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A PROJECT REPORT ON

CUSTOMER SATISFACTION, SALE AND DISPTACH TRAINING
SPORTKING GROUP OF COMPANIES LUDHIANA

SUBMITTED TO: -

SUBMITTED BY:-

ACKNOWLEDGEMENT

A project work is a combination of views, ideas, suggestions & contributions of many people. Thus, one of the pleasant part of writing the report is the opportunity to thank those who have contributed towards it fulfillment.
I am thankful to Mr. Mahesh Arora (Head in SALES) who gave me permission to do summer training at Classic Wears Pvt. Limited. I would also like to thank Mr. Rajiv & Mr. PARUL SHARMA for their valuable suggestions & continuous guidance, which have gone a long way in providing necessary impetus to our efforts in consummating this report. I would like to give my special thanks to Mr. Bishan for taking proper attention of my project. The Management of SALES Team was kind enough to extend all facilities for carrying out the project successfully. I am also thankful to my friends for providing their great suggestions.

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PREFACE
This project report is the final project undertook at Ludhiana. It aims at providing a first hand practical experience of the consumers to the students. It really helped me to know the real consumer needs closely, which in turn influenced my perception. I am privileged that I got this opportunity to pursue final project in such a reputed, well established, fast growing class of consumers in Ludhiana city. The project assigned to me dealt with the study of consumers behavior towards Customer satisfaction and sales. I got an opportunity to see & understand as to how behave how they are managed. I am extremely thankful to the people Ludhiana for giving this golden opportunity of doing my Project in their organization and shall remain obliged towards them.

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STUDENT DECLARATION

I, Ashmeet Singh student of Bachelor of Business Administration from GURU NANAK INSTITUTE OF MANAGEMENT AND TECHNOLOGY, MODEL TOWN, LUDHIANA, hereby declare that I have completed my project on Customer satisfaction as part of the course requirement. I further declare that the information presented in this project is true and original to the best of my knowledge and none of its part is submitted for any other award or degree.

Signature

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CONTENTS
TOPIC INTRODUCTION (About the Company) 1. BRIEF INTRODUCTION (ET PROCESS) 3. 4. 5. 6. 7. 8. 9 10. COMPANY PROFILE OBJECTIVE METHODOLOGY RESULTS AND DISCUTION CONCLUSION REFERENCES SITTING PLAN APPENDIX PAGE NO.

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This training helps the students to view the World of Business closely.EXECUTIVE SUMMARY The Project report is the result of 2 Months training at Sportking Group. The project which was assigned to me was “Customer satisfaction)” and it require extensive study of various factors which effect the decision making process of a customer. The training gave me a great deal of exposure and I found practical work totally different from the theoretical one. well established. which in turn widely influences their conception and perceptions. fast growing and professionally managed organization like Classic Wears Pvt. Limited Ludhiana. 6 . Ludhiana. I was really fortunate for getting an opportunity to pursue my Summer Training in a reputed. Summer Training being an integral part of “Bachelor of Business Administration ” course and it aims at providing a first hand experience of the industry to the students before fully coming into the Corporate World.

Hope that in future I will also get a support from their side and they will give me opportunity to work under their Brand Name and to be a part of their organisation. This is a matter of great respect on their side that they supported me in every problem faced by me.WORD OF THANKS I pay sincere thanks to Sportking Taxtiles Ltd that gave me the chance to do my Summer Training in their reputed organisation. ThankYo u 7 .

jute. jute.Indian garment Industry An Overview  Textile accounts for 14% of India’s Industrial Production & around 27% of its Export Earnings. The Textile Industry plays a significant role in Indian economy by providing direct employment to an estimated 35 million people. Manmade fibres account for around 40% share in a Cotton-Dominated Indian GARMENT Industry. by contributing 4% of GDP and accounting for 35% of Gross export earnings. The industry uses a wide variety of fibres ranging from natural fibres like cotton. silk and wool to providing high value – added products such as fabrics and garments to consumers.     8 . viscose. acrylic and multiple blends of such fibres and filament yarn. The textile industry in India covers a wide variety of activities ranging from production of raw materials like cotton. silk and wool to man made fibres like polyester. The Textile Sector contributes 14% to the manufacturing sector. India accounts for 15% of World’s Total Cotton Crop Production and records largest producer of silk.

fabrics. Since then. The group portfolio includes manufacturing and marketing of yarns. also known as the Manchester of India nestles the corporate Headquarters of the Sportking group. India’s cotton textile industry has a high export potential. the group presently has 19 operational plants with an installed capacity of 5.000 spindles. The Sportking Group was setup in 1965 by RAJ Avasti.000 m/day fabric processing facilities and 50 tons/day production capacity for acrylic fiber and tow.000 metric tons per annum which was taken over 9 . Sportking. The Group recorded a Turnover of 500 crores in 2009-2010. has carved out a niche for itself in the Textile Industry. fibre and garment. with the setting up of SOBAGIA SALE at LUDHINAN with the capacity of 35. At the time of installation.000 spindles. It is the second largest employer after the agricultural sector in both rural and urban areas. the largest textile conglomerate in India. 45 tons per day dyeing capacity. which after more than SALES decades of operations has increased manifold. The major diversification came in 1973. Chairman cum Managing Director. sewing. 216 shuttle less looms. perhaps.. Cost competitiveness is driving the penetration of Indian basic yarns and grey fabrics in international commodity marker  ABOUT THE ORGANIZATION Sportking GROUP An Overview The Industrial city of Ludhiana. the group had a modest capacity of 14. a household name in Northern India.5 m/day industrial SALES.00. 19 m/day processing facility for sewing SALES and 1. the group expanded manifold and is today. 45.

