL STRUCTURE OF ORGANISATION

Vice President

General Manager

Deputy General Manager

Senior Manager

Manager

Assistant Manager

Officer

Assistant Officer

Supervisor/Chemist

Senior Mechanic/Senior Assistant

Mechanic/Junior Chemist

Junior Mechanic

Workers

29
30
 PERSONNEL DEVELOPMENT IN DABUR

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

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

The above functions are grouped under different General Managers/Deputy

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

31
 WELFARE ACTIVITIES AT DABUR

❑ FESTIVAL CELEBRATIONS: Dabur celebrates the festivals with its

employees and sweets are distributed. This helps to maintain constant
interaction with the employees and the employees in turn feel assured
thus boosting their morale.

❑ RECREATIONAL TOUR: An annual recreational tour is organized and

50 per cent of the expenses are borne by the organisation. This helps in
enhancing togetherness among the employees.

❑ IT'S NOT ALL WORK AND NO PLAY: Dabur does not expect its
employees to work all day long because the work gets monotonous,
resulting decrease in the efficiency. Hence, Dabur has formed Dabur
Cricket Club and also provides the facilities for indoor games like table
tennis.

❑ MEDICAL ATTENTION: At Sahibabad Factory, two part time doctors

and two full time nurses are available round the clock to ensure health
and safety of workers.

❑ UNIFORMS: To maintain uniformity in the factory premises the

uniforms are provided both for summer and winter with a pair of shoes.

❑ STAFF BUSES: The organisation provides the facility of buses to its

employees to help in easy commutation.

32
 its
❑ MESS FACILITIES: The Company provides the facility of mess to
workers as well as staff. A contractor manages it proper hygienic
conditions are maintained. Employees of Grade V and above use the
Executive Mess.

❑ STAFF SALE: The Company provides products to its employees at a

concessional rate through the staff sales canteen.

❑ HIRE/PURCHASE SCHEME: Sale of consumer items is organized for

the employees of Dabur on a yearly basis under the welfare scheme.

❑ POST OFFICE SALARY SAVING SCHEME : Under this scheme,

employees and their family members can open a recurring deposit
account with Bharat nagar Post Office.

❑ BLOOD DONATION: Dabur organizes blood donation camps at

Sahibabad factory in association with the Lions Club Of Delhi
Cosmopolitan, in the month of February/March every year.

❑ CHUNNI LAL MEDICAL TRUST: Dabur rightly believes in

following the path of its founder-Dr.S.K.Burman-to serve the poor and
the needy. The Chunni Lal Trust was established to achieve this goal.

❑ Dr.S.K.BURMAN CHARITABLE TRUST: This trust provides

reimbursement for workers who cannot afford their medical expenses.

33
HUMAN RESOURCE FUNCTIONS

❑ Recruitment and selection.

❑ Performance Appraisal.

❑ Training and Development.

❑ Promotion, Transfer, Seperation.

❑ General administration & Welfare.

❑ Security.

❑ Public Relations.

❑ Industrial Relations.

34
HUMAN RESOURCE PROCESS IN
ORGANISATIONS

Human Resource Recruitment

Training & Development Socialization

Performance Appraisal Promotions, Transfers, Demotions&Seper

35
 HUMAN RESOURCE DEPARTMENT

Unit Head
Additional General Manager-Corpora

Deputy Manager-HR

Senior Assistant HR Officer Supervisor- Administration

E

Executive
Assistant-HR
Housekeeping

General Administration

36
AN INTRODUCTION

37
 RECRUITMENT

Recruitment and selection are the most important functions in an

organisation because with the help of these functions the management selects
the best available candidate from a batch of them. The organisations, in this
growing competitive world, need to have the best of the manpower so as to have
an edge over its competitives.

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

prospective employees and stimulating and encouraging them to apply for jobs
in an organisation."

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

manpower to meet the requirements of the staffing schedule and to employ
effective measured for attracting that manpower in adequate numbers to
facilitate effective selection of an efficient working force."

The recruitment needs can be classified into-

❑ Planned.

❑ Anticipated.

❑ Unexpected.

Planned need arise from changes in the organisation and retirement policy.
These occur due the expected changes in the organisation so the management
can make a proper policy for it.

