DECLARATION

I NIDHI BHADANA hereby declare that the project titled RECRUITMENT AND
SELECTION PROCESS IN DABUR is my own work and efforts which is
completed under the supervision of Mr. PARITOSH SHARMA.

The Research report has been submitted to Vidya , Ghaziabad for the purpose of the
compliance of any requirement of any examination or any degree earlier.

NIDHI BHADANA
MBA III Sem
Roll No. - 0821002281

ACKNOWLEDGEMENT
When a person is help, guide and co-operated his or her heart is bound to
pay gratitude.
It is not a single mans effort which is sufficient for the accomplishment of
a Research. Various factors, situations and persons integrate to provide the
background for accomplishment of a task requires the effort of so many
people and the work is no different.
I acknowledge here the names of those people who have been instrumental
in preparation of this Research.
I am sincerely indebted to Mr. Paritosh Sharma (Asst. H.R. Manager,
Dabur India Limited) for his valuable suggestion and inspiration to undergo
this study and his unstilted help which he gave for the completion of this
Research.
My grateful thanks are also due to various others technocrats, who inspire
of there multifarious pre-occupation, were kind enough to spare time to
grant me personal help and others cooperative activities. I would also like
to thanks co-operation for providing the recruitment & selection and
supplemental information used in this study.

JUHI SHARMA

PREFACE

The purpose of my research report 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, recruitment& selection.

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

is

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,

knowledge
decision.

and
Dabur

empowered,
confidence

to

recognizes

professionals

with

take

independent

each

employees

individuality, ability and efforts and also applauds for

their contribution to the success of the group.

TABLE OF CONTENTS
Preface

Executive summary

Objective of Study

Introduction

Company profile

21

Recruitment & selection process in Dabur

44

Research methodology

49

o Research design
o Data collection
Data Analysis

53

Findings

73

Conclusion

75

Recommendations

77

Limitations

80

Bibliography

81

Questionnaire

82

EXECUTIVE SUMMARY
The recruitment and selection procedure of the company determines the level
of achieving organizational goals in the long run. As per definition it is stated
that which is all about selecting right person for the right job at the right time
at the best possible position. Although it sounds quite simple but it is also not
an easier job to evaluate a person with his ability and skills that may satisfy
the core competency for the job so that his degree of willingness to pursue a
job becomes positive. From job seekers prospective it is the core
competencies, which matter much for a job. So it is the effective recruitment
and selection procedure, which determines not only the right candidature for
a job but also a long-term accomplishment of organizational goals.
I have chosen Dabur for studying their methods of recruitment and
selection function. In the course of study I came to know that, it has the
probability of achieving more than 50% of the people to be placed for the
right job, which reflects some of the unique ways for recruiting the
candidates to fill up various vacancies.
The aim of the company is to achieve overall organizational goal not only
by way of fulfilling the targeted top-line but also employee satisfaction
towards various position of job to the maximum level. This I will see as I
proceed subsequently in my Research.

Basically recruiting is the discovering of potential candidates for actual or

anticipated organizational vacancies. It also can be said in another way that
bringing together those with jobs to fill and those seeking jobs.
It is important to study Recruitment and Selection because through it I
can identify our human resource needs. I can know what kind of people must
be select to fill up the specified vacancies.
The ideal recruitment effort will attract a large number of qualified
applicants who will take the job if it is offered. It should also provide
information so that unqualified applicants can self select themselves out of
job candidacy, that is, a good recruiting program should attract the qualified
and not attract the unqualified.
Recruiting people is done by various ways, for the study first I have to
know the recruiting sources. There are internal and external sources as well
as employee referrals/recommendation.
In this Research I am studying recruitment and selection process of
Dabur. To find out actual recruitment and selection process of Company is
my main objective of study.
Through this kind of surveys I will be able to achieve real recruitment
program of the company where for all kinds of operational level technical
qualification is needed. I also have the picture of Selection cost of the
company. It is very interesting to study recruitment and selection process as
it will give me clearer picture of the process.
7

Objective of Study

The basic objective of this report is to Recruitment and selection

process In Dabur. Following fundamental objectives have been
identified as the sub-objectives of the study:-

1. To study the identity of the recruitment & selection process in the

organization as a whole.

2. To find out the employees as per companys vacancies.

3. To find out the various sources of advertisement of vacancies

like-media (electronic or paper or both), schools, posters etc.

4. To study the work environment and select the pattern of

interview, which can help out to select the suitable employee for
the organization.

5. To study the interpersonal relationship.

INTRODUCTION
8

Recruitment is the discovering of potential applicants for actual or anticipated

organizational vacancies. Certain influences constrain managers in determining
recruiting sources such as image of the organisation, internal policies,
attractiveness of the job, union requirements, government requirements and
recruiting budgets.

Popular

sources

of

recruiting

employees

include

internal

search,

advertisements, employee referrals, employment agencies, schools, colleges and

universities; professional organizations and casual or unsolicited applicants. In
practice, recruitment methods appear to vary according to job level and skill.

Proper selection can minimize the costs of replacement and training, reduce
legal challenges, and result in more productive workforce. The primary purpose
of selection activities is to predict which job applicant will be successful if
hired. During the selection process, candidates are also informed about the job
and the organisation.

