A STUDY ON RECRUITMENT AND SELECTION PROCESS OF NESTLÉ INDIA

LIMITED

A Project Report submitted to the SRM Institute of Science and

Technology in partial fulfilment of the requirements for the award of the Degree of

BACHELOR OF COMMERCE

Submitted by

YUVASHREE P

(Reg. No. RA1831201020016)

Under the Guidance of

Dr. P. SUSEELA., M.Com., M.Phil., MBA., Ph.D.

Associate Professor
Department of Commerce

SRM Institute of Science and Technology – Ramapuram Campus

Faculty of Science and Humanities
Department of Commerce
APRIL 2021
 SRM Institute of Science and Technology – Ramapuram Campus
Faculty of Science and Humanities

Department of Commerce
Certificate

This is to certify that the Project Report entitled “A Study on Recruitment and selection process
of Nestlé India Limited”, in partial fulfilment of the requirements for the award of the Degree of
Bachelor of Commerce is a record of Project Work undergone by Ms. Yuvashree P (Reg.No.
RA1831201020016) during the year 2020 – 21 of her study in the Department of Commerce, SRM
Institute of Science and Technology, Ramapuram Campus under my supervision and the report has
not formed the basis for the award of any Degree/Fellowship or other similar title to any candidate of
any University.
Place: Chennai – 89

Date: Signature of the Guide

Dr. P. SUSEELA., M.Com., M.Phil., MBA., Ph.D.

Countersigned

Dr. A. JAYABAL , M.Com., M.Phil., AFA.,B.Ed., Ph.D

Professor & Head

Submitted to the Department of Commerce, SRM Institute of Science and Technology (Ramapuram
Campus) for the examination held on_______________

INTERNAL EXAMINER EXTERNAL EXAMINER

 DECLARATION

I Yuvashree. P, hereby declare that the Project Report, entitled “A study on Recruitment and

Selection Process of Nestlé India limited”, submitted to the SRM Institute of Science and
Technology in partial fulfilment of the requirements for the award of the Degree of Bachelor
of Commerce is done by me during the period 2020 – 2021 under the supervision and guidance
of Dr. P. Suseela., M.Com., M.Phil., MBA., Ph.D Associate Professor Department of
Commerce, SRM Institute of Science and Technology, Ramapuram Campus and it has not
formed the basis for the award of any Degree/Fellowship or other similar title to any candidate
of any University.

Place: Chennai – 89 Signature of the Student Date:

 ACKNOWLEDGEMENT

First and foremost, I offer my sincerest gratitude to our Chancellor, SRM Institute of Science
and Technology, for his academic support and the facilities provided to carry out the project work at
the Institute. His wide vision and concern for students have been inspirational.
I wish to express my profound gratitude to my venerable Chairman, SRM Group of Institution
Ramapuram & Trichy Campuses, who offered me such a huge opportunity, incredible Infrastructure
and other support which made the project work quite smooth.
I express my heartfelt thanks to our Dean, Vice Principal (Academic) and Vice Principal
(Admin), Faculty of Science and Humanities, SRM Institute of Science and Technology, Ramapuram
Campus who provided all facilities for carrying out this project.
I immensely thank to our Head of the Department Dr. A. JAYABAL , M.Com., M.Phil.,AFA.,
B.Ed., Ph.D., Professor & Head, for his cordial support, valuable information and guidance, which
helped me in completing this task through various stages. The blessing, help and guidance given by him
time to time shall carry me a long way in the journey of life on which I am about to embark.
I take this opportunity to express my profound gratitude and deep regards to my guide Dr. P.
Suseela., M.Com., M.Phil., MBA., Ph.D Associate Professor Department of Commerce, for her
exemplary guidance, monitoring and constant encouragement throughout the course of this project.
I thank God Almighty for showering his perennial blessing on me for giving me the courage to
pursue this project work successfully. I owe a lot to my parents, who encouraged and helped me at
every stage of my personal and academic life, and longed to see this achievement come true.

Place: Chennai – 89.

Date:
YUVASHREE P (RA1831201020016)
 LIST OF CONTENTS

CHAPTER NO. PARTICULARLS PAGE NO.

1 INTRODUCTION 1 – 20

2 COMPANY PROFILE 21 – 26

A) REVIEW OF LITERATURE
3 B) RESEARCH METHODOLOGY 27 – 38

ANALYSIS AND INTERPRETATION OF

4 DATA 39 – 58
FINDINGS, CONCLUSION AND
5 SUGGESTIONS 59 – 62

BIBLIOGRAPHY 63 – 64
ANNEXURE
QUESTIONNAIRE 65 – 68
 LIST OF TABLE

TABLE NO. TITLE PAGE NO.

4.1 Respondents of age group 40
4.2 Respondents of gender 41
4.3 Respondents of educational qualification 42
4.4 Respondents of department 43
4.5 Respondents of job title 44
4.6 Respondents of which source of recruitment and selection process 45
4.7 Respondents of which external source are used 46
4.8 Respondents of which methods are used 47
4.9 Respondents of which other departments are involved 48
4.10 Respondents of average time spend on selection process 49
4.11 Respondents of how many days did the company take to 50
respond the application

4.12 Respondents of how many people being selected out of those 51

interviewed

4.13 Respondents of how rounds are involved in selecting 52

candidates
4.14 Respondents of written test is compulsory 53
4.15 Respondents of to what level of the paper is set 54
4.16 Respondents of contract signed by the Employees while 55
joining the company

4.17 Respondents of rating of HR practices 56

4.18 Respondents of interview techniques 57
4.19 Respondents of satisfied with HR policies 58
 LIST OF CHART

CHART TITLE PAGE NO.

NO.
4.1 Respondents of age group 40
4.2 Respondents of gender 41
4.3 Respondents of educational qualification 42
4.4 Respondents of department 43
4.5 Respondents of job title 44
4.6 Respondents of which source of recruitment and selection process 45
4.7 Respondents of which external source are used 46
4.8 Respondents of which methods are used 47
4.9 Respondents of which other departments are involved 48
4.10 Respondents of average time spend on selection process 49
4.11 Respondents of how many days did the company take to 50
respond the application

4.12 Respondents of how many people being selected out of those 51

interviewed

4.13 Respondents of how rounds are involved in selecting candidates 52

4.14 Respondents of written test is compulsory 53
4.15 Respondents of to what level of the paper is set 54
4.16 Respondents of contract signed by the Employees while joining 55
the company

4.17 Respondents of rating of HR practices 56

4.18 Respondents of interview techniques 57
4.19 Respondents of satisfied with HR policies 58
 CHAPTER 1

INTRODUCTION

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 INTRODUCTION

1.1 MEANING AND DEFINITION OF HUMAN RESOURCE MANAGEMENT

1.2 MEANING

Human: refers to the skilled workforce in an organization.