Anticipated need refer to the movements in personnel which an organisation

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

38
 Resignations, deaths, accidents and illness result in to the unexpected needs.

FEATURES:
❑ Recruitment is a process or a series of activities rather than a single event.
❑ It is a linking activity as it brings together the employers and employees.
❑ It is positive process because in this activity the employers want to have
the maximum number of job seekers so as to have a wider scope for choice
ultimately leading in spotting right persons for job.
❑ It is an important function as it makes it possible to acquire the number
and type of persons required for the effective functioning of the organisation.
❑ It is an on going function in all the organisations, but the volume and
nature of recruitment varies with the size, nature and environment of the
organisation.
❑ It is a complex process because a number of factors affect it --the nature
of the job offered, image of the organisation, organisational policies,
working conditions etc.

SOURCES OF RECRUITMENT:

The various sources of recruitment are -

 Internal Sources Include-

❑ Present Employees who can be transferred or given promotions.

❑ The retired and retrenched employees who want to return to the
company.
❑ Dependents and relatives of the deceased and disabled employees.

39
 External Sources: Consist of-

❑ Press advertisements.
❑ Campus Interviews.
❑ Placement Agencies.
❑ Recommendations.
❑ Recruitment at factory gate.
❑ Employment Exchanges.

During my research for DIL, it was observed that the recruitment need of
DIL is diversified. It needs persons who have knowledge of use, processing
of natural ingredients of number of varied products, technical know-how of
latest industrial technical knowledge, and computer applications to
pharmaceutical industry to manual workers. The importance of the process
could be understood that the present work force of DIL is 2,500 employees.
Hence, the recruitment and selection procedure should match the
complexities of the need and at the same should commensurate with the
complex need of the organisation.

40
 SELECTION

Selection is the process of choosing the best candidate out of the all the
applicants. In this process, relevant information about the
applicants is collected through a series of steps so as to evaluate
their suitability for the job to be filled.

It is the process of matching the qualifications with those required for the job
so that the candidate can be entrusted with the task that matches with his
credibility.
It is a process of weeding out unsuitable candidates and finally identifying the
most suitable candidates.

This process divides the candidates into two categories-the suitable ones and
the unsuitable ones. The suitable people prove to be the asset for the
organisation. Selection is a negative process because in this process the
management tries to minimise the number of people at each step so that the final
decision can be in the light of all the factors and at the end of it best candidate is
selected. Selected candidate the has to pass through the following stages-

❑ Preliminary Interview.
❑ Application Form.
❑ Selection Test.
❑ Selection Interview.
❑ Physical Examination.
❑ Reference Check.
❑ Final Approval.
❑ Employment.

41
 Preliminary Interview is the initial screening done to weed out the
undesirable candidates. This is mainly a sorting process in which the
prospective candidates are given the necessary information about the nature of
the job and the organisation. Necessary information about the candidate is also
taken. If the candidate is found suitable then he is selected for further screening
else he is dropped. This stage saves the time and effort of both the company and
the candidate. It avoids unnecessary waiting for the candidate and waste of
money for further processing of an unsuitable candidate.

Application Form is a traditional and widely used device for collecting

information from candidates. This form asks the candidates to fill up the
necessary information regarding their basic information like name, address,
references, date of birth, marital status, educational qualifications, experience,
salary structure in previous organisation and other such information. This form
is of great help because the scrutiny of this form helps to weed out candidate
who are lacking in education, experience or any other criterion provided by the
organisation. It also helps in formulation of questions, which will be asked in
the interview. These forms can also be stored for future references thus
maintaining a databank of the applicants.

Selection Tests are being increasingly used in employee selection. Tests

are sample of some aspect of an individual's attitudes, behaviour and
performance. It also provides a systematic basis for comparing two or more
persons. The tests help to reduce bias in selection by serving as a supplementary
screening device. These are also helpful in better matching of candidate and the
job. These reveal the qualifications, which remain covered in application form
and interview.

42
 the
Selection Interview involves the interaction of the employer and
employee. Selection involves a personal, observational and face-to-face
appraisal of candidates for employment. It is an essential element of the
selection procedure. The information obtained through application form and test
can be crosschecked in the interview.