The discrete selection process would include the following: initial screening
interview,

completion

of

the

application

form,

employment

tests,

comprehensive interview, background investigations, physical examination and

final employment decision. In the discrete selection process, an unsuccessful

performance at any stage results in the rejection of the applicant.

An alternative to the discrete selection process is the comprehensive approach,

where all applicants go through every step in the selection process and the final
decision is based on a comprehensive evaluation of the results of each stage. To
be an effective predictor, a selection device should be reliable, valid and predict
a relevant criterion.

Selection devices provide managers with information that will help them predict
whether an applicant will prove to be a successful job performer. The
application blank is effective for acquiring hard biographical data, while the
weighted application can provide information for predicting job success.

Traditional tests that assess intelligence, abilities and personality traits can
predict job proficiency but suffer from being non-job related. On the other
hand, interviews consistently achieve low marks for reliability and validity.
Background investigations are valuable when they verify hard data from the
application, although they offer little practical value as selection devices.
Physical examinations are valid when certain physical characteristics are
required to be able to perform a job effectively.

10

SCOPE OF STUDY

The scope of study is to observe the degree of satisfaction levels of the

employer as well as the employees towards the process of recruitment and
selection techniques adopted by the company. It will also show the deviations if
any, towards this affect that will be experienced in research. Apart from getting
an idea of the techniques and methods in the recruitment procedures it will also
give a close look at the insight of corporate culture prevailing out there in the
organization. This would not only help to aquanaut with the corporate
environment but it would also enable to get a close look at the various levels
authority responsibility relationship prevailing in the organization. Also the
stipulated time for the research is insufficient to undergo an exhaustive study
about the topic assigned and moreover the scope of the topic (recruitment and
selection) is wide enough, so it is difficult to cover all the topic within the
stipulated time.

11

HISTORY OF COMPANY
M ILESTONES TO SUCCESS
Dabur India Ltd. made its beginnings with a small pharmacy, but has continued
to learn and grow to a commanding status in the industry. The Company has
gone a long way in popularizing and making easily available a whole range of
products based on the traditional science of Ayurveda. And it has set very high
standards in developing products and processes that meet stringent quality
norms. As it grows even further, Dabur will continue to mark up on major
milestones along the way, setting the road for others to follow.
1884 - Established by Dr. S K Burman at Kolkata
1896 - First production unit established at Garhia
1919 - First R&D unit established
Early 1900s - Production of Ayurvedic medicines Dabur identifies nature-based
Ayurvedic medicines as its area of specializations. It is the first Company to
provide health care through scientifically tested and automated production of
formulations based on our traditional science.

12

1930 - Automation and upgradation of Ayurvedic products manufacturing

initiated
1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated
1940 - Personal care through Ayurveda Dabur introduces Indian consumers to
personal care through Ayurveda, with the launch of Dabur Amla Hair Oil. So
popular is the product that it becomes the largest selling hair oil brand in India.
1949 - Launched Dabur Chyawanprash in tin pack Widening the popularity and
usage of traditional Ayurvedic products continues. The ancient restorative
Chyawanprash is launched in packaged form, and becomes the first branded
Chyawanprash in India.
1957 - Computerization of operations initiated
1970 - Entered Oral Care & Digestives segment Addressing rural markets where
homemade oral care is more popular than multinational brands, Dabur
introduces Lal Dant Manjan. With this a conveniently packaged herbal
toothpowder is made available at affordable costs to the masses.
1972 - Shifts base to Delhi from Calcutta
1978 - Launches Hajmola tablet Dabur continues to make innovative products
based on traditional formulations that can provide holistic care in our daily life.
An Ayurvedic medicine used as a digestive aid is branded and launched as the
popular Hajmola tablet.
1979 - Dabur Research Foundation set up

13

1979 - Commercial production starts at Sahibabad, the most modern herbal

medicines plant at that time
1984 - Dabur completes 100 years
1988 - Launches pharmaceutical medicines
1989 - Care with fun The Ayurvedic digestive formulation is converted into a
children's fun product with the launch of Hajmola Candy. In an innovative
move, a curative product is converted to a confectionary item for wider usage.
1994 - Comes out with first public issue
1994 - Enters oncology segment
1994 - Leadership in health care Dabur establishes its leadership in health care
as one of only two companies worldwide to launch the anti-cancer drug Intaxel
(Paclitaxel). Dabur Research Foundation develops an eco-friendly process to
extract the drug from its plant source
1996 - Enters foods business with the launch of Real Fruit Juice
1996 - Real blitzkrieg Dabur captures the imagination of young Indian
consumers with the launch of Real Fruit Juices - a new concept in the Indian
foods market. The first local brand of 100% pure natural fruit juices made to
international standards, Real becomes the fastest growing and largest selling
brand in the country.
1998 - Burman family hands over management of the company to professionals
2000 - The 1,000 crore mark Dabur establishes its market leadership status by
staging a turnover of Rs.1, 000 crores. Across a span of over a 100 years, Dabur
14

has grown from a small beginning based on traditional health care. To a

commanding position amongst an august league of large corporate businesses.
2001 - Super specialty drugs with the setting up of Dabur Oncology's sterile
cytotoxic facility, the Company gains entry into the highly specialized area of
cancer therapy. The state-of-the-art plant and laboratory in the UK have
approval from the MCA of UK. They follow FDA guidelines for production of
drugs specifically for European and American markets.
2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4 crore
2003 - Dabur demerges Pharmaceuticals business
2005-Dabur acquires balsara
2006-Dabur announces bonus after 12 years
2006-Dabur crosses $2 bin market cap, adopts US GAAP