The group has sizeable presence in spinning. tSALESeads. the group has added another feather to its cap with setting up of Sportking Acrylic Ltd. Today the Sportking group comprises of tSALESeads listed and two unlisted companiesLisited Companies: 1) Sportking knitwear 2) marvel Dyeing 3) Sportking synthetic 10 . at Bharuch (Gujarat). It has also penetrated the highly competitive export market in a very short span. weaving. fibre manufacturing and alloy GARMENTs. now exporting 90% of its production. The company also has a strong presence in various countries like Japan.). In 1982. It has already been marked as a quality producer of grey poplin/ sheeting/ shirting in home market. under its other integrated diversification project. textile processing. Korea. Sportking undertook a forward integration project by entering into SALES market and due to its performance and quality standards. Sportking is the first company among the textile industry to receive the ISO 9002 /ISO 14002 quality awards in India. Hong Kong. it installed a new unit named Auro Weaving Ltd. acrylic. and today Sportking group has a GARMENT melting shop with a capacity of 65000 tons per annum. The Sportking Group is one of the largest Textile houses in the country with a turnover of about Rs 2350 crores and employs around 20000 people. per day. Sportking SALES became the second largest seller of sewing SALES brand in the country. In 1999. Sportking is earning laurels by exporting yarn and fabrics of international quality to several countries in the West Africa and the fareast earning valuable foreign currency for the country. keeping in line with its expansion spree.by Sportking Special GARMENT in 1986.P. with the capacity of 20000 mts. In 1992. sewing. Now. and entered into weaving of grey fabric at Baddi (H. UK and EU in addition to the domestic market.

Germany. Quality consciousness both in products and service has made Sportking a standard for others to follow. In many of the yarn market segments Sportking holds the position of market leader. acrylic and a variety of blends. The group has nineteen production plants located in the states of Punjab. Ludhiana and Baddi it is one of the largest selling brands in 11 .4) classic wear limited 5) Sobagia sale pvt ltd BUSINESS OF THE GROUP Yarns The group is the largest spinning group of the country with a spindlage of about 4. Korea and Italy. Sportking possesses state-of-art technology from Switzerland. Japan. Himachal Pradesh and Madhya Pradesh. The group had to struggle for survival being pitted against a large multinational organization. The group yarn exports amount to over USD 100 million covering the most quality conscious markets in the world. Sportking is also the largest exporter of yarn from India. polyester. Sportking offers a wide range specialized grey and dyed yarns in cotton. Sportking tSALESeads in all their myriad forms have become a household name all over India.73 lakh spindles. besides being large and reliable supplier in the country. Sewing TSALESead and Industrial TSALESead Sportking entered the Sewing tSALESead business in 1982 as a forward integration to its yarn business. With a capacity of around 19 tons per day in its plant at Hoshiarpur. Today.

Weaving Continuing its onward march on the value curve. next to Madura Coats Ltd. It has already made its mark as a quality producer of grey poplin/suiting/shirting in the home market and also entered the highly competitive export market within a short span. This plant Auro Textile has a capacity of processing 70. now exporting 90% of the production of Auro Weaving. It caters to industries as diverse as garments. leather. The group has already made its mark as a quality producer of grey poplin/ suiting/ shirting in the home market and has also entered the highly competitive export market within this short span. The group has initiated further forward integration by setting up a fabric processing plant at Baddi.P. now exporting fairly large volume of its production.India.) commissioned in mid 1992 with a capacity of 70. Sportking tSALESeads have emerged as the second largest seller of sewing tSALESead brand in the country. It also manufactures high quality “specialty tSALESeads” at its unit in Baddi. Fabric Sportking’s recent entry into grey fabric weaving at Baddi (H. the weaving unit at Baddi. hosiery etc. 12 . This capacity has been subsequently expanded to 25 million meters per annum.000 meters per day. Sportking group entered weaving business in 1992 with a capacity of 7 million meter per annum.000 meters of fabric everyday.

furnishing fabrics. jerseys. dress material. Gujarat in Western India.Fibre Sportking ventured into the manufacture of Acrylic fibre in 1999. Machine knitting yarns for blankets. VAL.. The products are marketed under the brand name VARLAN. The joint venture. It has a manufacturing capacity of 18000 MT per annum at Jhagadia. was set up together with two leading Japanese business houses namely Japan Exlan Company Ltd. The Group is one of the largest consumers of Acrylic Staple Fibre in India. ‘Varlan’ fibre has acquired Indian Market for its use in a wide variety of applications such as Hand Knitting Yarns. saris. GARMENT 13 . Japan. velvets. Carpets etc. a part of Toyobo group of Japan & Marubeni Corporation. sweaters. upholstery.

e.The GARMENT business was setup in 1973 as diversification with a capacity of 35000 mt per annum. 14 . The Mission of the Sportking Group can be summed up in a single line i. Sportking seeks to achieve Customer Delight tSALESough Excellence in Manufacturing and Customer Service based on Creative Combination of state-of-the-art technology and human resources. Sportking is committed to be a responsible corporate citizen. the unit has a reputation of being a dependable source of supply of special and alloy GARMENT to Indian/International standards. Industries (now known as Sportking Special GARMENT) in 1986 and converted this loss making unit into a profitable business in first year of operation with the group. Subsequently the GARMENT mill has been modernized and expanded to a capacity of 1. Ltd. Catering to high technology quality conscious alloy GARMENT segment.80 lacs mt per annum. Later on group acquired a GARMENT plant from Sobagia Sale Pvt. MISSION STATEMENT OF THE GROUP Sportking aims to be a World-class Textile Organization producing a diverse range of products for the Global Textile Market.

LOGO OF THE SPORTKING GROUP The “FLAME” signifies Growth i. an employee.“Being world class spinners by providing highest quality products with minimum cost”. a shareholder or a customer.e. an employer. growth of the company along with the growth of each and every individual associated with it whether he/she is a worker. The “BALL” symbolizes Global standard 15 .

• Every employee is special and unique in his own field and has infinite potential to make contribution to the organization. • Merit is the most important criteria for recruitment and reward.Couster sataticfaction PHILOSOPHY • Employees in Sportking are its most valuable resource and development of business and of employees must go hand in hand. 16 .