The applicants who have crossed the above stages have to go through
Physical Examination either by the company's physician or the medical officer
approved for the purpose. The main aim is to ensure that the candidate is
physically fit to perform the job. Those who are found physically unfit are
rejected.

The next stage marks of checking the references. The applicant is asked
to mention in his application form the names and addresses of two or three
person who know him well. The organisation contacts them by mail or
telephone. They are requested to provide their frank opinion about the candidate
without incurring any
liability. The opinion of the references can be useful in judging the future
behaviour and performance of a candidate.

The executives of the concerned departments then finally approve the

candidates short-listed by the human resource department. Employment is
offered in the form of an appointment letter mentioning the post, the rank, the
salary grade, the date by which the candidate should join and other terms and
conditions in brief. Appointment is generally made on a probation of one or two
years. After satisfactory performance during this period the candidate is finally
confirmed in the job on permanent basis or regularized.

Selection is an important function as no organisation can achieve its goals

without selecting right persons for the required job. Faulty selection leads to
43
wastage of time and money and spoils the environment of an organisation.
Scientific selection and placement of personnel can go a long way in building
up a stable workforce. It helps to reduce absenteeism and labour turnover.
Proper selection is helpful in increasing the efficiency and productivity of the
enterprise.

44
45
 Dabur India Ltd. selects the future employees keeping everything in mind
right from the qualification of the employees to the future prospects-both of the
organisation and the employees.

The first step involves the filling up of Manpower Indent Form. This form
is filled up by the department, which is having the vacancy. The form consists
of various questions which are to be answered like if the current vacancy is a
replacement vacancy, its reason is to be specified -the factors which resulted it
like death, retirement etc.

The department is required to give the qualifications that the future

candidate should possess.

In the next step, this form is given to the Human Resource (HR) department;
this department sees if the position can be filled through internal sources. The
internal sources can be transfers, promotion etc. In the case of internal sources,
the recommendations of the employees are not taken into consideration. If the
HR department does not find suitable candidate within the organisation then this
department has to give reasons for it. The form then goes to the Corporate HR
for its approval.

When the suitable candidate is not available within the organisation, the
organisation then moves to the outside world for filling up the vacancies.

If the number of employees required is large then the company has in its
consideration three ways-
❑ The Data bank of the organisation.
❑ Advertisements.
❑ Contacting large consultants.
46
 The company maintains a databank of the candidates, which is used when
the number of vacancies to be filled up is large. The sources of databank can be
the qualified candidates who had applied in the organisation earlier but due to
some reasons could not join the organisation.

Advertisements are the second big source to attract the candidates. These are
having much larger scope and reach to a number of people. The qualifications
required by the organisation and the criteria could be described in detail.

Large number of consultants also constitutes a big source. Many people

register themselves with these consultants and they act as a bridge between the
organisation and the candidates. The consultants provide the company required
details about all criteria. These consultants are fixed for the organisation, which
are chosen on the basis of their performance. In case of overseas recruitment it
is checked whether their Indian counterparts can perform the job efficiently or
not. If need arises then they are also taken through consultants.

But if the number of vacancies is very small then the organisation takes the
help of the local consultants.

The candidates are then required to fill up the Application Form. This form
requires the candidate to fill the details regarding the previous employment, if
any and his personal data. The form is having details regarding like the marital
status, organisation structure, the position held by the candidate, his salary
structure, the top three deliveries to the organisation that proved to be beneficial
to the organisation, career goals, his strengths and weaknesses etc.

47
 After the application form has been duly filled and submitted, the selection
process starts wherein the candidate has to pass through various stages and
interview. The interview panel consists of the persons from Corporate (HR),
and other persons including the executives from the department for which the
vacancy is to be filled.

The selected candidates are then short-listed. The short listed candidates are
then given priority numbers; this is due to the reason that sometimes the
candidate who is having first priority is unable to join the organisation due to
some reasons then in that case the candidate next in the priority list is given
preference.

The candidate has to under go medical examination and his credentials are
verified.