15

MAINTAINING GLOBAL STANDARDS

As a reflection of its constant efforts at achieving superior quality standards,
Dabur became the first Ayurvedic products company to get ISO 9002
certification.

SCIENCE FOR NATURE

Reinforcing its commitment to nature and its conservation, Dabur Nepal, a
subsidiary of Dabur India, has set up fully automated greenhouses in Nepal.
This scientific landmark helps to produce saplings of rare medicinal plants that
are under threat of extinction due to ecological degradation.

16

RECRUITMENT
Recruitment and selection are the most important
functions in an organization because with the help of
these

functions

available

the

candidate

management
from

selects

batch

of

the

best

them.

The

organizations, in this growing competitive world, need to

have the best of the manpower so as to have an edge
over its competitive.

According to Flippo, "Recruitment is the process of

searching for prospective employees and stimulating
and

encouraging

them

to

apply

for

jobs

in

an

organization."

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."

17

The recruitment needs can be classified into

Planned.

Anticipated.

Unexpected.

Planned need arise from changes in the organization

and retirement policy. These occur due the expected
changes in the organization 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.

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.

18

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 organization.

It is an on going function in all the organizations,

but the volume and nature of recruitment varies
with

the

size,

nature

and

environment

of

the

organization.

It is a complex process because a number of

factors affect it --the nature of the job offered,
image of the organization, organizational policies,
working conditions etc.

SOURCES OF RECRUITMENT:
The various sources of recruitment are -

19

 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.

External Sources: Consist of

Press advertisements.

Campus Interviews.

Placement Agencies.

Recommendations.

Recruitment at factory gate.

Employment Exchanges.

During my short stint at 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,
20

technical

know-how

knowledge,

and

pharmaceutical

of

latest

computer

industry

to

industrial

technical

applications

manual

workers.

to
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 organization.

21

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
organization. Selection is a negative process because in
this process the management tries to minimize 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.
22

Application Form.

Selection Test.

Selection Interview.

Physical Examination.

Reference Check.

Final Approval.

Employment.

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 organization. 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.

23

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 organization 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 organization. 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

databank

of

the

applicants.
Selection

Tests

are

being

increasingly

used

in

employee selection. Tests are sample of some aspect of

an individual's attitudes, behavior 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
24

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.

Selection Interview involves the interaction of the

employer and the 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.

25

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 organization contacts them by
mail or telephone. They are requested to provide their
frank opinion about the candidate without incurring a
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 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.

26

Selection

is

an

important

function

as

no

organization can achieve its goals without selecting

right persons for the required job. Faulty selection
leads to 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.

27

COMPANY PROFILE

WHAT IS LIFE WORTH WHICH CAN NOT BRING COMFORT TO OTHERS

Dr. S.K. Burman lays the foundation of what is today known as Dabur India
Limited. Starting from a small shop in Calcutta, he began a direct mailing
system to send his medicines to even the smallest of village in Bengal. The
brand name is derived from the words Da for Daktar or doctor and bur
from Burman.

The principal activies of the group are manufacturing of natural/herbal and

ayurvedic product, healthcare and food product and pharmaceuticals. The
Group export its products to middle-east and other countries which accounted
for 9% of sale .Consumer goods accounted for 70% of 2002 gross revenues;
Pharmaceuticals

products,12%;Food

products,6%

Ayurvedic

products,6%; and other ,6%.

The founder SK BURMAN was a physician of par excellence who brought

ayurvedic medicines to the ailing masses of Bengal.

Dabur commenced

operation in 1884 and is today a multinational multi-product enterprise. The

company has major interest in health and beauty care.

28

Dabur is a leader in ayurveda, the traditional Indian health care system. The
company manufacturers and markets a range of oncologicals. Dabur is one of
the few companies in the world to produce paclitaxel-an anti cancer drug.

The company has 12 manufacturing plants in India, Nepal and Egypt. Dabur
products are also manufactured in Dubai. It has a transactional network of 19
offices serving both rural and urban markets in India. The company has sales
and marketing offices in Dubai and London. Dabur

Products are available over 50 countries. It has collaborated with leaders in

their fields to set up joint ventures in India. The joint ventures are with
Agrolimen

of

Spain,

general

Deconfeteria

India

ltd.,

manufactures

confectioneries. Dabur International ltd., the joint venture with Bongrain of

France, will manufacture specialty cheese. Dabur has collaborated with Osem of
Israel to manufacture bakery specialties & other food products.

