1

ACKNOWLEDGEMENT
Expression of mind by words is a difficult task; I find when it comes to an appeal of fathomless gratitude and obligation. So first of all, I would thank my faculty guide Mr. Uttam kumar whose valuable guidance helped me in deciding upon the direction and target of the internship. I owe my head heartily to all who have been inspirational , motivating and supportive throughout my project. Yes! My report is the sensible team effort of all those people mentioned, or not mentioned here. Still, it is too less to express my deep thanks to them. It is with fathomless gratitude that I express my benevolent thanks to my project guide Mr Majaz Khan, (Branch commercial manager) not only for giving excellent guidance, unabated inspiration but also for his never ending willingness to deliver generous research methodologies, timely attention and kind interest, since beginning of my course.

3 I consider myself very fortunate to work with such a disciplined and principled personalities with a futuristic view, providing moral support, constant encouragement valuable guidance in-spite of their busiest and hectic schedule. In the end, I can say only this much that all are not be mentioned but none is forgotten.

SIMRANJIT

CONTENTS

TOPIC
Introduction Summary Group profile Company profile HR at Godrej Recruitment Research methodology Objectives of study Findings Suggestion Limitations Learnings Bibliography

PAGE NO
1 4 5 6-15 16 -18 19 -33 34 34 35 35 36 37 38

SUMMARY

5 The summer internship Program was all the more a learning experience for me. Apart from working on my project, I worked with staff of the organization and got to understand the real work time conditions and learnt them. In the report, I will be explaining the recruitment part of Godrej In addition to that a brief explanation of the prominent activities performed where I contributed to the workings of the organization would be given. The report covers the introduction, process of the recruitment and the achievements of the organization. Studying these, I have attempted to make certain suggestions for the improvements in the system which I feel if implemented can go a long way in improvising the procedures thereby enhancing the efficiency. Today, in every organization

personnel planning as an activity is necessary. It is an important part of an organization. Human Resource Planning is a vital ingredient for the success of the organization in the long run. There are certain ways that are to be followed by every organization, which ensures that it has right number and kind of people, at the right place and right time, so that organization can achieve its planned objective. The objectives of Human Resource Department are Human Resource Planning, Recruitment and Selection, Training and Development, Career planning, Transfer and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs special attention and proper planning and implementation. For every organization it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure.

GODREJ GROUP

6 Established in 1897, the Godrej group has grown in India from the days of the charkha to nights at the call centers. Its founder, Ardeshir Godrej, lawyer-turned-locksmith, was a persistent inventor and a strong visionary who could see the spark in the future. His inventions, manufactured by his brother Pirojsha Godrej, were the foundation of todays Godrej empire. One of Indias most trusted brand, Godrej enjoys the patronage and trust of over 400 million Indians every single day. It started its journey as locks manufacturing company, the Godrej Group is today one of the most accomplished and diversified business houses in India. Godrej's success has been driven by the company's commitment to delivering innovation and excellence. In 1930, Godrej became the first company in the world to develop the technology to manufacture soap with vegetable oils; that spirit of innovation has continued throughout the organization's history. Today Godrej is delivering consumers exciting innovations across a spectrum of businesses. The company's pursuit of excellence is equally well established and enduring. Godrej management understands that the company's greatest asset is the trust and faith that consumers have reposed in it, and recognizes that the company must continue to earn this trust. This translates to the organization delivering outstanding quality and value in everything it does. Godrej's ethical and visionary practices have allowed the company to successfully expand into a number of businesses. Today Godrej is a leading manufacturer of goods and provider of services in a multitude of categories: home appliances, consumer durables, consumer products, industrial products, and Agro products to name a few. The group has more recently entered t e real h estate and information technology sectors, and management views these as avenues for enormous growth. The Godrej Group stands in a strong position today. With annual sales in excess of $1 billion, a workforce of approximately 20,000 and a strong diversified portfolio, Godrej has proven its ability to deliver strong financial performance.