After qualifying these stages, the candidate is then absorbed in the

organisation and explained his/her duties. This phase marks the end of the
selection procedure.

Dabur India Ltd.also performs Campus interviews as and when the need
arises. The esteemed organisation also provides apprentice training-wherein the
organisation trains the people in the working of the organisation and gives then
stipend. If these trainees are found useful to the organisation then they are
absorbed in the organisation else they are given certificate so that they can show
this as an experience and get a job elsewhere.

48
49
 STATEMENT OF OBJECTIVE

This project entitled Recruitment and Selection in Dabur India Ltd (DIL) is
aimed at studying the recruitment and selection procedures at DIL. Recruitment
and selection procedures of any organisation are very important functions
because these decide the most suitable manpower which steers the industry to
its desired goals.

Research is defined as human activity based on intellectual application in the

investigation of matter. The primary purpose for applied research is discovering,
interpreting and development of method and systems for the advancement of
human knowledge on a wide variety of scientific matters of our world and the
universe. Research can use the scientific method , but need not do so.

OBJECTIVES

The main objectives of this project are:

❑ To study the Recruitment and Selections procedures used at DIL.

❑ To analyze the effectiveness of this very important function in terms of
development of the organisation and the individual.

50
 RESEARCH METHODOLOGY

An empirical study has been undertaken to understand and study the process of
Recruitment and Selection process employed in Dabur.

Data to be collected for the project titled ‘ RECRUITMENT AND

SELECTION AT DABUR”.

Primary as well as secondary data was collected for the project report.

PRIMARY DATA:
First hand information was collected by questionnaire and interview .

Information regarding the Recruitment and Selection process was obtained.

Questionnaire was administered and based on the analysis of those
questionnaires the research has been carried forward. 20 employees at the
administrative level and 12 employers of the company have filled up the
questionnaire.
SECONDARY DATA:

o Books and journals.

o Website of company.
o Other records
It involves the summary, collection and research rather than primary research.

METHODOLGY FOR COLLECTING THE DATA

❑ Defining the problem:

Recruitment and Selection procedure in any organization is vital, as it helps in selecting
the right candidate for the right job. Therefore the effective of Recruitment and Selection
procedure depends upon the extent of inter linkage with the other HRD systems.

The Recruitment and Selection procedure for Dabur has been evolved with a
view of meeting the individual and organizational needs.

The current Recruitment and Selection procedure in Dabur has been studied.
With the help of questionnaires, executive’s opinions, their priorities and their
expectations were studied.

51
Planning the sample:

The total population i.e. some of the executives, managers, and some people
from the middle and lower level management was the sample of the research
study.

Sampling Technique:

Simple random sampling technique was used in order to get the data. To
facilitate easy availability of the data, respondents were the executives of the
top management and of various other divisions were approached.

Tools of Data collection:

The tools of collecting data included questionnaires, interviews and personal

observation.

Data Analysis:

The data collected has been analyzed in the theoretical form.

Limitations of Research Process:

The problems faced are the reluctance of the respondents to give the mutual
response. They were not willing to reveal their exact expectations and the
loopholes regarding the systems.

Also the respondents were unwilling to fill up the questionnaires.

52
53
 ANALYSIS OF THE QUESTIONNAIRE

EMPLOYER QUESTIONNAIRE

Q.1 ) Does Dabur follow any Recruitment and Selection Procedure?

120 out of 120 employer’s accepted the fact that Dabur follows recruitment and selection
procedure

No. of employers

yes
no

100%

120
100
80
No. of
60
employers Yes No
40
20
0
Dabur
Company

54
 the
Q.2) In case of external recruitment does the company compensate
employees for the expenses made by them?

It basically depends on the post the candidate is applying for, in most of the
cases the company does compensate the employees for the expenses incurred by
them.

70 out of 120 employers said that the company compensate the employees for the
expenses made by them, while 50 employers said No.

No. of employers

yes
42% no

58%

70
60
50
No. of 40
employers 30 Yes No
20
10
0
Dabur
Company

55
Q.3) Does the company hire consultancy firms or recruitment agency for hiring
candidates?

All 120 employers said that the company hire consultancy firms or recruitment
agency for hiring candidates.