DABUR RESEARCH FOUNDATION

Incorporated in 1979, Dabur Research Foundation (DRF) is a premier research
organization. It is possibly the only one of its kind in the country carrying out
research in divergent field like Ayurvedic Herbal products; plant derived
medicines allopathic, and bulk drugs, foods, cosmetics, oil & fats, as well as
basic research bin the field of Pharmaceuticals
29

DABUR FINANCE LIMITED

Dabur finance ltd. is a well diversified non-banking finance company offering
a

full

array

of

commercial

finance

&

services.

It

focuses

on

transparency, commitment and high quality. Set up in 1992, DFL derives its
skills and belief from its parent from its parent organization, Dabur India ltd. It
is involved in issue management, portfolio management, leasing and finance.

ECO FRIENDLY DABUR

Dabur is committed to maintain the ecological balance. The companys
afforestation programs at planting medical herbs, plants and trees in the
Himalayan range. Extending into Nepal this exercise is actively supported by an
in-house tissue culture programs.

CORPORATE OBJECTIVE
Corporate goals for the next two years. This journey has been called the STARS
PROGRAMME.
The specific goals are:
- Sales turnover of Rs. 3500 crores in 2009-10.
- Profit after tax Rs. 334 crores in 2009-10.
- MAC (Most admired FMCG Company) within the top 5.
30

QUALITY POLICY
The management is fully committed to quality and ensures all resources to
accomplish this task.

QUALITY OBJECTIVES
THE COMPANYS QUALITY OBJECTIVES ARE AS FOLLOWS:
- To focus on its customers and successfully meet their needs and
requirements.
- To manufacture effective health care products at competitive prices and to
improve the quality of life of the common masses.
- To implement system to ensure prevention of errors rather than detection
of errors.
- To ensure global competitiveness by striving to achieve Current Good
Manufacturing Practices (CGMP).
- To ensure safety in all operations by working according to the systems in
all areas of operations.
- To provide appropriate training to improve their skills and expertise.
- To increase productivity and reduce wastage within the organization.

31

DABUR INDIA LTD.

Market capital- Rs. 2615 crores.

Sales Rs. 918.3 crores, up by 12.9%.
Net profit- Rs. 50.1 crores, up by 15.1%.
Equity (2006-07) - Rs. 28.5 crores.
Earning Per Share- Rs. 25.3.
All India Rank-40th (Business Today)
- 7th in FMCG companies.

Spending on Advertising & Marketing:

Total expenditure- Rs. 114.12 crores (2006-07).
This is a change of 65.39% over the previous year.
All India rank- 3rd in spending on advertisement.
Ad/Sales- 12.43% (2006-07).

32

RECRUITMENT AND SELECTION PROCEDURE IN

DABUR INDIA
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.

33

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.

34

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

35

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.

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

36

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

37

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.

38

RECRUITMENT AND SELECTION IN DABUR

HIERARCHY OF DABUR

Mrs. Vandana Bhargava Deputy

dDirector
Mr. U.K. Bose CEO
Mr. Samir Bhargave Controller

Mr. Kapil Kaul C.G.M.

(M&S)

Mr. Manchanda
G.M (North)

Capt. S.P.S. Sandhu

C.G.M. (Operations)

Mr. Roshan Nowroj

G.M. (South)

Manager Personal

Mr. Sanjay Kumar

Commercial Mrg.

R.S.M. Delhi
Manager
FFP Department

Manager International
MRTG.

Manager
CSC & Automation

Manager
Sales
Deputy
Manager Sales

Product
Manater

Asst.
Manager Sales

A.S.M.
Delhi

A.S.M.
Delhi

Senior Officer
Sales

Senior
Officer

Senior
Officer

Officer

Officer

Officer Sales

39

Brand
Manater

HRM in the food Industry

When we talk of human resource management, we have in our mind a variety of
things. These include:
Training
Skill development and up-gradation of knowledge and skills of the
employees.
Motivating the employees,
Effective utilization of the employees skills and capabilities
Attracting the personnel and their retention
Wages, salaries and rewards and
Monitoring and controlling the employees performance
These aspects of human resource management and development are essential
for every sector but in the case of tourism, they have a special significance.
This is because tourism is a service industry and here the customer is not only
buying a service or a product but he is also experiencing and consuming the
quality of service which is reflected in the performance of the person involved
in the production and delivery of the service. Since what is marketed here is a
relationship between the customer and the producer of services, the importance
of human resources becomes vital for the success of the business. Generally, in
40

such service operations the emphasis has been on courtesy and efficiency and it
is assumed that the service in tourism is all smiles and effective communication.
However, with the changing nature of tourism and growing special sation only
smiles, communications skills and courtesy will not serve the purpose. For
example, a guide may be very good in communication but unless he or she is
equipped with knowledge and information related to the monument or the city,
he or she will not be able to perform quality service. Similarly, a driver may be
very good at driving but unless he knows the roads and addresses of the city,
only his driving capabilities will be of no help in providing quality service. And
we must remember here that tourists, whether foreign or domestic, are
increasingly becoming more demanding as regards quality of service.
Generally, human resource management, planning and development in tourism
have to be taken at both macro as well as micro levels. At the macro level, one
takes into account the educational and training infrastructure available in a
country and the efforts initiated by the ICAO. This also includes the efforts
initiated by the private sector. At the micro level, one takes into account how
best individual organizations plan and manage their human resources V S
Mahesh, formerly Vice President (Human Resources) with the Taj Group of
Hotels, is of the opinion that two central features common to all sectors of the
tourism industry must be considered in this regard:

41

1) The concept of Moments of Truth (MOT), and

2) MOTs relationship to the attainment of service excellence in an
organization.
Jan Carlzon has defined MOT as an intention between a customer and an
organization, which leads to a judgement by the customer about the quality of
service received by her or him. In tourism industry, 95% of the MOTs take
place between customers and the front line staff and most of the time they are
not visible to the management.

