FINAL PROJECT REPORT

RECRUITMENT, DISMISSAL AND PERFORMANCE EVALUATION

PROCESS AT GODREJ AND BOYCE MANUFACTURING Co. Ltd

MSE-608B
INSTRUCTOR
Dr. MARK RAJAI
SUBMITTED BY

AASHISH KAPARTHI
ABHISHEK SHARMA
ANJANA MURALIDHARAN
HANUMA CHAITANYA PALLY
MONICA ANGELINA BANDI
RACHANA KARRI
Table of contents

Contents
No table of contents entries found.
 INTRODUCTION

Godrej and Boyce is both the holding company to the Godrej group as well an operating company
with a presence across 14 diverse businesses. Godrej has headquarters in Pirojshanga at Vikhroli,
Mumbai. Godrej and Boyce operates across all major global markets such as Europe, U.S, Middle
East, Africa and South East Asia. Mr. Jamshyd Godrej is the company’s chairman and Managing
Director.

Fig.1 Logo of the Company

Its journey began in 1897 with the manufacture of high quality locks, then extending to other
durables like refrigerators, washing machines, air conditioners, home security system and safes,
furniture, products for institutions like office furniture, audio-visual solutions, access control
systems, perimeter security solutions, bank security solutions, beverage vending machines, interior
solutions, hospital and laboratory furniture and industrial products like process equipment,
materials handling equipment, industrial storage solutions, tooling precision equipment.

Established in 1897, the Godrej Group has its roots in India’s Swadeshi movement. One of India’s
most trusted brands with revenues of USD 4.1 billion, Godrej enjoys the patronage of 1.1 India’s
most trusted brands, with revenues of USD 4.1 billion, Godrej enjoys the patronage of 1.1 billion
consumers globally across consumer goods, real estate, appliances and many other businesses.
One would think Godrej, as an integral part of India that it may be surprising to know that over 25
percent of the business is done overseas.

Godrej material handling is chiefly responsible for moving blocks that build New India World
class infrastructure arms us with the unique capability of delivering 200 forklift trucks every
month. Godrej Material Handling is very proud of the fact that it’s the lone material handling
equipment manufacturer in India who can develop new models and attachments to suit the market
requirements in an extra-ordinary short time. Godrej and Boyce also wants to be more global in
tapping growth opportunities in sectors like security, lifestyle, health, energy and wellness.
Manufacturing activities are carries out in area of 125,000 square feet primarily consisting of Body
shop, Axle and Transmission shop, Mist shop, Assembly shop, centralized CNC and Paint shops,
Axle and Transmission shop, Mast shop, Assembly shop, centralized CNC and Paint shops. Each
shop is equipped with a number of conventional machines used to manufacture their respective
sub-assemblies.

Godrej Material Handling in India’s largest lift truck manufacturer exporter. The department is
proud about the fact that it’s the lone material handling equipment manufacturer in India who can
develop new models and attachments to suit the market requirements in a short period of time. The
various equipment’s that the company manufactured are warehouse trucks, counter balanced
trucks. Tele Handlers, Industrial cleaning equipment, aerial water platforms and tow tractors. For
the critical components like tyre, valves and batteries they rely on Ceat, Exide, Tata Motors and
TVS. To manage the complex tasks of procurement of the dynamic material team uses the
techniques like E-Business and E-Commerce.

Apart from providing various equipment’s Godrej and Boyce have qualified, experimental, trained
field force of over 100 engineers and technicians located at the 16 company branches provide
prompt and competent technical assistance and intervention. It is also supported by a wide network
of over 45 dealers for spare parts and technical intervention.

The company also provides short term and long term contracts. The scope of contract may include
equipment, operator, fuel, spares, consumables, maintenance, and administration depending on the
customer needs. Depending on the application and usage new and pre owned equipment’s can be
chosen by the customer.

HIRING

Steve Wynn, developer of Wynn, Las Vegas says “Human resources isn’t a thing we do. It’s
the thing that runs the business”
Procuring great employees is not just critical for business, but also regarded as the key to
success. Employees are the complete self of a business; they are the components that make the
business run; they are the breath of life that empowers a business to be something more than a
thought. A business cannot run unless somebody is taking the necessary steps. Any astute
business owner ought to need effective workers.
RECRUITMENT PROCESS IN GODREJ & BOYCE:

General Recruitment is the process of hiring the best-qualified candidate for a job opening in a
cost effective manner. The process includes analyzing the job requirements, advertising the job
and attracting employees, selecting the right applicants, hiring them and introducing them to the
organization. There are four steps in the hiring process. They are: Written test, Group
Discussion, Technical round and Human Resource.

Written Test:

To start with the hiring process many companies conduct written tests in order to analyze the
knowledge of the candidates. There are three kinds of written tests: Aptitude tests, Technical
tests and Psychometric tests.