No. of employers

yes
no

100%

120
100
80
No. of
60
employers Yes No
40
20
0
Dabur
Company

56
Q.4) Are the references provided by the candidates verified?

80 out of 120 employers said that the references provided by the candidates is
verified while 40 employers said No.

No. of employers

33%
yes
no

67%

80
70
60
50
No. of
employers 40
30 Yes No
20
10
0
Dabur
Company

57
Q.5 How much of the total monitory expenditure does the company
spends on recruitment and selection procedure?

20 out of 120 employers said that the company spends about 10%-20% of its
total expenditure on recruitment and selection.

70 out of 120 employers said that the company spends about 20%-30% of its
total expenditure on recruitment and selection.

While 30 out of 120 employers said that the company spends above 30% of its
total expenditure on recruitment and selection.

No. of employers
1% 2%

10-20%
20-30%
above 30%

97%

70
60
50
40
No. of employers
30
20
10
0

Dabur
below 10% 10%-20% 20%-30% 30% above
58
P
r
o
d
u
c
t
i
c
i
t
y

59
Q.6 Does your company post positions on the job sites and internet
searches?

120 out of 120 employer said company post positions on the job sites and
internet searches.

No. of employers

yes
no

100%

120
100
80
No. of
60
employers Yes No
40
20
0
Dabur
Company

60
Q.7 Does your company maintains and manage candidate’s file including
maintenance of database to ensure comprehensive data collection of candidates?

120 out of 120 employers said that company maintains and manage candidate’s
file including maintenance of database to ensure comprehensive data collection
of candidate.

No. of employers

yes
no

100%

120
100
80
No. of
60
employers Yes No
40
20
0
Dabur
Company

61
Q.8 How far do you think does the productivity of the employees get hampered
due to his/her marital?

50 out of 120 employers believe that the employee’s productivity gets hampered due to
his marital status to a large extent, while 30 out of 120 believe that productivity is
somewhat affected, 30 out of 120 believes that marital status does not affect the
productivity of the employee and 10 employee did not had any ans.

productivity of employers
5% 3%
3%

totally effected
somewhat effected
not effected
cannot say

90%

Productivity of employees

50

40

30

20

10

0
To a large extent Somew hat
Does not affect Cant Say
affects

Scale

62
 Q.9 How do you rate the importance of recruitment and selection
procedure in your organization?
70 out of 120 employee’s rate recruitment and selection procedure in Dabur as
very important while 50 out of 120 consider it to be important.

importance of recruitment and selection

formality
42% very important
important
use less

58%

Importance of Recruitment and Selection

70
60
50
No. of employers
40
30
Dabur
20
10
0 Formality Important Very Use Less
Important
Scale

63
EMPLOYEE QUESTIONNAIRE

Q.1 Does Dabur follow any Recruitment and Selection Procedure?

200 out of 200 employees accepted the fact that Dabur follows recruitment and
selection procedure.

No. of employees

yes
no

100%

250

200

No. of 150 Yes No

employees 100

50

0
Dabur
Company

64
 the
Q.2 Does the recruitment and selection procedure affects the performance of
employees?

Yes, it does because if in-appropriate candidates are selected it would lead to

loss of productivity, labor turnover.

180 out of 200 employees said that recruitment and selection procedure affects
the performance of the employees while 20 out of 200 employees said that it
does not.

no. of employees

10%

yes
no

90%

200

150

No. of Yes No
employees
100

50

0
Dabur

Company

65
Qno3. Does the company recruit employees internally?

200 out of 200 employees said that Dabur recruit employees internally.

No. of employees

yes
no

100%

250

200

No. of 150 Yes

No
employees 100

50

0
Dabur
Company

66
Q.3 Is the recruitment and selection procedure followed by the company
appropriate?

170 out of 200 employees believe that the recruitment and selection procedure
followed by the company is appropriate while 30 out of 200 employees
believe its inappropriate.

No. of employees

15%

appropriate
inappropriate

85%

180
160
140
120
No. of 100 Yes No
employees 80
60
40
20
0
Dabur
Company

67
Q.4 Does your company disclose the job specifications at the time of selection
of a candidate?

Disclosing of job specification basically depends on the job profile of the

candidate.