The Godrej Group has interests in a wide range of businesses. Apart from GCPL, the major Companies In the Group include:

COMPANY PROFILE

Godrej & Boyce Manufacturing Co. Ltd was established at Lalbaug, Mumbai. This was the holding company of the Godrej Group. On 3rd March, 1932, it was incorporated with limited liability. Even though Boyce was a business partner for a limited period only, his name was retained for legal purposes. The Godrej Name displaced well established foreign brands from the Indian market. The name 'Godrej' engraved into the shiny metal of the Godrej Locks came to be known as a symbol of self reliance, trust-worthiness, assertiveness and progressiveness for a new generation of Indians. Godrej & Boyce Mfg. Co. Ltd. Appliance Division is in the business of manufacturing and or marketing Refrigerators, Washing Machines, Air Conditioners, DVD Players and Microwave Ovens. A leading manufacturer of office and home Equipment including appliances, furniture, locks, security equipment, storage solutions and Industrial equipment

Godrej Industries Ltd. A leading manufacturer of oleo chemicals that are used in more than two dozen industries. The Company also has a presence in the foods business.

Godrej Agro vet Ltd. the market leader in animal feeds and innovative agri products in India. The Company also has a presence in the branded poultry, rural retailing and oil palm sectors.

Godrej International Ltd. engaged in international trading.

Godrej Sara Lee Ltd. a joint venture with Sara Lee Corporation, USA and a leading Manufacturer of household insecticides. Geometric Ltd. a specialist in Product Lifecycle management software solutions for the Mechanical design, manufacture and industrial markets.

Godrej Properties Ltd. - a leading developer of residential and commercial premises.

Godrej Hershey Ltd. markets juices, fruit drinks, soya milk based drinks, edible oil and Packaged tea.

MISION & VISION

MISSION

Godrej Mission is to operate in existing and new businesses which capitalize on the Godrej brand and corporate image of reliability and integrity.

VISION

Commitment to Quality Customer Orientation Dedication & Commitment Discipline Honesty & Integrity Learning Organisation Openness & Transparency Respect/Care & Concern for People Teamwork Trust

MANAGEMENT

Management:
In Godrej there are different bands: O: Operation P: Promotion of product T: Technical S: Sales E: This level consists of owners and M.D

PRODUCTS

10

Appliances Offerings in the refrigerator, washing machine, air conditioner and microwave oven ranges.

FMCG Cinthol, Hersheys Chocolate Syrup, Good Knight mosquito repellent, Hair Colour and Hair Dye.

Furniture Furniture for home, office, labs, hospitals, educational institutions, shipyards, defense and establishments.

Real Estate Residential, commercial and township developments.

11 Agri Animal feed, oil palm plantations, agrochemicals and poultry.

Chemicals Oleochemicals and surfactants.

AV Solutions Display solutions, audio video conferencing solutions, electronic copy boards.

Construction Variety of construction services like real estate development, ready mix concrete, horticulture and enviro-tech.

Electricals and Electronics Industrial automation, power distribution, compressed air solutions & green business commissioning.

Locks Locking solutions for different security needs to ensure optimum safety. Some of

12 the well known brand...

IT & Software Solutions Solutions for engineering and service industry.

Machine Tool Service Provides services to recondition or rebuild machinery and to maintain machinery with appropriate contract systems.

Material Handling Counter balance trucks, forklift trucks, tyre handlers, all terrain trucks, attachments and accessories.

Precision Engineering Critical custom-built precision engineering equipments for multiple applications.

Motors

13 Specialized custom built compressor motors.

Precision Systems Machining & fabrication, heat & surface treatment, assembly, testing & supply of complex...

Process Equipment High pressure vessels, heat exchangers, columns, heavy walled reactors and other custom built equipment.

Storage Solutions Warehousing solutions, automation and consulting.

Security Solutions Safes, lockers, banking automation products, electronic security systems, premises security & hi-tech doors.

Tooling

14 Die casting dies, press tools, special purpose machines and engineering services.

Vending High quality table top beverage vending machines, services and beverages.

TIMELINE

15
y y y y y y y y y y y y

1897 - Godrej & Boyce Mfg. Co. Ltd established 1918 - Godrej Soaps Limited incorporated 1961- Godrej Started Manufacturing Forklift Trucks in India 1971- Godrej Agrovet Limited began as an Animal Feeds division of Godrej Soaps 1974 - Veg oils division in Wadala, Mumbai acquired 1990 - Godrej Properties Limited, another subsidiary, established 1991 - Foods business started 1991 - Godrej Agrovet Limited incorporated 1994 - Transelektra Domestic Products acquired 1995 - Transelektra forged a strategic alliance with Sara Lee USA 1999 - Transelektra renamed Godrej Sara Lee Limited and incorporation 2001 - Godrej Consumer Products was formed as a result of the demerger of Godrej Soaps Limited. Godrej Soaps renamed Godrej Industries Limited

y y

2002 - Godrej Tea Limited set up 2003 - Entered the BPO solutions and services space with Godrej Global Solutions Limited

2004 - Godrej Hi Care Limited set up to provide a Safe Healthy Environment to customers by providing professional pest management services

2006 - Foods business was merged with Godrej Tea and Godrej Tea renamed Godrej Beverages & Foods Limited

2007 - Godrej Beverages & Foods Limited formed a JV with The Hershey Company of North America and the company was renamed Godrej Hershey Foods & Beverages Limited

2008 - Godrej relaunched itself with new colourful logo and a fresh identity music

ACHIEVEMENTS
y

In 1897, Godrej introduced the first lock with lever technology in India.