Resource: refers to limited availability or scarce.

Management: refers how to optimize and make best use of such limited or scarce resource
so as to meet the organization goals and objectives.

Human resource management is the strategic approach to the effective management of

people in a company or organization such that they help their business gain a competitive
advantage. It is designed to maximize employee performance in service of an employer's
strategic objectives.

DEFINITION

Pigors and Myers – “It is basically a method of developing potentialities of

employees so that they feel maximum satisfaction of their work and give their best efforts to
the organization”.

Byars and Rue – “Human resource management encompasses those activities

designed to provide for and coordinate the human resources of an organization Human resource
functions refer to those tasks and duties performed in organizations to provide for and
coordinate human resources”.

Ivancevich and Glueck – “Human resource management is the function performed

in organizations’ that facilitate the most effective use of people (employees) to achieve
organizational and individual goals”.

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1.2 FUNCTION OF HRM

We have already defined HRM. The definition of HRM is based on what managers do. The
functions performed by managers are common to all organizations. For the convenience of
study, the function performed by the resource management can broadly be classified into two
categories, viz.

1. Managerial functions, and

2. Operative functions

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These are discussed in turn.

1. Managerial Functions:

Planning:
Planning is a predetermined course of actions. It is a process of determining the
organisational goals and formulation of policies and programmes for achieving them. Thus
planning is future oriented concerned with clearly charting out the desired direction of
business activities in future. Forecasting is one of the important elements in the planning
process. Other functions of managers depend on planning function.

Organising:
Organising is a process by which the structure and allocation of jobs are determined. Thus
organising involves giving each subordinate a specific task establishing departments,
delegating authority to subordinates, establishing channels of authority and communication,
coordinating the work of subordinates, and so on.

Staffing:
TOs is a process by which managers select, train, promote and retire their subordinates This
involves deciding what type of people should be hired, recruiting prospective employees,
selecting employees, setting performance standard, compensating employees, evaluating
performance, counselling employees, training and developing employees.

Directing/Leading:
Directing is the process of activating group efforts to achieve the desired goals. It includes
activities like getting subordinates to get the job done, maintaining morale motivating
subordinates etc. for achieving the goals of the organisation.

Controlling:
It is the process of setting standards for performance, checking to see how actual performance
compares with these set standards, and taking corrective actions as needed.

2. Operative Functions:
The operative, also called, service functions are those which are relevant to specific
department. These functions vary from department to department depending on the nature of
the department Viewed from this standpoint, the operative functions of HRM relate to

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ensuring right people for right jobs at right times. These functions include procurement,
development, compensation, and maintenance functions of HRM.

A brief description of these follows:

Procurement:
It involves procuring the right kind of people in appropriate number to be placed in the
organisation. It consists of activities such as manpower planning, recruitment, selection
placement and induction or orientation of new employees.

Development:
This function involves activities meant to improve the knowledge, skills aptitudes and values
of employees so as to enable them to perform their jobs in a better manner in future. These
functions may comprise training to employees, executive training to develop managers,
organisation development to strike a better fit between organisational climate/culture and
employees.

Compensation:
Compensation function involves determination of wages and salaries matching with
contribution made by employees to organisational goals. In other words, this function ensures
equitable and fair remuneration for employees in the organisation. It consists of activities
such as job evaluation, wage and salary administration, bonus, incentives, etc.

Maintenance:
It is concerned with protecting and promoting employees while at work. For this purpose
virus benefits such as housing, medical, educational, transport facilities, etc. are provided to
the employees. Several social security measures such as provident fund, pension, gratuity,
group insurance, etc. are also arranged.

It is important to note that the managerial and operative functions of HRM are performed in
conjunction with each other in an organisation, be large or small organisations. Having
discussed the scope and functions of HRM, now it seems pertinent to delineate the HRM
scenario in India.

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 1.3 FEATURES OF HRM

HRM is regarded as a subsystem of the organization. It is an emerging discipline. HRM

as a discipline has a few important features.

Experts have reviewed a lot of articles on HRM and identified a few major features of
HRM.

• HRM is an art and a science

• HRM is pervasive
• HRM is a process
• HRM is a continuous process
• HRM is a service function
• HRM must be regulation-friendly
• HRM is interdisciplinary and fast changing
• HRM is focused on results
• HRM is people-centered
• Human resource philosophy
• HRM is an integrated concept HRM develops team spirit RECRUITMENT AND
SELECTION

1.4 RECRUITMENT AND SELECTION: Recruitment is the process of attracting

individuals on a timely basis in sufficient numbers and with appropriate qualification, to
apply for jobs within an organization. The process of searching prospective employees with
multidimensional skills and experience that suits organization strategies in fundamental to the
growth of the organization, this demands more comprehensive strategic perspective
recruitment. Organizations require the services of large number of personnel, these personnel
occupies the various positions created to the process of organization. Each position of the
organization has certain specific contributions to achieve the organizational objectives. The
recruitment process of the organizational has to be strong enough to attract and select the
potential candidates with right job specification. The recruitment process begins with human

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resource planning and concludes with the selection of required number of candidates, both
HR staff and operating managers have responsibilities in the process.

“Right person for the right job is the basic principle in recruitment and selection. Every
organisation should give attention to the selection of its manpower, especially its managers.
The operative manpower is equally important and essential for the orderly working of an
enterprise.

Every business organisation/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable candidates is
essential. Human resource management in an organisation will not be possible if unsuitable
persons are selected and employment in a business unit.

RECRUITMENT

1.5 MEANING AND DEFINITION OF RECRUITMENT

MEANING OF RECRUITMENT

Recruitment is a process of identifying, screening, shortlisting and hiring potential resource for
filling up the vacant positions in an organization. It is a core function of Human Resource
Management.

Recruitment is the process of choosing the right person for the right position and at the right
time. Recruitment also refers to the process of attracting, selecting, and appointing potential
candidates to meet the organization’s resource requirements.

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Recruitment means to estimate the available vacancies and to make suitable arrangements for
their selection and appointment. Recruitment is understood as the process of searching for and
obtaining applicants for the jobs, from among whom the right people can be selected.
A formal definition states, “It is the process of finding and attracting capable applicants for the
employment. The process begins when new recruits are sought and ends when their applicants
are submitted. The result is a pool of applicants from which new employees are selected”. In
this, the available vacancies are given wide publicity and suitable candidates are encouraged
to submit applications so as to have a pool of eligible candidates for scientific selection.