For example, how a hotel receptionist is

handling the customers or how an escort is conducting the tour is not visible to
the management. Yet, the tourists experience of the holiday is dependent on
how the staff manning such services has treated him or her. Mahesh has pointed
out that in case of negative experiences, only less than five percent cases get
reported to the management by the customers and hence according to him the
crucial questions is are human beings capable of doing their job correctly,
willingly and with a smile, when they know that their management is most
unlikely to be able to see or hear them, let alone bear of their failure to do so?
This puts additional on the human resources management factor in the tourism
industry. Certain organizations, companies and even destinations are known for
their hospitality and are even termed as service leaders in their areas of
operations. Researches conducted by various scholars in this area show that they
42

have achieved this, status, through effective human resource management in

their organizations. According to Gail Cook Johnson these companies have
applied the principal of empowerment to all employees. This empowerment is
manifested in the way that companies:
Are highly focused and consistent in everything they do and say in relation
to employees,
Have manager who communicate with employees
Facilitate, rather that regulate, their employees response to customers
Solicit employee feedback about how they can do things better
Stress the importance of team work at each level of the organization and
Plan carefully the organizations recruitment and training needs.
These companies give less emphasis on hierarchy and formal relationship
rather; they adopt flat organizational structure in terms of span of control.
Johnson further states that these service leaders can be recognised for:
Their unfailing commitment to service principles,
Their investments in people to ensure staffing competence,
A management philosophy which stresses communication a proactive
orientation and employee feedback and

43

 A dedication to teamwork
In fact, human resource management and customers care/expectations
management are inter related area in the area of tourism. Sarah Mansfield has
identified four key principles in the development of customer care within
companies. These according to her are
1)

Customer care starts at the top was meaning that commitment to the
principle of customer care must emanate from senior management levels
within an organization. Successful management is not only about the
right management style but also an attitude, ethos or culture of the
organization which overrides the management techniques used, such that
in the absence of other instructions these values will dictate how an
employee will behave.

2)

Customer care involves everyone within the organization. It is not just

about front-line staff. The contrary view only services to reinforce the
electricians or administrators, opinion that the standard of service they
give in support of the front-line staff is not important. How can cleaners
do the right job unless they fully appreciate their customer needs and the
importance of their role? High standards of customer care cannot be
achieved by ignoring seasonal, part time or voluntary staff that represents
the face of the business to many customers.

44

3)

Care for your staff and they will care for your customers. Too often
organizations look first to the customer, whereas the emphasis should be
placed on the staff. Improving the experience of the staff encourages a
better service and a better experience for customers. More customers are
obtained thereby improving the climate in which management and staff
work. Investment and greater professionalism follow success and the
cycle of achievement is reinforced.

4)

Its a continuous, meaning that customer care is not a quick fix

Research but it long term plan.

According to V S Mahesh The nature, determinates and problem areas of

service quality within tourism points clearly to the central role of personnel, at
all levels, in attaining levels, of excellence in this respect. Development the
service culture, within a company, and within tourism industry, cans he seen as
crucial to the success of tourism. Hence, the activities of an HRD manager in
tourism can be categorised as:
Human resource planing and
Human resource development
Aspect like forecasting, recruiting and induction in the human resource area are
taken care of through human resource planning. The identification of specific
developmental needs for the manpower aimed at developing and exploiting the

45

competencies of the human resources are taken care of through human resource
development.
HUMAN RESOURCE PLANNING
In this Section, we will deal with certain aspects which are relevant for
managers or entrepreneurs at an organizations level in the area of human
resource planning. Human resource planing can be termed as a process for
preparing a plan for the future personnel needs of an organization. It takes into
account the internal activities of the organization and the external environmental
factors. In a service industry like tourism, such planning also aims at improving
the quality of manpower resources. Human resource planning involves:

Analysis of existing manpower resources,

Planning for future needs taking into account how many people with what
skills and at what levels the organization will need, and
Planning for the development of the employees by adopting in-house
training and continuing education methods to upgrade the knowledge and
skills of the employees.

46

47

RECRUITMENT AND SELECTION PROCEDURES IN HR

Recruitment and selection procedure is a vital factor of an organization. If it is
not done properly the production procedure will be hampered. Hence
productivity will fall down. So the organization will be in trouble and it will
affect the employer- employee relationship. So recruitment and selection
procedure should be done in proper and correct manner. The new candidates
should replace the vacant post so that the production of the company does not
hamper. By this the productivity will increase and the organization will gain
profit. So the employer will be happy and will not hesitate to distribute bonus
and increments to the workers. The workers will also be more motivated to
work. Hence there will be harmonious relationship in the organization. It will
also stabilize the organization in the long run.