16
y y

In 1902, Godrej made the first Indian safe. In 1920, Godrej made soap using vegetable oil, which was a huge hit with the vegetarian community in India

y y y

In 1955, Godrej produced India's first indigenous typewriter In 1989, Godrej became the first company to introduce PUF ( Polyurethane Foam) Introduced India's first and only 100% CFC, HCFC, HFC free refrigerator

AWARDS
y

GCPL, the Highest Ranked Indian FMCG in Asia's Hot Growth Companies' List by Business Week

Godrej Consumer Products Ltd. has been ranked 14th in The Best Companies to Work For study.

y y y y

Godrej Consumer Products Ranks 6th in ET-Hewitt Best Employers of India survey GCPL ranked 15th in Great Places to Work 2006 survey The Corporate Citizen of the Year Award given by Economic Times. Flagship brands Goodknight, Cinthol and Ezee selected Super brands by the Super brands Council

Godrej Sara Lee, the JV between the Godrej Group and Sara lee Corporation, USA is acknowledged the World's largest mat manufacturers and South Asia's largest manufacturers of Coils.

Godrej Consumer Products Limited, adjudged as a Business Superbrand by the Super Brands Council.

The Return on Capital Employed and Return on Net Worth ratios of Godrej Consumer Products - the highest in corporate India.

Godrej Consumer Products was awarded the "Best Managed Workforce" award given by Hewitt Associates and CNBC TV18.

Lifetime Achievement Award for Godrej Industries from CHEMEXCIL, the Basic Chemicals Pharmaceuticals and Cosmetics Exports Promotion Council

HR AT GODREJ

17 Employee care is an important part of CSR policy of Godrej. Employees are taken care as an important asset of the Organization. Following chart depicts well the HR part at Godrej.

Planning:
HRP is understood as the process of forecasting an organizations future demand for, and supply of, the right type of people in the right number. It is only after this that the HRM department can initiate the recruitment and selection process. HRP is a sub-system in the total organization planning. Organizational planning includes managerial activities that set the companys objectives for the future and determines the appropriate means for achieving those objectives. .an integrated part of strategic management HRP is variously called strategic manpower planning, or for employment planning.

PLANNING IN GODREJ

18 The costs of Human Resource planning are kept minimal as each plant/ profit centre has its own Personal Department which provides all the respective plants requirements. Each personal department comprises of four members.

The short term planning is conducted by each plants personal department with each teams respective heads. The Long term planning is performed by superiors of each accordance with companys interests and objectives. The internal detailed planning is planned by each team separately. In this way, it is lesser time consuming, energy, economic and also effective. The decisions are agreed upon by most of the team members so they are more focused, clear, satisfied that even they have a say in the working and meeting the targets set. department in

BEST HR PRACTICES AT GODREJ

WORK CULTURE
Creating and maintaining an energetic and innovative work culture is at the heart of their corporate strategy. They strive to create an organization wherein each employee is a stakeholder in building and defining the culture of the organization and has the opportunity and flexibility to define their canvas of roles and responsibilities.

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OPPORTUNITY FOR GROWTH

The work culture in Godrej supports learning at every stage of ones work life. Opportunities in learning are available in the technical, functional, behavioural general management and leadership areas through options like EDPs (Executive Development Programmes), MDPs (Management Development Programmes), E-learning and On. The Job exposure to International Practices. Respect and recognition of performance is an inextricable part of our work culture.Consistent performance becomes the benchmark for growth opportunities, job rotations, remuneration, reward and recognition. They provide equal opportunities to their employees to grow both horizontally & vertically through cross functional, cross business and cross locational job rotations. This gives immense opportunities to professionals to add value to themselves & to satisfy their career aspirations