In recruitment, information is collected from interested candidates. For this different source
such as newspaper advertisement, employment exchanges, internal promotion, etc. are used.
In the recruitment, a pool of eligible and interested candidates is created for selection of most
suitable candidates. Recruitment represents the first contact that a company makes with
potential employees.

DEFINITION OF RECRUITMENT

Edwin B. Flippo defined recruitment as “the process of searching for prospective employees
and stimulating them to apply for jobs in the organization”. In the words of Yoder,
“Recruitment 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 effective working force”.

1.6 RECRUITMENT PROCESS

• Planning
• Strategy Development
• Searching
• Screening
• Evaluation and Control

1.7 RECRUITMENT NEEDS ARE OF THREE TYPES

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It makes possible to choose the right person in the right time place. It also makes it possible to
acquire the number and type of people necessary to ensure the continued operation of the
organization.

The recruitment needs can be classified into –

• Planned needs
• Anticipated needs
• Unexpected needs

PLANNED NEEDS – 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 NEESS – Refer to the movement in personnel which an organization

can predict by studying the needs in the internal and external environments.

UNEXPECTED NEEDS – Such need arises due to resignation, deaths, accidents and
illness.

1.8 FEATURES OF RECRUITMENT

• Recruitment is a process or a series of activities rather than a single event.

• 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
person required for the effective functioning of the organization.
• It is an ongoing function in all organisation, but the volume and nature of recruitment
varies with the size, nature and environment of the organization.

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 • It is a complex process because a number of factors affect it – the nature of the job
offered, image of the organization, organisational policies, working conditions etc.

1.9 PURPOSE AND IMPORTANCE OF RECRUITMENT

• Attracts and encourages more and more candidates to apply for a job opening in the
organization.
• Creates a talent pool of candidates and enables selection of the best candidates for the
organisation.
• Links the employers with the employees.
• Identifies the potential candidates.

1.10 SOURCES OF RECRUITMENT

1. INTERNAL SOURCE
Internal sources of recruitment refer to hiring employees within the organization through:

• Promotions
• Transfers
• Former Employees
• Internal Advertisements (Job Posting)
• Employee Referrals
• Previous Applicants

2. EXTERNAL SOURCE

External sources of recruitment refer to hiring employees outside the organization through:

• Direct Recruitment
• Employment Exchanges
• Employment Agencies

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 • Advertisements
• Professional Associations
• Campus Recruitment
• Word of Mouth

SELECTION

1.11 MEANING OF SELECTION

Selection is the process of choosing the best candidate out of the all the applicants. In this
process of choosing the best candidate out of 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 candidate can be entrusted with the task that matches with his credibility.
It is a process of weeding out unsuitable candidates and finally identifying the most suitable
candidates. This process divides the candidates into two categories the suitable ones and the
unsuitable one. 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 light of all the
factors and at the end of it best candidate is selected.

Selection process is a decision making process. This step consists of a number of activities. A
candidate who fails to qualify for a particular step is not eligible for appearing for the
subsequent step. Employee selection is the process of putting right men on the right job. It is a
procedure of matching organisational requirements with the skills and qualifications of people.
Effective selection can be done only where there is effective matching. By selecting best
candidate for the required job, the organisation will get quality performance of employees.
Moreover, organisation will face less absenteeism and employee turnover problems. By
selecting right candidate for the required job, organisation will also save time and money.
Proper screening of candidates takes place during selection procedure. All the potential
candidates who apply for the given job are tested.

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To select mean to choose. Selection is the process of picking individual who have relevant
qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who
can most successful perform the job from the pool of qualified candidates.

1.12 SELECTION PROCESS

Selection is a long process, commencing from the preliminary interview of the applicants and
ending with the contract of employment.

Selected candidate has to pass through the following stages –

• Preliminary interview
• Selection test
• Employment interview
• Reference and background
• Analysis
• Selection decision
• Physical examination
• Job offer
• Employment contract

PRELIMINARY INTERVIEW:

The applicants received from job seekers would be subject to scrutiny so as to eliminate
unqualified applicants. This is usually followed by a preliminary interview the purpose of
which is more or less the same as scrutiny of application, that is, eliminate of unqualified
applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on
the information supplied in their application forms.

SELECTION TEST:

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Job seekers who pass the screening and the preliminary interview are called for tests. Different
types of tests may be administered, depending on the job and the company. Generally, tests are
used to determine the applicant’s ability, aptitude and personality.

The following are the type of tests taken:

1. Ability test
2. Aptitude test
3. Intelligence test
4. Interest test
5. Personality test
6. Projective test
7. General knowledge test
8. Perception test
9. Graphology test
10. Polygraph test
11. Medical test

INTERVIEW:

The next step in the selection process is an interview. Interview is formal, in- depth
conversation conducted to evaluate the applicant’s acceptability. It is considered to be excellent
selection device. It is face-to-face exchange of view, ideas and opinion between the candidates
and interviewers. Basically, interview is nothing but an oral examination of candidates.
Interview can be adapted to unskilled, skilled, managerial and profession employees.

Types of interview: -

Interviews can be of different types. There interviews employed by the companies. Following
are the various types of interview:-

1. Informal interview

2. Formal interview

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3. Non directive interview

4. Depth interview

5. Stress interview

6. Group interview

7. Panel interview

8. Sequential interview

9. Structured interview

10. Unstructured interview

11. Mixed interview 12. Telephonic interview

REFERENCE CHECK:

Many employers request names, addresses, and telephone numbers of references for the
purpose of verifying information and perhaps, gaining additional background information on
an applicant. Although listed on the application form, references are not usually checked until
an applicant has successfully reached the fourth stage of a sequential selection process. When
the labour market is very tight, organisations sometimes hire applicants before checking
references.

SELECTION DECISION:

After obtaining information through the preceding steps, selection decision- the most critical
of all the steps- must be made. The other stages in the selection process have been used to
narrow the number of the candidates. The final decision has to be made the pool of individuals
who pas the tests, interviews and reference checks.

The view of the line manager will be generally considered in the final selection because it is
he/she who is responsible for the performance of the new employee. The HR manager plays a
crucial role in the final selection.

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PHYSICAL EXAMINATION:

After the selection decision and before the job offer is made, the candidate is required to
undergo a physical fitness test. A job offer is, often, contingent upon the candidate being
declared fit after the physical examination. The results of the medical fitness test are recorded
in a statement and are preserved in the personnel records. There are several objectives behind
a physical test.