• Continuously strive to improve quality of work-life for total job satisfaction and social harmony for the employees. • SALES prepare people to accept and adapt to change and learning as a way of life. • CORPORATE OFFICE Sportking has a modern centrally air-conditioned multi storied corporate building that serves as the original place from where all strategies. • SALES processes facilitate consistent improvement in performance. programs. policies. Prepares youth for executive role in business as a major social responsibility. Corporate General Manager and Corporate Vice President 17 . • Prepares youth for executive role in business as a major social responsibility. productivity and effectiveness sales through mutually agreed stretched targets. • SALES promote high standards of discipline at the workplace and compliance with the laws of the land. data implemented.• Creativity and innovation in technology and management through our sales people is our competitive edge. rules and regulations take shape. Executive Director. The corporate building houses the offices of the top bosses including Chairman cum Managing Director. in each group company.

MIS Department. 3. Internal Audit Department. Exports Department. 8. boardroom. The lists of different departments of the Corporate Office are as follows:1. 2. Projects and Planning Department. conference halls etc. SALES and Personnel Department. The other facilities at the corporate office include meeting rooms. Central Marketing Yarn Department 6. There are many departments which are performing different functions of the corporate office. Taxation Department. 4.of the various functional areas. EDP Department. 5. 7. Finance and Accounts Department. 10. Raw Materials and Purchase Department. 18 . 9.

their PF. Gratuity. This department holds the Head Quarter position in the whole of the Sportking Group. It also looks after the performance appraisal of all employees of all departments and insurance at group level. 19 . In this department every record about the employees of the organization is kept. This department is also responsible for looking after the functioning of the employees and looking after their grievances if any. which looks after the personnel policies and SALE policies of the organization. The details about their date of joining.SALES AND DISPATCH DEPARTMENT This department is also called as the Sales Department or the Dispatch Department of the organization. In case of Sportking Group the Corporate Personnel department is the centralized department. Pension. Medical and other type of expenses is being dealt in this department.

Sportking SYENTHIC The flagship company of the Group was set up in 1999 with a capacity of 6000 spindles for manufacture of cotton yarn at Ludhiana. " ” with a capacity of 25. The Unit became fully operational in 2004. Punjab.200 MACHINES in village Baddi. BUSINESS WISE TURNOVER 20 . Solan in the state of Himachal Pradesh. In the year 1999 company put up a GARMENT plant at LUDHIANA in the name of SOBHGIA SALES PVT LTD. The Unit was commissioned in March 1998. The Company set up new 100% Export Oriented Unit (EOU) of INDIAN STATAND. . in 2002 the Company decided to set up a new spinning unit under the name and style of “ " Sobhagia Clothing Co. Tehsil Nalagarh. and Distt. In order to diversify its operations geographically.

350 300 250 200 150 100 50 0 300 Value in Crores 100 50 30 20 Sewing Thread Spinning Fabrics Garment Fibre BUSINESS TURNOVER (YEARLY) 900 800 700 600 500 400 300 200 100 0 838 500 Value in Crores 100 200 230 250 270 300 350 450 1996-97 1997-98 1999-00 2000-01 2001-02 2002-03 2005-06 1998-99 2003-04 2004-05 21 .

Textile Export Promotion Council 2003-04 Gold trophy in EOU/EPZ for export of cotton yarn Bronze trophy in mill fabric exporter category Textile Export Promotion Council 2002-03 Gold Trophy in EOU/EPZ for export of cotton yarn Textile Export Promotion Council 1998-99 Silver Trophy Textile Export Promotion Council 1997-98 Bronze Trophy Textile Export Promotion Council 1996-97 Silver Trophy Textile Export Promotion Council 1994-95 (Merchant Export Category for Fabrics) Bronze Trophy Textile Export Promotion Council 1993-94 (Merchant Export Category for Fabrics) Gold Trophy Textile Export Promotion Council 1990-00 Gold Trophy 22 . The Sportking Group’s vision of excellence is matched by a dedication and sincerity to be the best and to excel in every industry it has a presence. Sportking is also the largest producer of tyercord yarns and the second largest producer of sewing SALES in India. It is the largest producer and exporter of yarns and Grey woven fabrics from India.ACHIEVEMENTS The Sportking Group became India's first textile company to be awarded ISO 9002/ ISO 14002 Certification.

under this scheme the graduates were given an opportunity to serve in the esteem Organization Sportking. and many more places.P. This scheme proved to be very successful and solved many problems of Punjab.PHILOSOPHY SCHEME OF EXECUTIVE SALE AND PARMOTION Sportking group has been expanding since the last ten years and has potential expansion opportunities in the future and as such there is need for man power. 23 . This scheme acted as a doubled edged sword. The ET Scheme of Sportking is an outcome of the keen vision of the chairman of Sportking Group Mr. which has the required intellect and capacity for the achievement of the organization’s objective. Haryana. It started reducing the unemployment and helped Punjab in overcoming the mass destruction that happened during that decade and. RAJ AVASTI The ET Scheme was first launched in the year 1985. The Sportking decision to take the graduates and groom up there skills proved to be very fruitful and within a decade it turned in to mass recruitment scheme. H. at same time it solved the problem of scarcity of manpower in the Organization. since than Sportking is taking up a large number of people from allover Punjab.

Preamble Sportking pays significant attention to the recruitment and selection of ET’S in order to ensure the fair treatment of all applicants and to secure the appointment of persons who will be able to contribute towards the long-term success of the Organization. In order for the policy and procedure to be effective it is essential that any employee who is involved in any aspect of the recruitment and/or selection of staff is aware of this document and adheres to it. It is applicable to ET’s recruitment irrespective of staff group or nature of employment. and outlines the ethos of the recruitment and selection process as well as the procedures that are followed with each appointment. The policy is applicable to internal (current Sportking staff) as well as external applicants. This policy is applicable to all individuals applying for vacant SUPPORT STAFF (nonacademic on all grades) posts within the Sportking. Ultimately it is the responsibility of the senior management in the Organization in conjunction with Human Resources to ensure that this is the case. 24 . Scope This policy and procedure encompass all activities that form part of the recruitment and selection process.