48

HUMAN RESOURCE MANAGEMENT IN

DABUR
Organisation structure:
The whole organisation behaves as a Parivar, with one legal guardian. All
directors and shareholders are from among workers and the entire have
taken an oath through affidavit. In the court of law that neither their
family members shall have claim or share in the assets or profits of the
company. All workers of company are the proud owners of the
organisation. The workers believe in the concept that manpower is
superior to money power.
Recruitment and selection
Recruitment is the process of seeking out and attempting to attract individuals in
external labour markets, who are capable of and interested in filling
available vacancies. Recruitment is an intermediate activity whose
primary function is to server as a linked between Human Resource
Planning on the one hand and selection on the other. Sources of
recruitment are through internal and external channels. Dabur recruits
its employees both externally as well as internally. Recruitment for the

49

airline is done through interviews of selected applicants and people

who pass the interviews of selected applicants and people who pass the

interview are required to undergo a medical test before he/she is finally placed
in the Dabur.
Employees are also recruited through internal mobility. This is done on the basis
of merit and seniority. After passing the examination the candidates are
called for an interview along with the employees who have become
eligible for promotion on the basis of seniority.

50

HUMAN RESOURCE FUNCTIONS

Recruitment and selection.

Performance Appraisal.

Training and Development.

Promotion, Transfer, Separation.

General administration & Welfare.

Security.

Public Relations.

Industrial Relations.

51

HUMAN RESOURCE PROCESS IN ORGANISATION

Human
Resource

Recruitment

Training &
Development

Socialization

Performan
ce
Appraisal

Promotions,
Transfers,
Demotions

52

&

HUMAN RESOURCE DEPARTMENT

Unit
Head

Additional General
Manager-Corporate HR &
IR

Deputy ManagerHR

Senior
E
x

Assistant HR
Officer

SupervisorAdministratio
n

Executive
Assistant-HR

Housekeep
ing
General
Administration

53

RESEARCH METHODOLOGY
The purpose of the methodology is to describe the research procedure. This
includes overall research design, the sampling procedure, the data collection
method, and analysis procedure.
Out of total universe 15 respondents from dabur have been taken for
convenience. The sample procedure chosen for this are statistical sampling
method. Here randomly employees are selected and interviewed. Information,
which I collected, was based on the questionnaires filled up by the sample
employees.
Under secondary method I took the help of various reference books which I
have mentioned in bibliography and also by way of surfing through the
company website.
Primary Data
Questionnaire: Corresponding to the nature of the study direct, structured
questionnaires with a mixture of close and open-ended questions will be
administered to the relevant respondents within the Personnel and other
Departments of the organisation.
Secondary Data
Organizational literature: Any relevant literature available from the
organisation on the Company profile, recruitment & selection procedures,

54

Job specifications (dabur), department-wise break up of manpower strength

and the organisational structure.
Other Sources: Appropriate journals, magazines such as Human Capital,
relevant newspaper articles, company brochures and articles on www sites
will also be used to substantiate the identified objectives.

Sampling Plan and Design

A questionnaire will be used for the purpose of research:
Questionnaire: To test the validity and effectiveness of the recruitment and
selection procedures within the organisation and to test the validity and
effectiveness of the policies and procedures within the organisation.
The basic rationale of Questionnaire is to ascertain the perception of the nonHR departments in terms of the validity and effectiveness of the policies and
procedures used by the organisation. It is also in line with the assessment of
any suggestions/recommendations that the respondents from these
Departments might have in terms of the use of an alternative source/device
of recruitment and selection, than what already forms the current practice of
the HR Department.

Questionnaire would be administered to 15 respondents, holding a senior

designation within the Personnel Department of the organisation. It will also

55

be administered to at least 15 respondents belonging to typical Departments

within the organisation and holding senior designations within their
respective Departments.
Sampling Element
For the purpose of administering the Questionnaire, the respondents would
comprise of personnel holding senior designations within the Personnel
Department of the organisation. The respondents for the Questionnaire will
also be preferably being panel members of the Recruitment & Selection
Board of the organisation.
The respondents would comprise of personnel holding senior designations
within certain typical Departments identified

within the organisation,

namely:
- Stores
- Finance
- Operations
- Electronics
- Engineering
Sample Extent: The extent of the sample is confined to the Sahibabad
operations of the Dabur, specifically to the Administration.
Sampling Technique

56

 Judgement Sampling would be used for the purpose of choosing the sample
for the purpose of administering Questionnaire. The identified expert would
have a thorough knowledge about all the respondents within the Personnel
Department of the organisation. Thus his/her expertise would be
incorporated in locating, identifying and contacting the required respondents.
Again Judgement sampling would be effectively used in identifying the
typical non - HR Departments within the organisation and subsequently for
the location and identification of suitable respondents for Questionnaire.