Obviously, one reason for a physical test is to detect if the individual carries any infectious
disease. Secondly, the test assists in determining whether an applicant is physically fit to
perform the work. Thirdly, the physical examination information can be used to determine if
there are certain physical capabilities, which differentiate successful and less successful
employees. Finally, such an examination will protect the employer from workers compensation
claims that are not valid because the injuries or illness were present when the employee was
hired.

JOB OFFER:

The next step in the selection process is job offer to those applicants who have crossed all the
previous hurdles. Job offer is made through a letter of appointed. Such a letter generally
contains a date by which the appointee must report on duty. The appointee must be given
reasonable time for reporting. Those is particularly necessary when he or she is already in
employment, in which case the appointee is required to obtain a relieving certificate from the
previous employer.

The company may also want the individual to delay the date of reporting on duty. If the new
employee’s first job upon joining the company is to go on company until perhaps a week before
such training begins.

CONTRACT OF EMPLOYMENT:

There is also a need for preparing a contract of employment. The basic information that should
be included in a written contract of employment will vary according to the level of the job, but
the following checklist sets out the typical headings:

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 1. Job title
2. Duties, including a parse such as “The employee will perform such duties and willbe
responsible to such a person, as the company may from time to time direct”.
3. Date when continuous employment starts and the basis for calculating service.
4. Rate of pay, allowance, overtime and shift rates, method of payments.
5. Hours of work including lunch break and overtime and shift arrangements.
6. Holiday arrangements: 7. Paid holidays per year.
8. Public holidays.
9. Special terms relating to rights to patent s and designs, confidential information and
restraints on trade after termination of employment.

The drawback with the contracts is that it is almost to enforce them. A determined employee
is bound to leave the organisation, contract or no contract.

CONCLUDING THE SELECTION PROCESS:

Contrary to popular perception, the selection process will not end with executing the
employment contract. There is another step – amore sensitive one reassuring those candidates
who have not selected, not because of any serious deficiencies in their personality, but because
their profile did not match the requirement of the organisation.

They must be told that those who were selected were done purely on relative merit.

EVALUATION OF SELECTION PROGRAMME:

The broad test of the effectiveness of the selection process is the quality of the personnel hired.
An organisation must have competent and committed personnel.

1.13 FEATURES OF SELECTION

A good selection process should possess the following features:

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 • A selection process is an employment of workers through which a contractual
relationship between employees and employer is established.
• The selection process should avoid complex procedures and processes that will confuse
and alienate potential participants.
• The selection process involves rejecting a large number of under-qualified candidates,
hence, it is regarded as a negative process.
• Selection process eliminates unsuitable and misfit candidates and ensures that the most
competent and qualified candidates will enter into the organization.
• A selection process is a complex process as all have to pass numbers of selection
hurdles.
• Monitor your selection systems on-going for process enhancements, examining pass
rates, efficiency, accuracy, and fairness.

Therefore, selection can be defined as a process by which the candidates are screened
for choosing the most qualified candidate in order to perform organizational activities.

1.14 IMPORTANCE OF SELECTION

Selection is one of most important of all functions in the management of personnel.

Importance of selection may be judged from the following facts:

1. Procurement of Suitable Candidate is Possible:
Only suitable candidates who are fit for the job are selected from among the prospective
candidates for employment. So, selection is a process by which only desirable candidates are
hired and others are denied the opportunity.

2. Good Selection Reduces the Cost of Training and Development:

Proper selection of candidates reduces the cost of training because qualified personnel have
better grasping power. They can understand the technique of the work better. Therefore, the
organization can develop different training programmes for different persons on the basis of
their individual differences, thus reducing the time and cost of training considerably.

3. Proper Selection Resolves Personnel Problems:

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Proper selection of personnel reduces personnel problems in the organization. Many problems
like labour turnover, absenteeism and monotony shall not be experienced in their severity in
the organization. Labour relations will be better because workers will be fully satisfied by their
work.

1.15 DIFFERENCE BETWEEN RECRUITMENT AND SELECTION

1. Recruitment is the process of searching for prospective candidates and motivating them
to apply for job in the organization. Whereas, selection is a process of choosing most suitable
candidates out of those, who are interested and also qualified for job.

2. In the recruitment process, vacancies available are finalized, publicity is given to them
and applications are collected from interested candidates. In the selection process, available
applications are scrutinized. Tests, interview and medical examination are conducted in order
to select most suitable candidate.

3. In recruitment the purpose is to attract maximum numbers of suitable and interested

candidates through applications. In selection process the purpose is that the best candidate out
of those qualified and interested in the appointment.

4. Recruitment is prior to selection. It creates proper base for actual selection. Selection
is next to recruitment. It is out of candidates available/interest.

5. Recruitment is the positive function in which interested candidates are encouraged to

submit application. Selection is a negative function in which unsuitable candidates are
eliminated and the best one is selected.

6. Recruitment is the short process. In recruitment publicity is given to vacancies and

applications are collected from different sources Selection is a lengthy process. It Involves
scrutiny of applications, giving tests, arranging interviews and medical examination.

7. In recruitment services of expert is not required Whereas in selection, services of expert

is required.

8. Recruitment is not costly. Expenditure is required mainly for advertising the posts.
Selection is a costly activity, as expenditure is needed for testing candidates and conduct of
interviews.

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1.16 NEED FOR THE STUDY

• Determine the present and future requirement of the organization personnel-planning and
job analysis activities.
• Analysis of manpower budget analysis of the for the recruitment in the recruitment
process.
• To identify general practices that organizations use to recruit and select employees.
• To determine which recruitment and selection practices are most effective.
• To determine how the recruitment and selection practices affect organizational outcomes
• To attract people with multi-dimensional skills and experiences that suit the present and
future organizational strategies so as to obtain a pool of suitable candidates for vacant
posts.
• To infuse fresh blood at all levels of the organization.
• To develop organizational culture that attracts competent people to the company.
• To ensure that all recruitment activities contribute to company goals.
• To conduct recruitment activities in an efficient and cost effective manner.

1.17 SCOPE OF THW STUDY

• The present research is confined to study the recruitment and selection process followed at
Nestlé India limited.
• The study reveals the recruitment and selection process followed in the organization.
• Whether employees are satisfied with the recruitment process? Is the organization is
providing ethical process for recruiting employees? The organizational study of Nestlé
India limited was done with the study of recruitment and selection.