TRAINING AND DEVELOPMMENT Parivartan(Training Program) was launched in September 2000 in GSL to train new as well as existing employees on various aspects of the business and to motivate them. In 2001, new initiatives like Young Entrepreneurs Board (YEB), Red and Blue Teams, Mentoring and Reverse Mentoring were introduced in the Godrej Group, (Godrej) to encourage the involvement of youth in strategic decision-making. In early 2002, a need was felt among the top brass of Godrej to instill a performance- driven culture in the company. In addition to upgrading the talents of existing employees, Godrej had to train new recruits. Thus, Godrej developed a comprehensive and innovative training programme for management trainees and named it Godrej Accelerated Learning Leadership and Orientation programme GALLOP. The objective of GALLOP was to develop a newcomer into a professional by giving him or her exposure to various departments and inculcate in him or her, a sense of belonging. Later, in September 2002, GIL introduced Spark, a training programme for managers to help them become effective coaches. Towards the end of 2002, E-gyan was introduced in GIL to increase the learning potential of employees.

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PROJECT RECRUITMENT
R ecr uit ment mea ns t o es t i mat e t he a va ila bl e va ca nci es a nd t o ma ke s uit abl e arr angement s f or t heir s el ect i on a nd a ppoi nt ment . R ecr uit ment is under s t ood as t he pr oces s of s ear chi ng f or and obt ai ni ng a ppli ca nt s f or t he j obs , fr om a mong whom t he r i ght peopl e ca n be s el ect ed. A f or mal defi nit i on s t at es , It is t he pr oces s of fi ndi ng a nd at t ract i ng capabl e appl ica nt s f or t he empl oyment . T he pr oces s begi ns when n ew r ecr uit s ar e s ought a nd ends when t heir a ppli ca nt s ar e s ub mit t ed. T he r es ult is a pool of appl i ca nt s fr om whi ch new empl oyees ar e s el ect ed. I n t his , t he ava ila bl e va ca nci es ar e gi ven wi de publi cit y a nd s uit abl e ca ndi dat es ar e enc our a ged t o s ubmit appli cat i ons s o as t o ha ve a pool of eli gi bl e ca ndi dat es f or s ci ent ifi c s el ect i on. I n r ecr uit ment , i nf or mat i on is coll ect ed fr om i nt er es t ed ca ndi dat es . F or t his di ff er ent s our ce s uch as new s paper a dver t is ement , empl oyment excha nges , i nt er nal pr omot i on, et c. ar e us ed.

NEED FOR RECRUITMENT

T he need f or r ecr uit ment ma y be due t o the f oll owi ng r eas ons / s it uat i on: a) Va ca nci es due t o pr omot i ons , tr ans f er , r et ir ement , t er mi nat i on, per ma nent dis a bi lit y, deat h and labour t ur nover . b)Cr eat i on of new va ca nci es due to t he gr owt h, expa ns i on a nd

di ver s if i cat i on of bus i nes s act i vit i es of a n ent er pr is e. I n a ddit i on, ne w va ca nci es ar e pos s i bl e due t o j ob s pecifi cat ion.

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PURPOSE & IMPO RTANCE OF RECRUITMENT

1. D et er mi ne t he pr es ent a nd f ut ur e r equir ement s of t he or ga ni zat i on on conj unct i on wit h it s per s onnel -pla nni ng a nd j ob ana l ys is act i vit i es . 2. Incr eas e t he pool of j ob ca ndi dat es at mi ni mu m cos t 3. H el p r educe t he pr obabilit y t hat j ob appl ica nt s , onc e r ecr uit ed a nd s el ect ed, wil l l ea ve t he or ga nizat i on onl y aft er a s hor t per i od of t i me. 5. Meet t he or ga ni zat i ons l egal a nd s ocia l obl i gat i ons r egar di ng t he compos it i on of it s wor k f or ce. 6. Begi n i dent if yi ng a nd pr epar i ng pot ent ial j ob appli ca nt s who wi ll be appr opr iat e ca ndi dat es . 7. Incr eas e or ga ni zat i onal a nd i ndi vi dua l eff ect i venes s i n t he s hor t t er m a nd l ong t er m. 8. Evaluat e t he eff ect i venes s of var i ous recr uit i ng t echni qu es and s our ces f or all t ypes of j ob appli ca nt s .

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SOURCES OF RECRUITMENT

Internal External

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RECRUITMENT AT GODREJ
The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the recruitment strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: * Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: Posts to be filled Number of persons Duties to be performed Qualifications required * Preparing the job description and person specification. * Locating and developing the sources of required number and type of employees (Advertising etc). * Short-listing and identifying the prospective employee with required characteristics. * Arranging the interviews with the selected candidates. * Conducting the interview and decision making

Overall recruitment and selection policy of organization  Recruitment Section initiates the process of recruitment either through internal promotions/transfers or external recruitment  All Operational band non-engineering vacancies are advertised internally through notices.  Vacancies in unionised categories are also advertised internally through notices.