57

DATA ANALYSIS
The analysis of the various sources of recruitment and selection devices is
presented on the following pages.
The response entailed from the HR Department (as analysed from
Questionnaire) represents current practice within the organisation in terms
of the sources of recruitment and selection devices used.
The analysis of the response entailed from all the other departments (as
analysed from Questionnaire) forming the sample, represents the perception
of the respondents from these Departments in terms of the validity and
effectiveness of the various sources/devices of recruitment/selection
(specific to these Departments)
The analysis further entails any suggestions/recommendations given by these
non-HR

Departments

(forming

the

sample

for

administering

Questionnaire), in terms of any recruitment source and/or selection device

that should be deployed by the organisation apart from what already
constitutes current practice (specific to these Departments)

58

DOES THE RECRUITMENT AND SELECTION PROCEDURE AFFECTS THE

PERFORMANCE OF THE EMPLOYEES?

INTERPRETATION:
Yes, it does because if in appropriate candidates are selected it would lead to loss of
productivity, labor turnover.

90 out of 100 employees said that recruitment and selection procedure affects the
performance of the employees while 10 out of 100 employees said that it does not.

59

DOES THE COMPANY RECRUIT EMPLOYEES INTERNALLY?

INTERPRETATION:
100 out of 100 employees said Dabur recruit employees internally.

60

IS THE RECRUITMENT AND SELECTION PROCEDURE FOLLOWED BY THE

COMPANY APPROPRIATE?

INTERPRETATION:
75 out of 100 employees believe that the recruitment and selection procedure followed by the
company is appropriate while 25 out 100 employees believe its inappropriate.

61

DOES YOUR COMPANY DISCLOSE THE JOB SATISFACTION AT THE TIME OF

SELECTION OF A CANDIDATE ?

INTERPRETATION:
Disclosing of job specification basically depends on the job profile of the candidate.
65 out of 100 employees say that the economy discloses the job specifications at the time of
selection of a candidate while 35 out of 100 employees said the company doesnt disclose job
specifications at the time of selection.

62

DOES YOUR COMPANY ASK FOR REFERENCES AT THE TIME OF SELECTION?

INTERPRETATION:
100 out of 100 employees said that the company ask for references at the time of selection.

63

WHAT PERCENT OF THE SELECTION PROCEDURE DOES THE WRITTEN TEST

CONTRIBUTE?

INTERPRETATION:
70 out of 100 employees say that the written test contribute the main factor of recruitment but
30% employees say that written test not take a main part of recruitment.

64

WHICH TYPE OF INTERVIEW METHODS DOES YOUR COMPANY USUALLY

FOLLOW?

INTERPRETATION:
70 out of 100 employees say that company follows direct interview method, and 30 out of
100 says company follow the GD interview.

65

DABUR GO FOR A CAMPUS RECRUITMENT FOR FRESHERS

INTERPRETATION:
In the survey I find that DABUR prefer the fresher only 55% in campus and 45% Not prefer
for fresher in campus.

66

DOES YOUR COMPANY RECRUITMENT FOR THE OTHER STATE

INTERPRETATION:
In the survey I find that DABUR recruit the people in other state.

67

YOU ARE SATISFIED WITH THE QUESTION AND WHICH ARE ASKED FROM THE
CANDIDATES AT THE TIME OF INTERVIEW

INTERPRETATION:
In the survey I find that maximum 45% persons are agree with DABUR and some 30%
persons are disagree.

68

MANPOWER IS BASED ON PREVIOUS PRODUCTION DATA

INTERPRETATION:
In the survey I find that 100% manpower is based on previous production data.

69

MANPOWER IS LINKED OF VISION OF THE COMPANY

INTERPRETATION:
In the survey I find that maximum 80% is linked of vision of the company.

70

MEDICAL TEST IS DONE AT THE TIME IN DABUR

INTERPRETATION:
In the survey I find that maximum cases 80% medical test is done at the time in DABUR but
in some cases medical test is not required.

71

INTERVIEW CONDUCTED BY DABUR IS FREE FROM BIAS

INTERPRETATION:
In the survey I find that maximum DABUR conducted the interviews is free from bais.

72

DABUR CHECK ALL INFORMATION WHICH IS GIVEN BY THE APPLICANT

BEFORE SELECTION

INTERPRETATION:
In the survey I find that DABUR check all the information before interview.

73

DABUR CONDUCT THE PHYSICAL EXAMINATION BEFORE SELECTION

INTERPRETATION:
In the survey I find that maximum cases DABUR not conduct the physical examination
before selection but in some cases DABUR conduct the physical examination.

74

YOU ARE SATISFIED WITH RECRUITMENT PROCESS IN DABUR

INTERPRETATION:
In the survey I find that maximum 75% persons are satisfied with recruitment process in
DABUR but 25% persons are not satisfied with recruitment process in DABUR.

75

DABUR ALSO RECRUITMENTS THE PEOPLE FOR FUTURE NEEDS

INTERPRETATION:
In the survey I find that maximum DABUR recruitment process for the people for future
needs.

76

FAVORITISM IS DONE DABUR AT THE TIMED OF RECRUITMENT PROCESS

INTERPRETATION:
In the survey I find that maximum 55% favoritism is not done at the recruitment process but
in some cases 45% can done.