It will continuously develop its recruitment and selection practices to allow new ideas and approaches to be incorporated. and support to those involved in Recruitment and Selection activities in order to meet this core principle. 25 . • The Organization will ensure that the recruitment and selection of staff is conducted in a professional. • Human Resources May 2006 the Sportking’s Recruitment & Selection Policy & Procedure equitably and efficiently. Any member of staff involved in the selection of ET’s should satisfy him or herself that he/she is appropriately trained and can comply with the requirements of this policy and procedure. aiming to ensure that the candidate experience is positive. • Recruitment and selection is a key public relations exercise and should enhance the reputation of the Organization. The Organization will provide appropriate training. The Organization will treat all candidates fairly. irrespective of the outcome. with respect and courtesy. development.Core Principles 1 • Sportking seek to attract the best candidate for the job based on merit and ensure the identification of the person best suited for the job and the Organization. • The Organization will ensure that its recruitment and selection process is cost effective. timely and responsive manner and in compliance with current employment legislation. • The Sportking will promote best practice in Recruitment and Selection. A comprehensive monitoring and analysis process will be established in support of this principle.

Process and Timing for DISPATCH of ETs. This includes pre-recruitment activities. selection and approval of the recommended appointment. and  Availability of candidates to be interviewed and examined. recruitment. The need to rush this process (because the work of the division/department needs to be maintained) must be balanced with the importance of making a sound decision (choosing a person who in the long-term will make a contribution). working within these time-frames is impacted upon by factors outside the control of the Recruitment and Selection Section for example:  Media deadlines for placing of adverts. 26 . • This policy details the process that needs to be followed once a post becomes vacant until the appointment is made. • The process of recruitment and selection is a time-consuming and often lengthy one. It must however be recognised that sometimes. HODs need to ensure that complete documentation is provided timorously whilst the Human Resources Division needs to work within the time-frames prescribed by this policy. • Ensuring an efficient process requires the commitment from Heads of Departments/Divisions/Units/ Sections (hereafter referred to as HODs) as well as from the staff of the Human Resources Division. The SALE AND PERMOTION will strive to ensure that the department will be provided with temporary assistance until such time as the post is filled.

 Once there is clarity on the nature and grade of the post.  Where a new position is to be created. New positions require the approval of the Vice President (SALES). this will usually take a further week. this must be done prior to any advertising of the post.The DISPATCH Process STUDY THE NEED OF SHOWROOMS  Upon notice of DIPATCH OF GARMENTS. a provisional job evaluation will take place before approval can be given. 27 . The HOD is obliged to discuss the matter with the Employee Administration Manager and to complete the prescribed form  Before approval can be given for the filling of the post. an evaluation of the post is required before approval can be given to fill the position. Where re-grading of the post is needed or where a new post is being created. a full job profile must be submitted to the Employee Administration Manager. the Employee Administration Manager of the SALES Division will contact the necessary department/division as regards the filling of the requirements of showrooms needs re-grading.  Where there are no changes to the post. Where this job has changed significantly or restructuring is proposed. formal approval to fill the post will be obtained or given by the SALES Manager. approval will be provided within 2 working days of the Employee Administration Section receiving full documentation from the HOD.

unfair discrimination takes place when criteria used are (a) not linked to the inherent requirements of the post in question or are unrealistic in relation to job demands. The Employee Administration Manager must ensure that the job criteria used are consistent with similar jobs and the HOD or Section Manager should be advised against selecting criteria that result in unfair discrimination. This Committee does not have the authority to make any amendments to this document. or (b) arbitrary and not rational including criteria such as race. gender. Any criteria based on the inherent requirements of the particular post or that seek to achieve the advancement of groups designated for affirmative action (Caste and creed. marital status. This Committee does not have the authority to make any amendments to this document. All sales profiles must be completed on the prescribed form and must reflect the criteria/competencies (knowledge. skills and personal characteristics) required for the vacant post ensuring that qualifications and/or work experience required do not exceed the inherent job requirements. The job profile is the source document which will be submitted to the Selection Committee. The HOD or Section Manager is required to confirm or provide information on the competencies required of job incumbents for effective performance. women and the disabled) do not constitute unfair discrimination. According to the Employment Equity Act. Asians/Indians. age. This information will usually be available from the Employee Administration Manager but may need to be updated with any changes in grading or job responsibilities.Sales Criteria The sale is the source document which will be submitted to the Selection Committee. ethnicity. or sexual orientation. 28 .

wherever possible and reasonable. these designations should not be changed during the recruitment process • Numbered selection criteria for ease of reference The Selection Panel The selection panel has a dual role in the recruitment and selection process. selection panels should be of mixed gender. . the HOD or Section Manager may provide the Employment Administration Manager with Further Particulars relating to the Department/Division if desired. including: • • Selection criteria that are measurable and relevant to the job A carefully thought out distinction between criteria that are essential to carry out the function and criteria that would be desirable . Departmental Profile from the Head of Department In addition to providing the job profile.once agreed. (ideally by those who will be on the selection panel). Not only are they responsible for the interview of candidates and the selection of the successful person. but they are also the face of the organization to those applying. This information allows applicants to understand more about the Department within the context of the Organization. With this in mind and to secure parity and some protection for the organization. 29 .The Person Specification & Job Description A comprehensive job description and person specification must be prepared in advance of a job being advertised.