24 Recruitment takes place in close liaison with the Division and Branch personnel. CPD facilitates the whole process The final users decide on the personnel to be selected for their Division/Branch keeping in mind the guidelines laid down in the Recruitment Policy. The selected personnel are appointed subject to their passing pre-employment medical examination by the Company's Medical Officer or by a Medical Practitioner of the Company's choice for the personnel to be appointed at locations other than Mumbai. CPD to make offer to the selected candidates strictly in line with the present salary fixation policy

Recruitment Section, Corporate Personnel Department. The Branch concerned, as the case may be. Formalities to be Completed Appointment Letter Appointment letter is issued at the Recruitment Section the branch Salary Code The Appointment Letter inter alia contains a code number which will be used and referred for various purpose like wages/salary, attendance, PF, etc. This code number is a unique code and should never be used again for any other employee at any time in future. Permanency of Salary Code Code number allotted to an employee during his tenure as a temporary employee shall remain unchanged when he/she is absorbed in regular employment subsequently.

25 Code number once allotted to an employee will remain unchanged through out his/her service with the Company.

The requirement of work force arises when a post gets vacant that happens due to promotion and/or when an employee leaves the organization. There are vacancies all round the year. In case it doesnt have availability of human resources to meet the requirement, then it contacts and takes help from the mother pool and in this way requirement is met. Mother pool is a database system where all resumes and work force is directed to the recruitment Then it is announced through websites of Godrej to all of its branch offices regarding the vacancy, designation, work expected out of them, minimum requirements of applying, etc. An outside applicant can also apply for the post.

Employees in the other branches can also apply for change of place or kind of work. E.g. an employee working in Ahmadabad branch as an accounts executive can apply in Mumbai branch for any post in only the next level, including he has capabilities. Also there is campus recruitment. Their campus recruitment programme is geared towards nurturing young talent and helps them make a smooth transition from B-schools and colleges to the work place. Through the empowered internship programmes also the robust induction which involves stimulating assignments and myriad projects across functions and businesses they provide challenging &fulfilling carrier options.

26

RECRUITMENT PROCESS

R ecr uit ment r ef er s t o t he pr oces s of i dent if yi ng a nd at t r act ing j ob s eeker s s o as t o buil d a po ol of qual ifi ed j ob appli ca nt s . T he pr oces s compr is es fi ve i nt er r elat ed s t a ges : 1. Pl anni ng. 2. S trat egy devel op ment. 3. S earchi ng. 4. S creeni ng. 5. Eval uat i on and cont rol

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STAGE 1: RECRUITMENT PLANNING :

T he fir s t s t age i n t he r ecr uit ment pr oces s is pla nni ng. P la nni ng i nvol ves t he t rans lat i on of l i kel y j ob va ca nci es a nd i nf or mat i on. Or ga nizat i on, near l y al wa ys , pla n t o at t r act mor e appl i ca nt s t ha n t hey wi ll hir e. S ome of t hos e cont a ct ed wi ll be uni nt er es t ed, unqual ifi ed or bot h. Ea ch t i me a r ecr uit ment P r ogr a mme is cont emplat ed, one t as k is t o es t i mat e t he nu mber of appli ca nt s nec es s ar y t o fill all vaca nci es wit h t he qualifi ed peopl e

STAGE 2: STRATEGY DEVELOPMENT :

When it is es t i mat ed t hat what t ypes of r ecr uit ment a nd how ma ny ar e r equir ed t hen one has conc ent r at e i n ( 1). Make or Buy empl oyees . (2). T echnol ogi ca l s ophis t i cat i on of r ecr uit ment a nd s el ect i on devi ces . (3). G eogr aphi cal dis t r ibut i on of la bour ma r ket s compr isi ng j ob s eeker s . (4). S our ces of r ecr uit ment . (5). S equenci ng t he a ct i vit i es i n t he r ecr uit ment pr oces s . Make or Buy : Or ga nis at i on mus t deci de whet her t o hi r e l e s kil l ed empl oyees a nd i nves t on t r ai ni ng a nd educat i on pr ogr a mmes , or t hey ca n hir e s ki ll ed labour and pr of es s i onal. T he s econd decis i on i n s t r at egy devel opment r elat es t o t he met hods us ed i n r ecr uit ment a nd s el ect i on. T his decis i on is mai nl y i nfl u enc ed by t he ava ilabl e t echnol ogy