● Aptitude test: Aptitude test is conducted to test a candidate on analytical and decision
making skills. Vocabulary, reading and language skills are analyzed to measure
effectiveness in communication.

● Technical test: Core companies conduct technical test to study the technical skills and
subject knowledge of the candidate. The tests include technical questions on the student’s
specialization such as electronics, mechanical, civil etc.

● Psychometric test: This test works as a filter and helps the company to select the most
suitable companies. Candidates are advised to be their natural self so that the company
can build a psychological profile for the candidate.

Group Discussion:

This is the second step of the hiring process. It is essentially to analyze a candidate’s
communication skills, team working skills etc. How well the candidate is able to initiate and take
a conversation is all noticed in a group discussion. It also tests a candidate’s ability to
successfully participate in group activities and tasks. The company judges the candidate’s
presence of mind and the ability to argue logically.

Technical:

This is the third step of the hiring process. It is generally used to assess the candidate’s technical
skills. In this process the interviewer shows a writing diagram, flowchart or a line of computer
code and expects the candidate to analyze. So this round is purely to hire a person for a technical
position.
Human Resources:
HR interviews are usually conducted to know personally about the candidate. The candidate is
expected to be relaxed and be in his natural self.

The typical HR interview questions are:

● Why are you interested in this position?

● Tell me about yourself?
● Why are you leaving your current job?
● What do you know about the company?
● What question do you have for me?

CASE STUDY-1

In this Project we selected three employees and

Employee 1:

Position: Manager
Time period: 9 years
Current Status: In service
Duties: The Manager supervises the works of the Deputy Manager and the Assistant Manager.
He integrates the functions of many departments and leads the work of a group of a people.

Recruitment Process:
Personal interview (Technical HR interview)
Employee 1 had to undergo a personal interview for the position of a Manager. The personal
interview comprises of a Technical and a HR interview. The technical interview comprised
questions which will mainly analyze his technical skills and his subject knowledge. Finally, in
the HR interview it was all about personal questions so that the company can build a better
profile on the candidate.

Employee 2:
Position: Deputy Manager
Time Period: 5 years
Current Status: In service

Duties:
Deputy manager helps senior managers and different administrators to arrange, create, actualize
and manage the company’s activities and ventures. He administers the company’s operations and
have planning duties that are included in procuring and assessing organization’s work force.

Recruitment Process:
Written test Human resource interview

The recruitment process for this employee consisted of written test comprising followed by
Human resource interview. The specific set of skills of this employee is revealed in the analytical
test while the technical test described his specialization and knowledge in the particular field and
finally interview is the last stage that he went through to achieve this position.

Employee 3:
Position: Assistant Manager
Time Period: 3 years
Current Status: Resigned (Left service)
Duties: Assistant manager has a considerable measure of obligation, and this job requires
extraordinary initiative abilities. He deals with gathering of sales representatives in retail and has
to keep a level head. He also has to have the ability to multitask and should be having astounding
relationship building abilities.

Recruitment Process:
Written test (Quantitative and technical test)

Group discussion

Technical interview

HR interview:
To achieve the position of assistant manager, the employee had to go through written test
comprising of analytical test and technical test followed by group discussion and finally through
Personal Interview and HR interview. Personal interview is to build a bridge that applicants must
cross to move from job seeker to new hire. This interview helped the candidate and recruiter to
make an educated, commonly useful business decision. Since this candidate could comprehend
both sides of the interviewing procedure, he achieved the job despite of healthy competition.
Human resource interview to get a better understanding of the person he is.

PERFORMANCE EVALUATION

Every employee’s performance in the company is rated with the help of 4 reviews i.e. one every
quarter.

● 1st quarterly review: Review of the performance of the employee in first 3 months of
financial year (April-June)

● Half yearly review: Review of the performance of the employee in first 6 months of
financial year (April-September)

● 3rd quarterly review: Review of the performance of the employee in first 9 months of
financial year (April-December)

● Annual review: Review of the performance of the employee in whole financial year
(April-March). In case of annual review all the employees are given a performance rating
depending upon his/her yearly performance as follows:

 SE: Surpassed expectation

 ME: Met expectation
 CB: Could have done better
 BE: Below expectation
Their performance ratings are responsible for the yearly appraisal of salary for the
employee. Also if an employee gets BE rating for consecutive 3 years, company can give
him notice for removal or transfer.
PERFORMANCE INCENTIVES SCHEME:
Based upon the performance during the financial year an employee is given an incentive as
follows:

SIS (Sales incentive scheme): This is given to employees who have direct job targets e.g. sales
& service teams.

PP (Performance pay): This is given to employees who are in support function or who do not
have direct targets e.g. Marketing, Design and Human resource.

These incentive range between 5% to 30% of annual CTC (Cost to company) of an employee
depending upon his/her overall performance during the financial year.