1.18 OBJECTIVES FOR STUDY

• The primary objective of the study is to analyze the process of recruiting and selection
process in the organisation.
• To observe the procedure to select the candidates from internal as well as from external
sources in the organisation.
• To study the employee satisfactory level with the existing recruitment policies in the
organisation.

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• To study the stages of selection procedure in the organisation.
• To find the reasons for accepting the offer in the respective selected organisation.

1.19 LIMITATIONS OF THE STUDY

• Collecting data properly from employees become difficulty due to the time constraint.
• Busy schedule of the employees also effected to some extent.
• There is a chance for bias in the information given by the respondents
• The study was based on sample hence results were not fully absolute.

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 CHAPTER 2

COMPANY PROFILE

21
2.1 INTRODUCTION – NESTLÉ INDIA LIMITED

Nestle India is one of the oldest company in India. NESTLÉ INDIA is a subsidiary of NESTLÉ
S.A of Switzerland with eight factories and a large number of co-packers, Nestlé India is a
vibrant Company that provides consumers in India with products of global standards and is
committed to long-term sustainable growth and shareholder satisfaction. The company insists
on honesty, integrity and fairness in all aspects of its business and expects the same in its
relationships. This has earned it the trust and respect of every strata of society that it comes in
contact with and is acknowledged amongst India's ‘Most Respected Companies' and amongst
the 'Top Wealth Creators of India”.

Nestle was founded in 1867 in Geneva, Switzerland by Henri, Nestle. Nestle's first product
was "Farine Lactee Nestle", an infant cereal. In 1905, Nestle acquired the Anglo-Swiss
Condensed Milk Company. Nestle's relationship with India started 1912, when it began trading
as The Nestle Anglo-Swiss Condensed Milk Company (Export) Limited, importing and selling
finished products in the Indian market.

The company has its headquarter at Gurgaon, NCR, Delhi and seven factories spread all over
India.

22
Nestlé India, one the biggest players in FMCG segment, has a presence in milk & nutrition,
beverages, prepared dishes & cooking aids & chocolate & confectionery segments. Nestlé
India manufactures products of truly international quality under internationally famous brand
names such as NESCAFÉ, MAGGI, MILKYBAR, KIT KAT, BAR-ONE, MILKMAID and
NESTEA and in recent years the Company has also introduced products of daily consumption
and use such as NESTLÉ Milk, NESTLÉ SLIM Milk, NESTLÉ Dahi and NESTLÉ Jeera
Raita.
Nestle has created brands like Nestlé Milkmaid, Nestlé Everyday, Maggi Noodles, Maggi
Soups, Polo, Kit Kat, Nescafe & many more.

As per the market-wise position Nestlé India stands first in instant noodles & ketchups, second
in healthy soups, No.1 in instant coffee, & No.2 in overall chocolate category.

The company innovates new product & renovates existing one providing high quality, safe
food products at affordable prices.

2.2 FACTORY LOCATION

23
 Nestlé has 8 factories in India are:

a. Moga ( Punjab ) – The Nestle factory in Moga has the pride of being the first and most
comprehensive factory of Nestle India. Set up in 1962, it represents the core competence
of Nestle India in the manufacture of milk products (Everyday, Milkmaid), beverages,
culinary products (Maggie sauces, noodles, soups etc.), Weaning cereals (Ceralac) and
infant milk formulae.

b. Choladi (Tamil Nadu) – The factory in Choladi started production in 1967, situated
about 60 miles from Calicut, the factory today has 81 employees and produces 1.5% of
the total turnovers of Nestle India. It is a 100 percent export oriented unit which processes
freshly picked tea leaves into soluble instant tea.

c. Nanjagud (Karnataka) – Production in this factory began in 1989 with the manufacture
of Nestle instant coffee and sunrise. Today in addition to instant coffee the factory also
manufactures health beverages. The plant to manufacture MILO was also commissioned
at this factory. This factory employs 145 people and is cited as a model in terms of
environment protection for its installation to purify waste water as well as for its
provisions for recycling coffee wastes.

d. Samalakha (Haryana) – This factory was set up in 1993. Located 70 kilometres from
Delhi, it manufacturers weaning cereals, culinary products, health beverages and milk
products. Recently the expansion of manufacturing capacity for Milkmaid Dessert Mixes
was undertaken at this factory as this new and unique product category is viewed to have
great potential in the future.

e. Ponda (Goa) – This Kit-Kat factory was set up in Goa in 1995 at a cost of Rs. 50 crores.
It represents a major step by Nestle towards becoming the Number 1 Chocolates and
Confectionery Company in India.

f. Bicholim (Goa) – The construction work at this new factory is progressing with speed.
This factory will soon commence the manufacture of culinary products which is a key

24
 thrust area for the company and will include latest technological improvements relating to
this category of products.

g. Pantnagar (Uttarakhand) – Nestle India Limited is situated in section 1 IIE Sidcul

Pantnagar Rudhrapur and is a very popular company. It deals in culinary products and
process foods.

h. Taliwhal (UNA) – Nestle India set up its 8th manufacturing facility at Tahliwal
(Himachal Pradesh), in 2012. Production in this factory began in 2012 with the
manufacture of Nestle instant Maggie and Munch. This factory employs 145 people and
is cited as a model in terms of environment protection.

2.3 MISSION, VISION AND CORE VALUES OF NESTLÉ

MISSION – The food which are safer having high quality and that providing optimal
nutrition to people for meeting the physiological needs is the main mission of Nestlé.

VISION – Providing high quality food to the people to meet the various need of them
by daily marketing and selling foods.

CORE VALUES – Maintaining respect and trust in people is main core value to be
kept in mind. To listen and engage with people is also one kind of communication. To
cooperate and helping others should be done willingly which is the basic for advance
and promotion of the company.

25
2.4 OBJECTIVES OF NESTLÉ INDIA LIMITED

The protection of its employees is Nestlé first priority because employees are the assets of this
company. To maintain the global corporate standard Nestle focuses on the need for safe
working environments. Nestle has resolved to provide a safe working environment for all their
employees, contractors and visitors and they are trying to implement Health and safety
practices and programs at all working places objectives of the organisation are:

• We provide a safe work place to owe employees.

• We lessen risks of our employees and contractors and visitors and take care of their injury
or illness.
• We meet all requirements like health, safety, legislative etc.
• We develop an efficient injury management system which helps the affected employees
return to work.
• We are encouraged a safety and Health management from our suppliers and contractors.
• We discuss on Health and safety matters with employees and other stakeholders.