    30 . The Selection Committee will at this stage confirm the advertisement. agree on the recruitment and selection strategy for this post and ensure that the relevant equity requirements are met. the following is required (as per the organization’s Employment Equity Policy and Supporting Protocol for Appointments): Those individuals who serve on Selection Committees (including The H. no individual will be allowed to Chair a Selection Committee until s/he has undergone the necessary training. In this regard. Composition of the Selection Committees To ensure fairness and accountability as regards the composition and activities of Selection Committees. having received the necessary paperwork from the Employee Administration Section. There is legitimate representation of a diverse range of people who have appropriate expertise and experience. Those individuals who serve on Selection Committees must be aware of their selection responsibilities including the desirability to be present at every stage of the recruitment and selection process.Composition and Briefing of Selection Committees The Recruitment and Selection Section. Chairpersons of Selection Committees at all levels must have the necessary expertise to conduct fair and equitable selection processes and they must be aware of their responsibilities as far as the organization’s Employment Equity Policy is concerned.R. will convene the Selection Committee as soon as possible.Staff) must have some level of expertise in the discipline/field of the post being filled.

The Selection Committee is required to provide a sound. Where there is only one possible internal suitable individual. the relevant selection committee will decide on whether it should interview that individual to assess his/her suitability (usually when the individual is deemed to be imminently suitable based on the competencies of the job) or whether further internal and external recruitment of applicants should take place. All members of Selection Committees are responsible for ensuring that a fair. legal and sound selection process takes place and that the confidentiality of applicants is respected and ensured. In considering its recruitment strategy. cognizance must be taken of whether there is likely to be suitable staff within the Organization who meets the competencies associated with the post. defensible rationale for the strategy pursued. Should such suitable staff exist. Such staff would include permanent and contract staff and in-service trainees and temporary staff who have. Where there are no suitable internal candidates. The current job incumbent may not participate in the selection process.  Determining the Recruitment Strategy In determining the recruitment strategy for a particular post. worked in one position (or similar position) for at least tSALESee months. the post will be advertised internally and externally simultaneously. the Selection Committee must consider how it will satisfy the requirements of the Organization’s Equity Policy & Plan that an active search (either inside the Organization where the post is only advertised internally or inside and outside of the Organization when the post is advertised internally and externally simultaneously) be undertaken for individuals from designated groups and that such individuals be encouraged to  31 . the post will only be advertised internally. at the time of application.

when different selection techniques will be used in the selection process and how the data collected will contribute to the final selection decision. if post indicates that the job incumbent needs a First Class. Written Test.  Whether a medical report will be needed due to the demands of the job and when such testing will take place.g. 32 . all candidates who have applied but do not have a First Class will be removed from the listing of candidates) and who will conduct this initial screening. skills and personal characteristics. Determining the Selection Strategy In determining the selection strategy. consideration must be given to:  How the job competencies will be measured within the selection process i..e. Where feasible. This may involve the constitution of a Search Committee particularly when there is the likelihood that too few applications will be received from members of designated groups.apply. Interview) which allow for the demonstration of the skills needed for employment. alternative methods of selection (e.  the actual procedure of selection process i.g.  Whether there will be an initial screening to remove any candidates from the listing who do not meet the minimum requirements for the post (e. G.D. the selection techniques that will be used in order to assess whether job applicants have the necessary knowledge. should be used.e.

Media with wide readership patterns will be used. This will allow the Recruitment and Selection Section to answer queries from applicants as to when the selection procedure will be held. divisions and Organization’s and posted on the SALES Division web page as well as on the notice board outside the Recruitment and Selection Section. Staff will be advised to monitor the Recruitment and Selection web page and notice board regularly. the Recruitment and Selection Section will draft the advert. Drafting and Placement of the Advertisement On confirmation of the recruitment and selection strategy by the Selection Committee. Recognizing the need to reach members from designated groups. The Recruitment Process Recruitment is the process of ensuring that suitable applications are received for a vacancy. and can only commence once the documentation has been received. Where appropriate and depending on the level of the post. the post will not be advertised.The Selection Committee must also determine the dates of the short-listing meeting and selection interviews. external advertising of vacant posts will attempt to reach as wide an audience as possible within budgetary constraints. In the event that there is only one potentially suitable candidate who the Selection Committee would like to interview. The advert will include all the critical job information and competencies. The closing date for applications is placed in all advertisements and interested parties will normally be given the following time in which to submit their applications:     For internal advertisements: 1 week For posts advertised locally: 2 weeks For posts advertised nationally: 3 weeks Internal advertising of vacant posts will occur by circulars being sent to relevant departments. and budgetary  33 .

The Times of India and Also in Employment News. Approval to do so should be sought from the local Human Resources team.    34 . international and specialist publications will also be considered.g. The Tribune. the Internet. Further Particulars that provide background information pertinent to the job should be produced using the pro-forma which can be found on the Human Resources Directorate website. Advertising/attracting applicants Advertisements should be based on the person specification and identify a number of the essential criteria in order to maximize the number of suitably qualified applicants.constraints. These should be provided to applicants upon enquiry. Adverts should be produced using the standard Organization template which can be found on the Human Resources Directorate website or is available from the local Human Resources team. This will not however eliminate the need to advertise the position internally. where specific staff are named on a research grant) and in such an event approval should be sought from the local Human Resources team. In normal circumstances posts should be advertised both internally and externally thus allowing career development opportunities for existing staff while fulfilling equal opportunities requirements and potentially enhancing the diversity of the workforce. In such cases there will still however be a requirement for the applicant to go tSALESough a selection process to ensure that they meet all the essential criteria for the position.  There may be occasions where it is appropriate to make exceptions to this (e. In certain circumstances it may be more effective to use a recruitment agency than to advertise externally.  Also the advertisement was done in local newspapers.