130 out of 200 employees say that the company discloses the job specifications
at the time of selection of a candidate while 70 out of 200 employees said the
company doesn’t disclose job specifications at the time of selection.

No. of employees

35%
disclose
doesn't disclose

65%

140
120
100
No. of 80 YesNo
employees 60
40
20
0
Dabur
Company

68
Q.5 Does your company ask for references at the time of selection?

140 out of 200 employees said that the company ask for references at the time
of selection while 60 out of 200 said no.

No. of employees

30%

ask
doesn't ask

70%

160
140
120
100
No. of Yes No
employees
80
60
40
20
0
Dabur
Company

69
Q.6 What percent of the selection procedure does the written test contribute?

50 out of 200 employees said that written test contributes about 20-30% of the
total selection procedure, while 120 out of 200 said written test contributes
about 30-40% of the total selection procedure and 30 out of 200 said that
written test contributes about 40-50% of the total selection procedure.

No. of employees

15%
25%

20-30%
30-40%
40-50%

60%

140
120
100
80
No. of Dabur
employees 60
40
20
0
below 10%-20% 20%-30% 30%-40% 40%-50% above
10% 50%
Producticity

70
 Q.7 Which type of interview methods does your company usually follow?

200 out of 200 said the company follows direct interview method, as well as
other method which include unstructured interview with the departmental head.

No. of employees

computerized
other

100%

120
100
80
No. of 60
employees
40
20
00 Dabur
Direct stress computerized other
Scale

71
 ANALYSIS OF DATA

o 70% of employees accepted that recruitment & selection procedure

affects the performance of the employees.
o 65% of employees as per analysis are satisfied that job specifications
basically depends on the job profile of the candidate.
o 50% of employees said that the company spends about 10%-20% of its
total expenditure on recruitment and selection.
o The analysis clearly shows that company spends about 20% - 30% of its
total expenditure on recruitment and selection.
o As per responses 70% of employees said that company ask for references
at the time of selection and rest of them said no.
o From the responses, it is clear that upto 80% of employers accepted that
the references provided by the candidates is verified.
o 90% of employer said that company positions on the job sites and Internet
searches.
o 90% of employers said that company maintains and manage candidates
file including maintenance of database to ensure comprehensive data
collection data collection of candidate.
o As per the responses 45% of employers believe that the employee's
productivity gets hampered due to his marital status to a large extent.
o 30% of them said that productivity is somewhat affected. So, there is a
need to identify this.

72
73
 RECOMMENDATIONS

The research in Dabur has helped me in broadening my view. It has helped me

to know that HR is the heart of every organization. It made me aware about how
policies play an important role in the smooth functioning of any organization.
But I have found that there is something that lacks in the company and which is
possible to overcome.

Dabur is engaged in making maximum sales, providing satisfaction to its

customers, as well as maintaining good relations with the corporate world. But
it has not thought about marinating a health relation with its employees. This is
the reason that there was an increase in the labor turnover. Also, it has never
given consideration to find the reason lying behind the same.

Employee retention is crucial to the long-term success of your business and

therefore the ability to retain employees is a primary measure of the health of
your organization. Of significant concern is the fact that unplanned employee
turnover directly impacts the bottom line of a business.

The company can undertake the following steps to maintain long and existing
relationship with its employees as well as a steady increase in sales:-
1. Employees should know clearly what is expected of them-
Continually changing expectations minimize employee’s sense of
internal security and create unnecessary stress. It is beneficial therefore
to provide a specific framework, in which people can work.

2. Employees should be provided with quality management and leadership-

It is well documented that people leave their managers more often than
they leave the company or the job. Turnover issues that cause an
74
 employee to feel unvalued by their manager include lack of feedback
about performance, lack of clarity regarding earning potential, failure to
hold scheduled meetings, and the failure to provide a framework for the
employee to succeed. Ensure that the right people are in place to lead
your teams, departments, business units and the organization as a whole
towards success.

3. The company should compensate candidates applying for any position in

the organization in case of external recruitment; this will give candidates
a positive impression about the company.

4. The references given by the candidates at the time of selection should be

brought into use and should be verified in order to avoid undesired
candidates.