26
 CHAPTER 3

A. REVIEW OF LITERATURE
B. RESEARCH METHODOLOGY

27
A. REVIEW OF LITERATURE

3.1 INTRODUCTION

A review of literature is a text of scholarly paper, which includes the current knowledge
including substantive findings, as well theoretical and methodological contribution to a
particular topic. Literature Reviews are secondary sources, and do not report new or original
experimental work. Most often associated with academic-oriented literature, such reviews are
found in academic journals, and are not to be confused with book reviews that may also appear
in the same publication. Literature Reviews are basis for research in nearly academic field. A
narrow-scope literature review may be included as part of a peer-reviewed journal article
presenting new research, serving to situate the current study within the body of relevant
literature and to provide context for the reader. In such cases, the review usually precedes the
methodology and results sections of the work producing a literature review may also be part
of graduate and post graduate student work, including in the preparation of the thesis,
dissertation, or a journal article. Literature Review is also common in research proposal or
prospects.

3.2 REVIEW OF LITERATURE

Most employees recognize the fact that their staff is their greatest asset and the right
recruitment and induction processes are vital in ensuring that the new employee becomes
effective in the shortest time. The success of an organization depends on having the right
number of staff with the right skills and abilities Organizations' may have a dedicated
personnel/human resource function overseeing this process or they may devolve these
responsibilities to line managers and supervisors.
Many people may be involved and all should be aware of the principles of good practice. Even
it is essential to involve others in the task of recruitment and induction.

Bowen,ct al (1991) in his study examined “that integrated recruitment process helps recruiters
to choose the candidates to fit the characteristics of an organization culture”.

28
Beardwell,ct al (2003) in the study examined that “Recruitment is carried out by organization
as a means of candidate's potential and actual performance and the intake of employees will
make the most appropriate contribution to organization-now in future.

Robert (2005) in his study titled “Strategic HR Review 2004” states that successful
recruitment can improve organization performance. The meta-analysis of the research
conducted by Chapman, uggersler, Carroll, piasentinrjones (2005) concluded that timely
responses from HR managers were linked to greater applicant attraction to a job with an
organization.

According to Robins in his study revealed that “The ideal recruitment effort will attract a
large number of qualified applicants who will take the job of it is offered. So recruiting is a
process of discovering the potential candidates for actual organization vacancies”.

Ms Ambika Verma (2009) in their survey research on the use of technologies in recruiting,
screening and selection process for job candidates conducted in dimension group found that
most organization implemented technology based recruitment tools to improve efficiency,
reduce costs and expand the applicant pool.

Nartey (2012) These recruitment and selection process should be done at each and every
sector for fulfilling their organizational goals.

Recruitment and selection practises were important in the police department as said by
Michael D. White and Glipsy Escobar (2008) in the world and this paper shows the
importance of seven issues relating to recruitment, selection and training practises in the
organizations (M.N.Malhotra, 2014) (Terpstra.D, 1996).

Mohammed Nurul Absar (2012) says the importance of recruitment and selection in his
paper by considering both public and private manufacturing firms in Bangladesh (M.M.Absar,
2012).

29
Some of the research professionals and scholars say that there is a close linkage between the
recruitment selection employee satisfaction organization performance and HR practises
(Gorter, 1996).

In his paper Recruitment and Selection of public workers: An international compendium

of modern trends and practises say that the importance of using technology in the recruitment
and selection process for updating the organizational resources (Hays, 2004).

Ongori Henry and Temtime Z (2009) say that in their paper the recruitment and
selection practises of the small and medium enterprises and make them to improve their HR
practises (R.D.Omolo, 2012).

French says that the importance of certain selection and recruitment activities in the
organizations (G.R.French, 2012).

Among recruitment sources Bernardin says that internal source of recruitment is effective
compared to the external source (H.John, 2003).

Decker & Cornelius say that compared to the traditional recruiting sources the modern sources
like referrals, casual applicants and direct approaches will benefit at large (L.Barclay, 1985)
(Cappelli, 2001).

Selection procedure also should be in application to the modern techniques (M.Smith,

2001).

The literature says that employers are doing the traditional method of recruiting rather
than the modern technologies (Schmidt, 1998). Chris Piotrowski and Terry Armstrong say
that in their article that around all the organizations are using traditional recruitment
sources and 30% of organizations are screening candidates honestly (Armstrong, 2006).

Parry & Wilson (2009) stated that “recruitment includes those practices and activities carried
out by the organization with the primary purpose of identifying and attracting potential
employees”.

30
According to SHRM (Society for Human Resource Management) says that 15% joined in
the organizations are placing false resume (Gusdorf, 2008).

Some of the employers select the candidates with discrimination was not supposed to be
done in the organizations (Fomunjong, 2009).

Whetton and Cameron (2002) cite a six-step process of conducting an interview, what they
named as PEOPLE-oriented selection interview process. Here the word ‘PEOPLE’ clearly
explains the interview process: P = prepare, E = Establish rapport, O = Obtain information, P
= Provide information, L = lead to close, and E = evaluate. Several contradictions arise
among the scholars regarding effective interview techniques with respect to type of questions
to be asked, kind of interview to be applied i.e. individual or panel, competency based or
behavioural interviews, traits interview and so on.

Behavioural interview is more effective than ‘trait interview’ in a sense that the trait
approach, permits stereo typing candidates based on first impression rather than predicating a
candidate’s future behaviour based on his /her life history experiences (Green, 1991).

Research indicates that behavioural interviews are nearly eight times more effective for
predicting successful job performance (Merritt, 2003).

Stress interviews are becoming more common place in today’s business (Poundtone, 2003).

In this case, interviewers observe how a candidate will react under pressure as well as his or
her values and ethics in stressful conditions. Koen (2004) suggested to avoid ‘closed
questions’ that require a ‘yes’ or ‘no’ answer. Again, a challenge for the interviewers is to
keep bias out of the interview (Hackney and Kleiner, 1994).

Foster & Godkin (1998) think that the interviewer often holds a stereotype of what represents
a ‘good’ applicant. They often tend to favour applicants who share his or her own attitudes.
Further, the Interviews should always be planned properly, meaning that interviewers must
prepare for the interview (Dickel, 2008).

31
Jackson et al. (2009), Human resource management approaches in any business organization
are developed to meet corporate objectives and materialization of strategic plans via training
and development of personnel to attain the ultimate goal of improving organizational
performance as well as profits. The nature of recruitment and selection for a company that is
pursuing HRM approach is influenced by the state of the labour market and their strength
within it. Furthermore, it is necessary for such companies to monitor how the state of labour
market connects with potential recruits via the projection of an image which will have an effect
on and reinforce applicant expectations.
Certainly interview is a two-way process and it is an interviewer’s best interest to find good
prospects, hire them, and have them stay in the organization. Therefore, the interviewee should
be provided sufficient information about the job and the organization. Buda (2003) suggested
realistic job preview (RJP) to achieve this goal.