 Curricula Vitae After the advertisement. • • Ludhiana Bhopal Framing of Roll No:The framing of Roll no. All external job advertisements will be published as a minimum on the Sportking website and on www. Post Graduate. was done considering the highest qualifications of the candidates as follows:      Graduate. which was tSALESough out first class. Then there were people from different places. Then the CV’s were segregated according to the eligibility criteria. of CV’s was received. 35 . MBA. Staff who have been acting-up in a position that subsequently becomes vacant will have to apply for the position when it is advertised. In such cases the position is likely to be advertised on an internal basis only. Result Awaited Post Graduates. Result Awaited MBA. At the first step CV’s were segregated on the basis of educational qualification. Result Awaited Graduate.com.Naukari. qualification requirement and place of belonging. a large no. So two centers were decided.

No 1.No 1. Bhopal MBA Result Awaited. LG LGA LPG LPGA LM LMA FOR BHOPAL S. MBA. 6.FOR LUDHIANA S. 4. 2. Type Of Sort Listing Graduate. 3. MBA Result Awaited Roll No. Result graduate Awaited Post Graduate. Type Of Sort Listing Graduate. 4. BG BGA BPG BPGA BM BMA Post Graduate Result Awaited. 36 . 5. 2. Roll No. Graduate Result Awaited Post Graduate. 3. 5. 6. Post Graduate Result Awaited MBA.

Examination scheme There are 4 different sections in the examination scheme.  Conduction of Examination The examination of ET’S Scheme is to be conducted on the first Sunday of the July dated 22nd June 2008. Sections Time General English Genera Knowledge Quantitative Aptitude General Management 40 min 40 min 45 min 40 min 37 . 12 rooms have been allotted according to the roll number scheme for the conduction of exam. First 3 sections are common for all graduates and post graduates. The exam is to start at 2 O’ clock. The students have been asked to report one and a half hour before the exam that is at 12:30 PM for registration.The Selection Process The following time-frames will apply: Short-listing will take place within a reasonable time of the closing date for applications. The 4th section is for MBA students.

) Qualification No. TSALES ough job portals 7 0 0 1 2 10 20 In Totality:Number Of Applications Received TSALESough Various Sources 38 .P. 105 62 11 20 20 77 295 TSALESo ugh portals 8 6 1 1 5 11 32 job CVs received from Southern Region (M.DETAILS OF CVs RECEIVED : CVs received from Northern Region Qualification No. of eligible candidates Graduation (Complete) Graduation (Result Awaited) Post Graduation (Complete) Post Graduation (Result Awaited) MBA (Complete) MBA (Result Awaited) Total 37 8 8 5 11 41 110 30 8 8 4 9 31 90 TSALESo ugh Adv. of eligible candidates Graduation (Complete) Graduation (Result Awaited) Post Graduation (Complete) Post Graduation (Result Awaited) MBA (Complete) MBA (Result Awaited) Total 113 68 12 21 25 88 327 TSALES ough Adv.

and to meet the requirements of the Organization’s Employment Equity Policy and Supporting Protocol for Appointments. contacting candidates. The committee must be able to substantiate/provide reasons why a candidate was unsuccessful relative to the identified competencies.g.By Post TSALESough Website/Naukri TSALESough E-Mail TSALESough TimesJobs.D.g. G. all applicants must be asked the same core questions in an interview. etc. Selection Committees must select the person whom they believe will make the best contribution to the Organization. Equity Considerations in the Selection Process Within the selection process. to ensure fairness and accountability. if applicants are to give a presentation. all applicants must do so).Com Total 378 834 1889 3101 6202  Exam.    39 . the following must take place:  The competencies for the post must be used consistently tSALESoughout the recruitment and selection process e. All applicants must be assessed using the same techniques (e. and Interview and psychological test will normally take place on mentioned days after the short-listing meeting in order to allow sufficient time for the administrative process such as obtaining referees’ reports.

the needs and status of the department in which the vacant post is situated) Which include:(a) The need for specialised qualifications and/or skills. This recognises that the notions of merit and the best person for the job are not independent of context. irrespective of their background. experience. the Organization advocates that appointments will be based on contextual considerations. the selection committee must consider these contextual considerations (i.In understanding what is meant by best contribution. Therefore. there is a need to balance the employment of Indian citizens with the need to seek good applicants freely and to appoint the person 40 . the Organization’s ability to meet the necessary resource requirements. (ii) The need for “fresh minds” from outside. seniority and role models. (v) Negative or positive resource implications of employing certain candidates and in the case of negative implications. Given the Sportking’s Vision to be “an outstanding Nationally as well as Internationally-recognized Textile Industry which proudly affirms its Own identity”. (iv) The stability of the department/staff and the ability to support an individual appointed on potential rather than proven merit. Also of importance is that in ensuring diversity amongst the ET’s and that adequate and acceptable role models are present within the Organization.e. (vi) The need to create a supportive environment for all Employees. the institution must consider the employment of nationals as well as foreign nationals. in making an appointment. (iii) The need to balance the composition of staff in terms of qualifications.

to contact current Managers as well as to consult the personal files of relevant candidates. asking for information on the following       Job title and nature of the work done. In conducting a reference check. Reference Checks Reference checks may be conducted.who will make the best contribution to each particular vacancy. Period of employment. if required by the Committee. Relationships with superior. Absenteeism record. Where reference checks are conducted. The Sportking will however. 41 . in the case of internal candidates. theft/fraud and poor performance. the Recruitment and Selection Section may contact at least one past (but not the current employer without the applicant’s consent) employer. subordinates and colleagues. including sick leave record. seek to appoint as many Indian citizens as possible to its academic and support staff. this would be done for all individuals in that particular stage of the selection process (e.g. Performance record. all short-listed candidates). It is only being appointed in the context of international competition that Organization and its staff will realize the Sportking’s Vision. insubordination. and Disciplinary record. particularly instances of substance abuse. Reference checks require checking the accuracy of the information provided by the candidate on the application as well as certain employment information. This information will be available to members of the Selection Committee before the interviews so that any problems arising by previous employers/current Manager can be addressed with the applicant who then has an opportunity to reply to the allegations. The Committee reserves the right.

