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 shortterm 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, and Dabur empowered, confidence to professionals take each with

knowledge decision.

independent employees

recognizes

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 Recruitment & selection process in Dabur Research methodology o Research design o Data collection Data Analysis Findings Conclusion Recommendations Limitations

3 6 8 9 21 44 49

53 73 75 77 80 81 82

Bibliography Questionnaire

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 the management from a selects of the best The

available

candidate

batch

them.

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 -

Internal Sources: Include19

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, technical know-how of latest industrial technical

20

knowledge, pharmaceutical

and

computer to

applications workers.

to The

industry

manual

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 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 stages22

with

the

task

that

matches

with

his

Preliminary Interview. 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 applicants. Selection Tests are being increasingly used in thus maintaining a databank of the

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
24

reduce

bias

in

selection

by

serving These

as

supplementary

screening

device.

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

26

finally confirmed in the job on permanent basis or regularized.

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.

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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.

In the next step, this form is given to the Human Resource (HR) department; this department sees if the

33

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.

The company maintains a databank of the candidates, which is used when the number of vacancies to be filled

34

up is large. The sources of databank can be the qualified candidates who had applied in the organisation earlier but due to some reasons could not join the organisation.

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

Large number of consultants also constitutes a big source. Many people register themselves with these consultants and they act as a bridge between the organisation and the candidates. The consultants

provide the company required details about all criteria. These consultants are fixed for the organisation, which are chosen on the basis of their performance. In case of overseas recruitment it is checked whether their Indian counterparts can perform the job efficiently or not. If need arises then they are also taken through

consultants.

35

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 executives from the department for which the vacancy is to be filled.

36

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

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

After qualifying these stages, the candidate is then absorbed in the organisation and explained his/her duties. This phase marks the end of the selection procedure.

Dabur India Ltd.also performs Campus interviews as and when the need arises. The esteemed organisation also provides apprentice training-wherein the organisation trains the people in the working of the organisation and gives then stipend. If these trainees are found useful to the organisation then they are absorbed in the

37

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)

Capt. S.P.S. Sandhu C.G.M. (Operations)

Manager Personal

Mr. Manchanda G.M (North)

Mr. Roshan Nowroj G.M. (South)

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 Brand Manater

Asst. Manager Sales

A.S.M. Delhi

A.S.M. Delhi

Senior Officer Sales

Senior Officer

Senior Officer

Officer Sales

Officer

Officer

39

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 A dedication to teamwork
43

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. 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
44

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 competencies of the human resources are taken care of through human resource development.

45

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

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.

47

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

48

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.

49

HUMAN RESOURCE FUNCTIONS

Recruitment and selection. Performance Appraisal. Training and Development. Promotion, Transfer, Separation. General administration & Welfare. Security. Public Relations. Industrial Relations.

50

HUMAN RESOURCE PROCESS IN ORGANISATION

Human Resource

Recruitment

Training & Development

Socialization

Performan ce Appraisal

Promotions, Transfers, Demotions

&

51

HUMAN RESOURCE DEPARTMENT Unit Head

Deputy ManagerHR

Additional General Manager-Corporate HR & IR

Senior E x
Executive Assistant-HR

Assistant HR Officer

SupervisorAdministratio n

Housekeep ing
General Administration

52

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,

53

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 be administered to at least 15 respondents belonging to typical Departments
54

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 namely: - Stores - Finance - Operations - Electronics - Engineering

within the organisation,

Sample Extent: The extent of the sample is confined to the Sahibabad operations of the Dabur, specifically to the Administration.

Sampling Technique

Judgement Sampling would be used for the purpose of choosing the sample for the purpose of administering Questionnaire. The identified expert would
55

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.

56

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)

57

DOES THE RECRUITMENT AND SELECTION PROCEDURE AFFECTS THE PERFORMANCE OF THE EMPLOYEES?

100% 80%
Perc enta e of g E ployees m

90%

60% 40% 20% 0% D bur a

Company na me

Y es No 10%

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.

58

DOES THE COMPANY RECRUIT EMPLOYEES INTERNALLY?

100% 80%
P enta e of erc g E ployees m

100%

60% 40% 20% 0% Db a ur

C pa na e om ny m

Y es No 0%

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

59

IS THE RECRUITMENT AND SELECTION PROCEDURE FOLLOWED BY THE COMPANY APPROPRIATE?