It allows job candidates to know favourable as well as unfavourable information about the job
(Ganzach, Pazy & Brainin, 2002). The selection interview plays an important role in bringing
the best employees into the organization. The challenge of today’s HR managers is to
develop and maintain a valid and productive selection interview. There is no magic formula
for hiring the best candidate for a job.

According to Korsten (2003) and Jones et al. (2006), Human Resource Management theories
emphasize on techniques of recruitment and selection and outline the benefits of interviews,
assessment and psychometric examinations as employee selection process. They further
stated that recruitment process may be internal or external or may also be conducted online.
Typically, this process is based on the levels of recruitment policies, job postings and details,
advertising, job application and interviewing process, assessment, decision making, formal
selection and training (Korsten 2003).
Jones et al. (2006) suggested that examples of recruitment policies in the healthcare, business
or industrial sector may offer insights into the processes involved in establishing recruitment
policies and defining managerial objectives.
Successful recruitment techniques involve an incisive analysis of the job, the labour market
scenario/ conditions and interviews, and psychometric tests in order to find out the
potentialities of job seekers. Furthermore, small and medium sized enterprises lay their hands
on interviews and assessment with main concern related to job analysis, emotional

32
intelligence in inexperienced job seekers, and corporate social responsibility. Other
approaches to selection outlined by Jones et al. (2006) include several types of interviews,
role play, group discussions and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may lead to
difficulties and unwanted barriers for any company, including untoward effects on its
profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2006). In
additional, insufficient recruitment may result into lack of labour or hindrances in
management decision making, and the overall recruitment process can itself be advanced and
amended by complying with management theories. According to these theories, the
recruitment process can be largely enhanced by means of Rodgers seven point plan,
MunroFrasers five-fold grading system, personal interviews, as well as psychological tests
(Jones et al. 2006).

Alan Price (2007), in his work Human Resource Management in a Business Context,
formally defines recruitment and selection as the process of retrieving and attracting able
applications for the purpose of employment. He states that the process of recruitment is not a
simple selection process, while it needs management decision making and broad planning in
order to appoint the most appropriate manpower. There existing competition among business
enterprises for recruiting the most potential workers in on the pathway towards creating
innovations, with management decision making and employers attempting to hire only the
best applicants who would be the best fit for the corporate culture and ethics specific to the
company (Price 2007). This would reflect the fact that the management would particularly
shortlist able candidates who are well equipped with the requirements of the position they are
applying for, including team work. Since possessing qualities of being a team player would
be essential in any management position (Price 2007).
The principal disadvantages of internal recruitment have limited choice of talent available in
the organization as it evades the arrival of fresh candidates. There may be far better external
candidates who have more experience and better qualifications (Sunderland & Canwell,
2008) to suit the position in question. Another problem with internal sourcing is that the
existing employees, whether competent or not, will feel that they have an automatic right to
be given a more senior post (Sunderland & Canwell, 2008).

33
Besides above, external sources of recruitment, refer to attracting applicants from outside the
organization to fill vacant positions. Like internal sources, they are also equally beneficial in
attracting competent applicants for advertised positions. Broad varieties of methods are in use
for external recruitment such as advertisement, e-recruitment, employee referrals,
employment agencies, labour office, education and training establishment (Beardwell, 2007;
Cober & Brown, 2006). Of all the above e- recruitment or recruitment using social media like
facebook, linked in etc and employee referrals are most widely used methods by the modern
organisations. e-recruitment: or online recruitment uses web-based tools such as a firm’s
public internet site or its own intranet to recruit staff and carrying out the processes of
attracting,screening and tracking applicants, selecting, and offering jobs or rejecting
candidates online. Cappelli (2001), has estimated it that it costs only about one-twentieth, as
much to hire someone online. Further use of digital platforms such as Facebook and LinkedIn
gives the real time information on the candidate for the organisation, for which the
dependency till date was only on reference checks.

The modern organisations seem quite inclined towards Employee Referral schemes to fill up
their vacancies. An employee referral program is a system where existing employees
recommend potential candidates for the job offered, and in some organizations if the
recommended candidate is hired, the employee obtains a cash bonus. Under this method, a
candidate is appointed on the recommendation of some currently working employees. Hence,
the HR managers of various corporations depend on the present employees for reference of the
candidates for several jobs that occur vacant. This source is gaining a lot of popularity amongst
the practitioners as it reduces the cost and time essential for recruitment.
Further, this source also improves the effectiveness of recruitment as the candidates come from
a known source. HR managers offer various incentives/rewards including cash incentives to
the current employees for referring the best candidates (Rajarao, 2010).

In summary, for a company to succeed all it takes is the proper recruitment strategies which
also shapes the overall manpower management of the company. By conclude this literature
review, the study emphasizes on the fact that the recruitment process is integrated with other
process such as strategy plan of the company, training and development schemes,
compensation, rewarding/incentive system, performance appraisal, and lastly, industrial
relations. Furthermore, according to Silzeretal (2010), there exist several reasons why the most

34
apparent information have been more promising; including the well-structured nature of
interviews, the use of questionnaires based on a job analysis, inclusion of panel of interviews,
the practice of note-making during the interview, and the use of rating scale based on
behavioural factors to gauge the interviewee's answers all play an integral part in the
improvement of the recruitment validity.

B. RESEARCH METHODOLOGY

3.1 RESEARCH OBJECTIVES

The main objective of this project is to find out the recruitment and selection process, how the
candidates are recruited, on what basis is the selection process depends and what are the skill
set required to do particular job i.e. getting the “Right person for the Right job at the Right
time”. Any organisation attempts to select the applicant whose qualification is most closely
related to those required for successful performance of the major duties and responsibilities of
the position.
• Finding out the methodology used in the recruitment & selection process i.e.
assessment of the client's needs, advertisement, executive search etc.
• And also finding out the internal recruitment process i.e. The existing employees within
the organisation are selected rather than employing someone from outside because
existing employees have greater opportunity to advance their careers in the
organisation.
• Finding out the examination pattern for first level of screening the candidates & to what
standards of paper is set

RESEARCH METHODOLOGY

3.2 MEANING OF RESEARCH

To study a subject in detail, especially in order to discover new information or reach a new
understanding.

Research is a process of systematic inquiry that entails collection of data; documentation of

critical information; and analysis and interpretation of that data/information, in accordance
with suitable methodologies set by specific professional fields and academic disciplines.