Process of Performance review:

● A mutually convenient time and place for employee (L) and manager (L+1) is decided for
the process
● Appraisal process includes reviewing the job description, revising a job description, agree
on objective for coming year (Only in case of annual review)
● Quantify performance goals
● Recording of all the required information as per the parameters given in the PDM portal.
● Performance ratings are given (Only in case of annual review)

CASE STUDY -2

Performance evaluation ratings of Employee 1, 2 & 3 for last 3 years

For year 2013-2014:

● Employee 1: CB (Could have done better)

● Employee 2: ME (Met expectation)

● Employee 3: ME (Met expectation)

For year 2014-2015:
● Employee 1: ME (Met expectation)

● Employee 2: SE (Surpassed expectation)

● Employee 3: ME (Met expectation)

For year 2015-2016:

● Employee 1: ME (Met expectation)

● Employee 2: CB (Could have done better)

● Employee 3: ME (Met expectation)

FIRING

It's a typical event at a wide range of department: Supervisors choose to release a representative.
Keeping in mind the reasonable thing may be to meet with guidance on conceivable legitimate
consequences, firings, as hiring, for the most part are acknowledged as business as usual texture
of corporate operations.

Termination of employment

The formal ending of a certain position with regulation and procedures is termination.

Mutual Agreement: the employee and employer’s side both agree with the termination letter.

Resignation by the employee: in this, the employee hands over a resignation letter to the higher
authorities and waits for them to respond.

Employee’s retirement: the employee has finished his term of work and applies for either
voluntary or involuntary retirement.

The expiry of a fixed-term contract: these are for the employees that are under the contract.
When the fixed term contract ends, the employee gets the notice for the termination of his/her
contract.

Golden handshake: Golden handshake is when the employee is terminated but is given the pay
for the following one to three months.

Dismissal: The immediate removal from the job is dismissal. Some of the common dismissal
terms are as follows:

● Sexual misconduct

● Willful insubordination or disobedience.

● Theft, fraud or dishonesty.

● Willful damage or loss of employer’s property.

● Bribery

● Habitual lateness or absence.

● Striking unlawfully.

In Godrej, the most important reasons for firing of an employee are the sexual misconduct,
financial fraud or embezzlement of company’s funds, behavioral issues, and wrong use of power.
Behavioral issues may include unprofessional manners, inability to properly relate with co-
workers, customers or both, arguing with supervisor, co-workers or customers, use of foul
language while at work. With these conduct problems, the firing is frequently part of a
"progressive step" process, meaning the employee will have been warned and given an
opportunity to improve before more severe measures are taken.

Data Analysis:

We have collected the data on the percent of people fired in the past five years and have come up
with the pie chart. The pie chart below shows the top five reasons for the employees to get fired.
Other than these reasons there are also some other reasons for firing an employee but in a minor
number. Some of them include insubordination, lateness and absenteeism, etc.
Survey:
Conclusion
References
http://www.godrej.com/

https://en.wikipedia.org/wiki/Godrej_Group

http://www.godrejappliances.com/GodrejAppliances/index.aspx

https://en.wikipedia.org/wiki/Golden_handshake

http://www.connect.godrej.com.dnstree.com/

Rajai, Mark “Professional Management: Creating the Future Innovative Leaders.” First Edition,
2009 Pearson Publishing

http://www.godrejandboyce.com/godrejandboyce/index.aspx?id=16

http://blog.hirerabbit.com/17-insightful-hiring-quotes-for-recruiting-hr-professionals/ hiring
quotation

https://www.successfactors.com/static/docs/successconnect/sydney/godrej-nikhil-shembekar.pdf

https://en.wikipedia.org/wiki/Jamshyd_Godrej

mailto:http://www.godrej.com/careers.html

https://leveleleven.com/2012/04/3-types-of-sales-incentives-to-motivate-performance/
Appendix
Survey
Survey results for firing:

● Were you satisfied with the hiring process?

Yes (71%) No (27%) Maybe (2%)

● Do you think there should be changes made with the firing process?

Yes (60%) No (16%) Maybe (24%)

● Were you satisfied with the session content?

Yes (76%) No (4%) Maybe (20%)

Survey results for hiring:

For the Recruiter:

● Was the demand endorsement and start of the recruitment process convenient?

Yes (54%) No (18%) Maybe (28%)

● How is the general productivity of the recruiter’s underlying data assembling before job
launch?

Yes (81%) No (5%) Maybe (14%)

● Did the recruiter have good comprehension of the employment prerequisite and needs?

Yes (66%) No (12%) Maybe (22%)

● Were all employment description and documentation of required abilities exact?

Yes (33%) No (7%) Maybe (60%)

For the Candidates:

● How the quality of the candidates who appeared for the interview?

Yes (55%) No (13%) Maybe (32%)

● Was the information given to the candidates while the process is taking place sufficient?
Yes (73%) No (6%) Maybe (21%)

● Was the analysis and screening of the candidate done in a good manner?

Yes (90%) No (5%) Maybe (5%)

Project evaluation Original Data