77

FINDINGS
90% employees said that recruitment and selection procedure affects the performance
of the employees while 10% employees said that it does not.

100% employees said Shri Ram Piston recruit employees internally.

75% employees believe that the recruitment and selection procedure followed by the
company is appropriate while 25% employees believe its inappropriate.

65% employees say that the economy discloses the job specifications at the time of
selection of a candidate while 35% employees said the company doesnt disclose job
specifications at the time of selection.

100% employees said that the company ask for references at the time of selection.
70% employees say that the written test contribute the main factor of recruitment but
30% employees say that written test not take a main part of recruitment.

70% employees say that company follows direct interview method, and 30% says
company follow the GD interview.

DABUR prefer the fresher only 55% in campus and 45% Not prefer for
fresher in campus.
DABUR recruit the people in other state.
Maximum 45% persons are agree with DABUR and some 30% persons
are disagree.
78

 100% manpower is based on previous production data.

Maximum 80% is linked of vision of the company.
Maximum cases 80% medical test is done at the time in DABUR but in
some cases medical test is not required.
Maximum DABUR conducted the interviews is free from bais.
DABUR check all the information before interview.
Maximum cases DABUR not conduct the physical examination before
selection but in some cases DABUR conduct the physical examination.
Maximum 75% persons are satisfied with recruitment process in DABUR
but 25% persons are not satisfied with recruitment process in DABUR. In
the survey
Maximum DABUR recruitment process for the people for future needs.
Maximum 55% favoritism is not done at the recruitment process but in
some cases 45% can done.

79

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

organizations

excellence

depends

upon

its

employees 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,

Recruitment and Selection procedure.

METHODS:80

through

proper

For the recruitment and selection various test include

for e.g. aptitude test ,personality test and group
discussion. As we all know that, in todays 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

employees development. Thus, the company provides
scope

for

employees

on

future

planning, training and development.

81

growth,

career

82

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

83

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

themContinually

changing

expectations

minimize

employees 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

84

or the job. Turnover issues that cause an employee

to feel unvalued by their manager include lack of
feedback
regarding

about

performance,

earning

potential,

lack
failure

of

clarity

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.

85

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.

LIMITATIONS
The scope of the study in terms of coverage is limited to the Delhi
operations of the Dabur
Within the organisation the study is limited to the top-level management of
the Personnel Department of the organisation (out of which samples of the
respondents are also members of the Recruitment & Selection committee).
This is for the purpose of administering the questionnaire.
In line with the purpose of conducting employee interviews, the study would
be confined to personnel holding typical designations within the organisation
at different levels of management.
86

 Although the limitations that I faced in the organizations is the absence of

Trade Unions co-operation, otherwise which could have help me in
understanding the industrial relations in a comprehensive manner.
Secondly, the limitation that I have is the scope of collection of sample size
which was confined to only one department, which would have other wise
made my study and observations in an effective manner.

87

BIBLIOGRAPHY

1. BOOKS
Robbins P. Stephens, Organizational Behavior, Prentice Hall, 7th Edition,
Chapter 16, pages 636-641.
Koontz Harold & Weihrich Heinz, Essentials of Management, Mc Graw
Hill, 5th Edition, Chapter 11, pages 217-245.

Decenzo A. David & Robbins P. Stephen, Personnel/HR Management,

Prentice Hall, 3rd Edition, Chapters 6,7 & 8, pages 117-209.
2. Magazines

India Today

Todays traveller

Business Today
3. News Paper

Times of India

Hindustan Times

Economic Times
4. Web sites

www.daburindia.com

www.indiatimes.com

88

QUESTIONNAIRE
QUESTIONNAIRE ON RECRUITMENT & SELECTION FOR THE
EMPLOYEES
1. DABUR go for a campus recruitment for freshers?
Yes

No

2. Does your company recruitment for the other state?

Yes

No

3. You are satisfied with the question and which are asked from the candidates at
the time of interview?
Agree [

Partially agree

disagree

4. Manpower is based on previous production data?

Yes

No

5. Manpower is linked of vision of the company?

Yes

No

6. Medical test is done at the time in DABUR?

Yes

No

7. Interview conducted by DABUR is free from bias?

Yes

No

8. DABUR check all information which is given by the applicant before selection?
Yes

No

9. DABUR conduct the physical examination before selection?

Yes

No

10. You are satisfied with recruitment process in DABUR?

89

Yes

No

11. DABUR also recruitment the people for future needs?

Yes

No

12. Favoritism is done DABUR at the time of recruitment process?

Yes

No

13. Does the recruitment and selection procedure affects the performance of the
employees?
Yes

No

14. Does the company recruit employees internally?

Yes
15. Is

[
the

recruitment

No
and

selection

procedure

followed

by

the

company

appropriate?
Yes

No

16. Does your company disclose the job specifications at the time of selection of a
candidate?
Yes

No

17. Does your company ask for references at the time of selection?
Yes

No

18. What percent of the selection procedure does the written test contribute?
Yes

No

19. Which type of interview methods does your company usually follow?
Direct [

GD

90

Other