g. 42 . wheel chair access or a loop system). They are not dependent on your educational experience • The assessments remain confidential at all times During the Interview • • Interviews are always carried out by at least two people. The panel will have a standard set of questions to ask all candidates. you will be informed of this in your interview letter • Please do not let this put you off attending the interview . There will be follow up questions depending on your answers. then please advise us when confirming your attendance for interview Assessments • You may be asked to complete an occupational assessment as part of the interview process.: a sign language interpreter.they are only one part of the selection process • The assessments have been specially selected so they are particularly relevant to the vacancy you have applied for and will give an indication of your strengths and weaknesses in relation to some of the duties detailed in the job description.Arrangement for interviews • Successful applicants will be invited for interview within 3 weeks from the closing date • References will be requested provided you have indicated that we can contact your referees prior to interview • If successful you will be sent an interview invitation letter with a medical form and information on what to bring to your interview • Please ensure you return your medical form before the day of your interview • If you are selected for interview and you have any access or special needs which will help you to attend the interview (e.

The candidates are allocated various departments on the basis of their rating in the psychological test and their performance in the final interview. • At the end of the interview. • Please ensure that you bring all paperwork with you as requested in your interview letter. After the interview • • The successful applicant will be telephoned and offered the position. • If you are unsuccessful you will receive a letter. these will be used to recall your answers.• The panel will be taking notes tSALESoughout. . Conducting the Interviews 43 . the panel will tell you when they will make their decision.

ensuring that:  the questions to be asked are related to the relevant job competencies (note that the questions will have been determined at the short-listing meeting). The Selection Decision 44 . Each candidate is assessed relative to the competencies identified.  the same/similar questions are asked of each candidate (probing is feasible provided it is around the same core competency).The Selection Committee is responsible for conducting a fair and equitable interview tSALESough the running of a structured/semi-structured interview including. giving him/her an opportunity to respond. and These assessments are documented for later discussion.  any concerns due to prior knowledge and/or poor referee’s reports/reference checks are raised with the candidate.  careful consideration is given to the use of any questions that may be perceived to be unfair or discriminatory by candidates.   There is consistency in rating of candidates.  each candidate is presented with similar demands within the interview situation.  the introduction of prior knowledge of the candidate is well managed to ensure fairness.

The selection decision usually takes place immediately after all the interviews have been conducted.  where it is difficult to differentiate between candidates in trying to determine the best candidate. referees' reports or reference checks. where it is difficult to distinguish between candidates. the Selection Committee should give serious consideration to postponing its recommendation until the Search Committee has     45 . In addition. and making the final decision on whom to recommend for appointment and where appropriate. the following must be considered: consideration must be given to the potential of applicants from designated groups to meet the job requirements as well as to proven merit. recording in writing the reasons why any persons interviewed were not recommended for appointment. and other selection techniques) for each criteria for each candidate. recommending a second choice. consistent with the Organization’s Employment Equity Policy.  where a person with a disability has applied. preference will be given to the member of the designated group. another meeting can be called for this purpose. consideration must be given to how the environment and/or job can be adapted.  in the selection of applicants from designated groups. The decision on whom to appoint involves: looking at and discussing all the evidence collected (from interview. Alternatively. preference will be given to nationals. If no suitable applications are received for a post.

the Chairperson will facilitate the evaluation of the recruitment and selection process followed. Should there be any concerns raised by the committee regarding the fairness of the process. Where there is evidence of any problem/s.had a further opportunity to scan the field for suitable candidates. Offer is made to Candidate Recommended by Committee 46 . this matter will be immediately referred to the V. All members of the Selection Committee will be required to sign the Minute recording the recruitment and selection process followed and the opinion of the Committee on the fairness of the process. Concerns Regarding the Fairness of the Process Approval of the recommendation will be subject to all members of the Selection Committee and the member of the Recruitment and Selection Section agreeing that the selection process followed for the filling of the post was fair and that legislative and Organization policy requirements were met. Alternatively.P. The recommended appointment will be kept on hold until the matter has been resolved. the decision to re-advertise at a later stage may be taken. The Recruitment & Selection Section will continually evaluate adherence to relevant policy requirements. At the end of each selection process before the Committee disbands. the HOD of Human Resources or his/her nominated representative will conduct an investigation. of Human Resources.

The view of the Selection Committee as to the fairness of the process.Once the Selection Committee’s recommendation has been approved. The following records will be kept: Recruitment procedure: advert and media used and target group (external and/or internal). Statistics of the number of applications received for each race and gender group as well as from applicants with disabilities. Selection procedure: criteria. and Any other relevant equity statistics. the evaluations of individual candidates and the decisions taken including why applicants were not successful. While the Director may consult members of the Selection Committee or senior management. Furthermore. process including interview questions used. 47 . the Selection Committee does not determine the cash salary component of the remuneration package.P. the V. the Organization will be open about how equity considerations impact on decisions in the recruitment and selection process. Record Keeping Consistent with its commitment to transparency and the right of the applicant to written feedback. the Organization will document the criteria used within each selection process and the decisions taken about each candidate relative to these criteria. of Human Resources or his/her delegated person shall make an offer of appointment to the candidate/s.      These records shall be kept for at least 12 months.

   Active participation on the Selection Committees with full voting rights. The Chairperson. If requested. will be required to give feedback. In this regard. to candidates should they contest the process and decision taken.Feedback to candidates All candidates are to be advised of the outcome of their applications as soon as possible after the interviews. Applicants who are not short-listed should be given feedback on request. in writing. making it clear why they were unsuccessful. hands-on assistance is offered and training courses and archival/support material will be available as will documentation to inform Selection Committee members of the process.  Providing HODs. Section Managers and Selection Committees with assistance in executing their recruitment and selection responsibilities effectively. Support Structures The Human Resources Division recognises that it needs to fulfil the following roles within the recruitment and selection process:  Handling all the administrative work associated with the procedure and appointments. Where internal candidates claim that the policy has not been correctly implemented. Evaluating the recruitment and selection process and ensuring that the process keeps up to date with legal and organization requirements as well as technological advances. and Ensuring adherence to this and other relevant policy requirements 48 . in consultation with the Recruitment & Selection Section. the Panel Chair should provide feedback to unsuccessful short-listed candidates. Dealing with any complaints/grievances alleging unfair discrimination. such candidates are to be advised to follow the Organization’s Grievance procedure.