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STAGE 3: SEARCHNG:
O nce a r ecr uit ment pla n and s t r at egy ar e wor ked out , t he s ear ch pr oces s ca n begi n. S ear ch i nvol ves t wo s t eps A). S our ce act i vat i on a nd B). S ell i ng

STAGE 4: SCREENING:
S cr eeni ng of a ppli ca nt s ca n be r egar ded as an i nt egr al par t of t he r ecr uit i ng pr oces s , t hough ma ny vi ew it as t he fir s t s t ep i n t he r ecr uit ment a nd s el ect i on pr oces s . E ven t he def i nit i on on r ecr uit ment , we quot ed i n t he begi nni ng of t his chapt er , excl udes s cr eeni ng fr om it s s cope. H ow ever , w e ha ve i ncluded s cr eeni ng i n r ecr uit ment for vali d r eas ons . T he s el ect i on pr oces s wil l begi n aft er t he appl i cat i ons ha ve been s cr ut i ni zed a nd s hor t lis t ed. H ir i ng of pr of es s or s i n a uni ver s it y is a t ypi cal s it uat i on. Appl icat i on r ec ei ved i n r es pons e t o a dver t is ement s is s cr eened a nd onl y el i gi bl e appl i ca nt s ar e call ed f or an i nt er vi ew. A s el ect i on commi t t ee compr is i ng t he Vi ce- cha ncel l or , Regis t r ar and s ubj ect exper t s conduct s i nt er vi ew. H er e, t he r ecr uit ment pr oces s ext ends up t o s cr eeni ng t he appl icat i ons .

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STAGE 5 : EVALUATION AND CO NTRO L :

E val uat i on a nd cont r ol is neces s ar y as cons i der abl e cos t s ar e i ncur r ed i n t he r ecr uit ment pr oces s . T he cos t s gener all y i ncur r ed ar e: 1. Salar ies f or r ecr uit er s . 2. Ma na gement a nd pr of es s i onal t i me s pent on pr epar i ng j ob des cr ipt i on, j ob s pecifi cat i ons , adver t is ement s , agency lia is on a nd s o f or t h. 3. T he cos t of a dver t is ement s or ot her r ecr uit ment met hods , t hat is , agency f ees . 4. Recr uit ment over hea ds and a dmi nis t r ati ve expens es. 5. Cos t s of over t i me a nd out s our ci ng whi l e t he va ca nci es r emai n unf il l ed. 6. Cos t of r ecr uit i ng uns uit abl e ca ndi dat es for t he s el ect i on pr oces s .

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RECRUITMENT PLANNING IN GODREJ

Recruitment planning on the basis of budget

A. The manpower planning process for the year would commence with the companys budgeting activity. The respective Functional heads would submit the manpower requirements of their respective functions/ departments to the board of Directors as part of the annual business plan after detailed discussion with the head of human Resource Function along with detailed notes in support of the projected numbers assumptions regarding the direct and indirect salary costs for each position. B. A copy of the duly approved manpower plan would be forwarded by the HR department for their further actions during the course of the year. The annual budget would specify the manpower requirement of the entire organization, at different levels, in various functions/departments, at different geographical locations and the timing of the individual requirements. It would also specify the requirement budget, which is the cost allotted towards the recruitment of the budgeted staff and the replacement of the existing employees. The manpower plan would also clearly indicate the exact time at which the incumbent should be on board in such a way that the Regional HR has adequate notice for the time lapses involved in sourcing any other activities. C. The Regional HRs would undertake the planning activity and necessary preparations in advance of the anticipated requirements, as monthly and quarterly activities on the basis of the approved budget, estimated separations and replacements therefore.

31 D. The vacancies sought to be filled or being filled shall always be within the approved annual manpower budget and no recruitment process shall be initiated without the formal concurrence of the Head of the Regional HR under any circumstance. Head of the Regional HR shall also have the responsibility to monitor the appointments being considered at any point of time with specific respect to the duly approved manpower budgets .

E. SOURCING OF SUITABLE CANDIDATES F. Selection of Sources

G. Regional HR would tap various sources/channels for getting the right candidate. Depending on the nature of the position/grade, volumes of recruitment and any other relevant factors, the Regional HR would use any one multiple sources such as: H. I. Existing database (active application data bank); Employee referral as per any company scheme that may be approved from time to time; J. Advertisement in the internet/newspapers/magazines/companys sites/job sites or any other media; K. L. Placement Agencies (particularly for positions of Managers and above); Headhunting firms particularly for senior positions, specialist positions and critical positions; M. N. O. Direct recruitment from campuses/academic institutes; Job websites and Any other appropriate sources.