5. Job specifications should be disclosed at the time of recruitment and

selection so that employees are well aware of the tasks to be performed
by them and the expectations their seniors have from them.

6. Company should undergo personality test in order to judge the

personality of the person applying for the job.

7. Company should have a round of panel interview so that decision of

selecting a candidate is not based on personal biasness of the interviewer,
interviews should therefore be followed by group discussion.

75
 CONCLUSION

REQUIREMENT :-
‘Necessity is the mother of Invention’ this is true everywhere. In the study
first of all I tried to find out the cause of the process of Recruitment and
selection.
I got the answer from Dabur that here in Dabur major cause for the process
is its Expansion program as Dabur is growing vastly. Few other reasons are
Replacement vacancy Retirement hardly takes place here.

SOURCES :-
An organization’s excellence depends upon its employee’s performance,
which has not only to be maintained on a consistent level, but also must be
improved constantly. All this can be achieved if suitable employees are
selected, through proper Recruitment and Selection procedure.

METHODS :-
For the recruitment and selection various test include for e.g. aptitude test
,personality test and group discussion. As we all know that, in today’s highly
competitive age the biggest problem is of retention of its highly skilled
employees in the organization. Recruitment plays a vital role in this regard.
But it should be seen that no system is without any flaws. Every system has
its strong and weak points and is open for change at any time.

IMPROVEMENT :-
DABUR a well-developed Selection System for its employee’s development.
Thus, the company provides scope for employees on future growth, career
planning, training and development.

76
 ANNEXURE

Form 1- Employment application form (New)

Form 2- Employment application form

(Traditional) Form 3- Interview Assessment Form

Questionnaire

Q.1How much of the total monitory expenditure does the company spends on
recruitment and selection procedure?

Below 10%
10% - 20%
20% - 30%
30% & above

Q.2 How do you rate the importance of recruitment and selection procedure in
your organization?

Formality
Important
Very Important
Use less

Q.3 How far do you think does the productivity of the employees get hampered
due to his/her marital?

To a large extent Somewhat affects

Does not affect at all Cant Say

77
Q.4 Does your company maintains and manage candidate’s file including
maintenance of database to ensure comprehensive data collection of candidates?

Yes No

Q. 5 Does the company hire consultancy firms or recruitment agency for hiring
candidates?

Yes No

Q.6 Are the references provided by the candidates verified?

Yes No

Q.7 Does your company postpositions on the job sites and internet
searches?

Yes No

78
 QUESTIONNAIRE ON RECRUITMENT & SELECTION FOR THE
EMPLOYEES

Name:

Designation:

Organization:

Age:

Date:

Q.1 Does Dabur follow any Recruitment and Selection Procedure?

Yes No

Q.2 Does the recruitment and selection procedure affects the performance of the
employees?

Yes No

Q.3 Does the company recruit employees internally?

Yes No

Q.4 Is the recruitment and selection procedure followed by the company

appropriate?
T.A.(Totally Agree) S.A.(Some What Agree),
S.D.(Some What Disagree) T.D.(Totally Disagree)

T.A. S.D.
79
S.A.
T.D.

80
 If not, then suggest the appropriate changes required in the recruitment and
selection procedure followed by the company?
……………………………………………………………..

Q.5 Does your company disclose the job specifications at the time of selection
of a candidate?

Yes No

Q.6 Does your company ask for references at the time of selection?

Yes No

Q.7 What percent of the selection procedure does the written test contribute?

Below 10%
10% - 20%
20% - 30%
30% -40%
40% -50%
50% and above

Q.8 Which type of interview methods does your company usually follow?

Direct Computerized
Group Panel
Stress

Any other …………………………………………………

Q.9 Does your company follow any of the following personality test for the
purpose of recruitment and selection?

MBTI Psychometric
FIRO_B Other

81
 BIBLIOGRAPHY

❑ Gupta C.B., Human Resource Management, Sultan Chand &

Sons, New Delhi.

❑ Dcenzo & Robbins Human Resource Management, Prentice-

Hall International.

❑ Monappa, Arun Managing Human Resources, McMillan India

❑ www.dabur.com

82