P enta e of erc g E ployees m

80% 70% 60% 50% 40% 30% 20% 10% 0%

75%

25%

Y es No

D ur ab
C pa na e om ny m

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.

60

DOES YOUR COMPANY DISCLOSE THE JOB SATISFACTION AT THE TIME OF SELECTION OF A CANDIDATE ?

70% 60% 50%

P enta e of erc g E ployees m

65%

40% 30% 20% 10% 0% D ur ab

C pa na e om ny m

35%

Y es No

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.

61

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

100% 80%
P enta e of erc g E ployees m

100%

60% 40% 20% 0% Db a ur

C pa na e om ny m

Y es No 0%

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

62

WHAT PERCENT OF THE SELECTION PROCEDURE DOES THE WRITTEN TEST CONTRIBUTE?

70% 60% 50%

P enta e of erc g E ployees m

70%

40% 30% 20% 10% 0% D ur ab

C pa na e om ny m

30%

Y es No

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.

63

WHICH TYPE OF INTERVIEW METHODS DOES YOUR COMPANY USUALLY FOLLOW?

P enta e of erc g E mployees

70% 60% 50% 40% 30% 20% 10% 0%

70%

30%

D irect G interview D Other 0%

Db a ur
Compa na e ny m

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

64

DABUR GO FOR A CAMPUS RECRUITMENT FOR FRESHERS

60% 50% 40% 30% 20% 10% 0 %

55% 45 %

Y es No

D abur

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

65

DOES YOUR COMPANY RECRUITMENT FOR THE OTHER STATE

100 % 80% 60% 40% 20%

10 0%

Y es No

0% 0% D abur

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

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

45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

45 %

30% 25% Ag ree Partiallyag ree D ree isag

D abur

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

67

MANPOWER IS BASED ON PREVIOUS PRODUCTION DATA

100 % 80% 60% 40% 20%

10 0%

Y es No

0% 0% D abur

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

68

MANPOWER IS LINKED OF VISION OF THE COMPANY

80 % 70 % 60 % 50 % 40 % 30 % 20 % 10 % 0 %

80%

Y es No 20%

D abur

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

69

MEDICAL TEST IS DONE AT THE TIME IN DABUR

80% 70% 60% 50% 40% 30% 20% 10% 0 %

80 %

Y es No 20%

D abur

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.

70

INTERVIEW CONDUCTED BY DABUR IS FREE FROM BIAS

100 % 80% 60% 40% 20%

10 0%

Y es No

0% 0% D abur

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

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DABUR CHECK ALL INFORMATION WHICH IS GIVEN BY THE APPLICANT BEFORE SELECTION

100 % 80% 60% 40% 20%

10 0%

Y es No

0% 0% D abur

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

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DABUR CONDUCT THE PHYSICAL EXAMINATION BEFORE SELECTION

80 % 70 % 60 % 50 % 40 % 30 % 20 % 10 % 0 % D abur 25%

75%

Y es No

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.

73

YOU ARE SATISFIED WITH RECRUITMENT PROCESS IN DABUR

80% 70% 60% 50% 40% 30% 20% 10% 0 %

75 %

25%

Y es No

D abur

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.

74

DABUR ALSO RECRUITMENTS THE PEOPLE FOR FUTURE NEEDS

100 % 80% 60% 40% 20%

10 0%

Y es No

0% 0% D abur

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

75

FAVORITISM IS DONE DABUR AT THE TIMED OF RECRUITMENT PROCESS

60% 50% 40% 30% 20% 10% 0 % D abur 45 %

55%

Y es No

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

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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.

100% manpower is based on previous production data.

77

 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.

78

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, through proper

Recruitment and Selection procedure.

METHODS:-

79

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 growth, career

planning, training and development.

80

81

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

82

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

83

or the job. Turnover issues that cause an employee to feel unvalued by their manager include lack of feedback regarding about performance, potential, lack failure of to clarity hold

earning

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.

84

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.
85

 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.

86

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
3.

India Today Todays traveller Business Today News Paper Times of India Hindustan Times Economic Times

4. Web sites

www.daburindia.com

www.indiatimes.com

87

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? 88

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 [ ] No [ ]

15. Is the recruitment 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 [ ] Other [ ]

89