With a view to enhance their skills. Sportking continuously train its people across all functions. Long range objectives are to guide the qualified man in preparation for positions involving greater responsibilities. Apart from this. behavioural and spiritual growth of its employees. A full-fledged training centre -Sportking Training and Development Centre (VTDC)-at Ludhiana has been set up for this purpose. stage comes for setting goals and objectives of training for filling these needs. All ET’S selected will be obliged to undergo training on the awareness of job profile and about the organization. levels and disciplines of the organization. Major types of goals and objectives: 49 . the immediate objectives of training are to help an employee to improve performance on his present job. managerial.Training and Development of ET’S The need for training to ensure the effective implementation of this policy is recognised. It has designed elaborate training and development programmes that encompass the technical. Broadly speaking. Setting goals and objectives of training Once specific training needs have been determined and policies relating thereto establish. managers participate in training programmes at some of the best institutes like IIMs in India.

Performance objectives: relate to individual performance in terms of both efficiency and quality. selfcompetence. • Reaction objectives: these are primarily subjective in nature. • Instructional objectives: pertain to the trainees grasp and applicability of the lessons or instructions as received during the learning process. • Personal growth objectives: indicative of stimulating feelings of self-confidence. reduced cost and improved productivity. Participants being very much alive to the learning situations give expression to their feelings and come out with reactions about the training programmes. 50 . which can generally be evaluated at the end of training programme by some sort of objective tasks. organization’s effective performance within allocated funds while also keeping in view the fulfillment of corporate objectives and amount of benefits derived. • Innovation or change making objectives: these form a very important type of objectives. which are primarily developmental in nature and have a large effect and return.• • Operational objectives: mainly concerned with efficiency in organizational working and outputs such as enhanced sales. This helps improving programme contents and instruction methods. self-image and other aspects of self-realization.

training may range from highly specified instructions in the procedures to be adopted while performing a particular job to very general instructions concerning economy and society. The venue of the training will be the place where the outside agency is located. 51 . the venue has to be somewhat away from the trainees working environment. (c) Various kinds of operative problems confronted by the organization or for achievement of any other specific organization. (b) Background of the trainees FOR ASSESSING their capacities and potentials and ascertaining their aptitudes. Deciding about the methods and techniques to be deployed in training Broadly speaking. which compel them to bring in use particular methods and techniques.Preparing training budget Preparation of training budget is specifically concerned with the allocation of funds to be provided for the training for carrying out the training activities as envisaged in the plan. nature of the skills called for in particular jobs to be filled. In case of off-the-job training and training tSALESough external sources. For on-the-job training. Deciding about the training venue The decision about the training venue depends invariably on the type of training to be given. the venue naturally is the plant itself. the training methods and techniques vary from unorganized system of learning from working colleagues to more systematic methods of inspection tSALESough program texts. Factors that generally matter in the selection or choice of a particular method or technique for training are: (a) Depth of knowledge. No wonder.

it requires exercising of best of discretion and judgment by the trainees or instructors. to deploy these methods. It is the measurement of the effectiveness of performance of the trainee and collecting useful feedback for future training. In making use of these methods and techniques. This is done by means of tests. The four methods successfully employed for the evaluation of training are: • Judging and measuring reactions of participants in various aspects as outlined in the training program. and the colleagues or associates of the participants. equipment etc as available for particular training and for particular situation. time.(d) Consideration of facilities by way of cost. 52 . quality and production. their peers. • Evaluating new and different attitudinal and behavioral changes in the performance of the job of the participants as observed by their supervisors themselves. grievance. • Assessing and measuring how far the learning has been gainful and effective that is what exactly has been achieved by the way of new knowledge. Determining methods of evaluating training Evaluating training is fundamentally concerned with the extent of achievement of objectives as set out in the training plan. in accordance with the needs of the specific jobs. of course well balancing the advantages and disadvantages of particular method or techniques/methods or techniques and keeping in view any specific objectives of the organization as well. • Measuring results or changes in terms of costs. material. (e) Number of persons to be trained and developed. the individuals and the groups. understanding and skills by the participants.

Overview To face the challenges of the New World order.Joining the organization It is important that new employees receive a well-planned induction in order for them to become fully operational quickly. ET’S as well as Staff work together for the organization’s objective and it goes on… 53 . And at the end of this Study I would like to add that same like Rail tracks. It is the caliber and professionalism of its people that has helped Sportking maintain its leadership in competitive environment. Sportking attaches great importance to the development of its main resource -People. The emphasis is on fostering innovation and creativity at work so that the employees can translate uncertainties into opportunities and opportunities into accomplishments. At Sportking people understand the market expectations and competitive challenges. Further information on induction. including guidelines for managers. At its core lies the recognition and respect for individual dignity and human values. is available from the Staff Training and Development Unit or from the local Human Resources teams.

psychological test and personal interview all are conducted fairly giving equal opportunity to each and every candidate.CONCLUSION Working on the process of Customer satisfaction. It is a wide process in which a lot of planning and coordination requires. The eligibility criteria are strictly followed while short listing the candidates. 54 . The most important thing about the process for the recruitment for the post of ET is that it is a fair practice and no references are entered in this regard. We’ve learned a lot about the intricacies involved in the sales process. Certain contingencies plan were also be made so that this process can be done without any hindrance. Doing summer training in an organization like Sportking will definitely be of constant help to us in future. sales and dispatch training at Sportking has been a remarkable experience. The Group Discussion.

55 .