Screening the candidates

First level screening The Candidates would be screened by the HR Manager/Branch Manager for the respective locations. Screening would be on the basis of the profile of the candidate and the departmental requirements. This assessment will be with respect to:

32 a. The general profile of the candidate, b. Personality fit of the candidate into the profile, c. Aptitude/attitude of the candidate, d. Motives of the person to join the company and whether focus is in the short term or is a long term player, e. Basic skill level on our set of requirements, say numerically ability, networking ability, etc f. Establish the annual guaranteed cash compensation of the individual and check whether the person would fit into the system. g. Explain the role of Sales manager to the applicant and check the acceptance of the candidate for the same. In case of need, the Regional HR may take a Tele interview of the candidate for further assessment process. Second Level Screening Aptitude Test If the first assessment is positive, the candidates will give the aptitude test, once such test is selected approved by the company. The scoring, interpretation and the generation of interview probes from that test will also be done at this time. People who qualify the minimum criteria on this test will be put up on to the Functional Head (VPs in case of HO) for functional assessment and suitability into the role. Tied Agency Sales Manager candidates short listed by the BM have will then take sales Aptitude test, once such a test is finalized. For the final selection, the regional Manager (Business Heads for HO) will meet the candidates short listed by the branch manager/VP. The chart specifying the Minimum approval level for each level of recruitment is specified below:
Category Branch Manager/Chief Manager Area Manager/AVP/VP Business Heads Managing Director

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CSE/ADVISORS BIC BM/CM SM Yes Yes Yes Yes No Yes Yes Yes No No Yes Yes No No No Yes

General Norms regarding interview Process: A. Interviews should consider the entire data provided by the candidate either through the formal CV or otherwise before coming to a conclusion about the candidate. They may insist on seeing the proof of the claims made by the candidate regarding qualifications, experience and other achievements. They may, at their discretion, decide to meet the candidate on more than one occasion or to refer the candidate to another panel. B. Ratings on various attributes of the candidates shall be recorded in the interview evaluation sheet, soon after the interview is over. Along with these numerical ratings, qualitative observations about the candidate and overall decision regarding selection or otherwise (including a decision to defer the induction, referral to another panel, considering for another position) shall be forwarded to the associated Recruitment Manager/ Head of Regional HR. Individual panel members have the option of appending their additional remarks/observations. A. Employment offer letter A. When a recruitment Manager is fully satisfied about the selection of the right candidate and about completion of all the formalities connected with the appointment of candidate including requisite documentation, satisfactory reference check reports and medical fitness, he/she would forward the relevant papers listed below to the head of recruitment. Personal Data form

34 Employee requisition form duly filled by the regional Head/Branch Manager Interview evaluation sheet filled by the regional head/Branch manager/interviewer with his/her comments. Latest and updated resume of the candidate Photocopy of the appointment letter of the last employer or latest salary slip. Employment details. Two Professional references. Language Proficiency.

B. Document check list for every grade is as follows: Authorization Release Form. Background check Form. Highest Education certificate. Highest Education mark sheet. 1 Month Salary Slip of Current Employer. 1 Month Salary Slip of Last Employer. Relieving Letter of last Employment. Proof of Residence. 2 Passport Size Photograph.

35 C. Regional HR manager will take the signature of Head-HR on the employee requisition form and forward the papers to the employee service team for issuance of the offer letter. D. Employee services team will issue offer letter, to be signed by the National Recruitment Manager or Chief Manager-HR, and send the same to the concerned Branch Manager/ HR Manager. E. It would be the responsibility of the Branch Manager/HR Manager to ensure that the accepted copy of the offer letter is forwarded to the employee service team within a week of receipt of the offer letter. Till this letter is issued, the offer has not taken place in formal sense. A copy of the offer letter shall be duly signed and returned to the candidate. Candidate would be expected to fulfill various joining formalities, which are also formally communicated to him/her in the form of a checklist that is attached to the letter of offer.. F. The employee service team will follow up Branch Manager/Regional HR Manager for the joining of the candidate and will collect all relevant documents from the candidate including the joining report, before issuing the appointment letter. The employee service team may enlist the help of the Branch Manager to ensure that all necessary documents within ten days o the person joining. After the of all necessary documents, the employee service team will send the appointment letter to the new joinee. G. Once the documentation is complete for the new joinee (including the accepted appointment letter), people who may have joined before 20th of the month but have not been included in the payroll for the month because of delay in receipt of papers will be given ad-hoc salary advance (up to maximum of 65% of the prorated salary). This advance will be adjusted once the person gets included in the subsequent months payroll. H. If the person does not submit the relieving letter from the previous organization, where required to be submitted as per the table given above, within three months of joining, the employee service manager can put their salary on hold till such time as the said documents are received.

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Guidelines
I. J.
The ima g

K. 1) The employee (Referrer), must personally know the candidate he / she is referring. It is important that they have personal knowledge about the referred candidates qualifications, caliber and potential. In the event of the CV of the candidate is found to be fraudulent or containing inaccurate or false information, then the Referrer will be liable for appropriate action as deemed fit and proper by the Management.
L. M. N. 2) All referrals must be submitted on a duly completed G&B - Employee Referral Programme Form, or can be collected from Ms.Reena Lakra, Sr. Manager Recruitment, Corporate Recruitment Department, Plant 11, (rl@godrej.com, Extn. 4167). A copy of the form is enclosed in the Annexure. The Referral Form should be accompanied by a CV of the candidate. O. P. Q. 3) All referrals must be submitted through Divisional Personnel Head to Corporate Recruitment. R. S. T. 4) The G&B ERP comes into effect from 1st December 2006. U. V. W. 5) The Corporate Human Resources Department Recruitment Section will coordinate the entire process and the referrer(s) would be informed of the status of the referred candidate. X. Y. Z. 6) In case, the same candidate is referred by more than one employee, the employee who has referred the candidate first, as per the record of Corporate Human Resources

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Department, for that position would be eligible for the G&B-ERP Reward (only if the candidate is selected and employed against the position advertised). AA. BB. CC. 7) A candidate once referred and not selected cannot be referred again for the same / similar position(s) for a period of 6 months. If, however, a candidate has been referred for a particular position which stands closed before initiation of the recruitment process then the employee can refer the candidate again for similar / suitable positions. DD. EE. FF. 8) There is a maximum limit of 6 referral rewards per employee per financial year. GG.

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OBJECTIVES
Every task is undertaken with an objective. Without any objective a task is rendered meaningless. The main objectives for undertaking this project are:

PRIMARY OBJECTIVES
 To gain insight to recruitment system at Godrej.

SECONDARY OBJECTIVES
 To link the theoretical concepts of Recruitment with Practical aspects of the same.  To observe the work environment in organization.

METHODOLOGY DATA COLLECTION: As my project is based on secondary data, so data collection

is done through Companys Website & policy manuals.

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RECOMMENDATIONS & SUGGESTIONS

 "Delays" should be compressed in your hiring process.  Tie up with more & more consultants from multiple segments.  Reduce the pre offer formalities.
 Create winning impression even on those who are not selected.

FINDINGS
Recruitment is done throughout the year more during the months of May-June and Oct-Nov  Huge investment of time;
 Huge recruitment cost;

To pursue these, I would be going through the recruitment policies of the company. By active participation in the recruitment process, the areas where improvement can be bought about can be identified. Thus the whole research would be done under the guidance of external guide. It will also involve recruitment and selection processes, reading the material provide internally by the organization, information from the new employees.

40 LIMITATIONS Difficulties:  Candidates were reluctant to talk at times.  Candidates who were scheduled for interview would not turn up.  Candidates were to be searched from the job portals and called up to be scheduled for an interview.  A summer trainees we could not separate systems to work on;  At times many people had for couple of hours to work on the computer;  Did not secure cooperation easily;  People did not disclose much about their employee details.

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LEARNINGS
Every endeavor undertaken to accomplish challenging goals, can only be successful under the experienced and encouraging guidance. I am privileged to have undergone training at Godrej. As learning never stops, my learning at Godrej has come from a lot of exposure. In brief my learning and achievements can be summarized as under:  Understanding of person and profile  Following up with the candidates during the entire selection process;  Learning about salary fitments.  Communicating with the corporate;  Performance appraisals, its various types, implications and significance;  Handling queries received from various quarters;

 Reply to official mails.

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REFERENCES

Websites: www.connect.godrej.com www.godrej.com

Books: B.K.Karanjia, Godrej-A Hundred Years

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REFERENCES

 www.connect.godrej.com

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