35
Research is conducted to evaluate the validity of a hypothesis or an interpretive framework; to
assemble a body of substantive knowledge and findings for sharing them in appropriate
manners; and to generate questions for further inquiries.

3.3 RESEARCH DESIGN

A research design is a framework or blueprint for conducting the marketing research project.
It details the procedures necessary for obtaining the information needed to structure or solve
marketing research problems. In simple words it is the general plan of how you will go about
your research. The research design used for the study of recruitment procedure is descriptive
in nature.

3.4 NATURE AND SOURCE OF DATA

Data collection is a process of obtaining valuable and reliable information for the purpose of
research.

The data was collected mainly by the following methods –

1. PRIMARY DATA

The data which are collected fresh for the first time and thus happened to be original in
character is called primary data.

Questionnaire

Questionnaire method is the one of the common methods where a questionnaire is

submitted across people and they are asked to fill it with his/her opinions. The
questionnaire consists of both open ended and closed type of questions.
Questionnaire has been prepared which has got filled up by the employees of the
company.

36
 2. SECONDARY DATA

Availability of secondary data in the form of journals, manuals and books on recruitment
were used as secondary data.

3.5 SAMPLING SIZE AND TECHNIQUE

AREA OF STUDY

This is done with the primary objective of ascertaining the recruitment and selection process
in NESTLÉ INDIA LIMITED – CHENNAI.

SAMPLE DESIGN

• The sample includes all the employees of NESTLÉ INDIA LIMITED – CHENNAI.
• The respondents are basically employees for whom a questionnaire has been
prepared.
• Sample size – 60
• The sampling technique that has been used in simple and random basis.

QUESTIONNAIRE CONSTRUCTION

In construction questionnaire, care was taken to investigate the difficulties that the respondent
may face while answering them. It was prepared keeping in view the objective of the study.
During the construction care was taken to avoid questions, which may lead misinterpretation.
The question thus constructed was a structured one so as to collect all the relevant information.
The questions were arranged in a logical order/sensible sequence.

The Questionnaire consists of a variety of questions presented to the employees for their
response. Dichotomous question and multiple choice questions were used in constructing the
questionnaire.

37
STATISTICAL TOOLS USED

Statistical tools like charts, graphs and tables were used to represent and interpret the data.

For the purpose of this study, Primary data was collected through Questionnaire Method
whereas secondary data was collected from various journals, periodicals and company website.
The sample size undertaken is 60.

38
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

39
 DATA ANALYSIS AND INTERPRETATION
The percentage analysis is used to know the accurate percentage of the data
taken and it is easy to graph out through the percentages.

RESPONDENTS OF AGE GROUP

AGE GROUP NO OF RESPONDENTS PERCENTAGE

20 – 30 30 50

31 – 40 19 31.66

41 – above 9 15

Not respondents 2 3.34

Total 60 100
Table No. 4.1
Chart No. 4.1

RESPONDENTS OF AGE GROUP

20 – 30 31 – 40 41 – above Not respondents

INTERPRETATION
From the above table shows that the age group of respondents reveals that 50% upto 20 – 30;
31.66% upto 30 – 40 years; 15% upto 40 and above and not respondents are 3.34%. Majority
of the respondent are 20 – 30 years of age.

40
 RESPONDENTS OF GENDER
Table No. 4.2

GENDER NO OF PERCENTAGE
RESPONDENTS
Male 37 61.67

Female 23 38.33

Other 0 0

Chart No. 4.2

RESPONDENTS OF GENDER

Male Female Other

INTERPRETATION
From the above table shows that out of 60 respondents, 61.67% of the respondent from male
and 38.33% from female. Majority of the respondent are male 61.67%

41
 RESPONDENTS OF EDUCATION QUALIFICATION
Table No. 4.3
RESPONSE NO OF RESPONDENTS PERCENTAGE

High school 0 0

Diploma 7 11.66

UG 23 38.34

PG 30 50

Total 60 100

Chart No. 4.3

RESPONDENTS OF EDUCATION QUALIFICATION

60

50

40

30

20

10

0
High school Diploma UG PG

NO OF RESPONDENTS PERCENTAGE

INTERPRETATION
From the above table shows that studied diploma 11.66%, studied UG 38.37%, and studied PG
50%. Majority 50% of the respondents are PG.

42
 RESPONDENTS OF DEPARTMENT
Table No. 4.4

DEPARTMENT NO OF PERCENTAGE
RESPONDENTS
Sales 12 20
Marketing 18 30
Finance 19 31.66
Technical 6 10
Other 5 8.34
Total 60 100

Chart No. 4.4

RESPONDENTS OF DEPARTMENT

Sales Marketing Finance Technical Other

INTERPRETATION
From the above table shows that the respondents selected sales department 20%, marketing
department 30%, Finance department 31.66%, Technical department 10% and other
department 8.34%. Majority 31.66% of the respondents is in Finance department.

43
 RESPONDENTS OF THEIR JOB TITLE
Table No. 4.5

JOB TITLE NO OF PERCENTAGE

RESPONDENTS
Manager 16 26.66
Team leader 7 11.66
Director 14 23.34
Executive 17 28.34
Other 6 10
Total 60 100

Chart No. 4.5

RESPONDENTS OF JOB TITLE

50
45
40
35
30
25
20
15
10
5
0
Manager Team leader Director Executive Other

NO OF RESPONDENTS PERCENTAGE

INTERPRETATION
From the above table shows that, respondents of Manager 26.66%, Team leader 11.66%,
Director 23.34%, Executive 28.34%, And other 10%. Majority 28.34% of respondents is
Executive.

44
 RESPONDENTS OF WHICH SOURCES OF RECRUITMENT AND SELECTION
PROCESS
Table No. 4.6

RESPONSE NO OF PERCENTAGE
RESPONDENTS
Internal 0 0

External 0 0
Both 60 100

Total 60 100

Chart No. 4.6

RESPONDENTS OF WHICH SOURCES OF

RECRUITMENT AND SELECTION PROCESS
120

100

80

60

40

20

0
1 Internal 2 External 3 Both

NO OF RESPONDENTS PERCENTAGE

INTERPRETATION
From the above table shows that the organisation follows both internal and external sources for
recruitment and selection process.

45
 RESPONDENTS OF WHICH EXTERNAL SOURCES ARE USED

Table No.4.7

RESPONSE NO OF PERCENTAGE
RESPONDENTS
Advertisement 5 8.34
Internet 20 33.34
Campus recruitment 30 50
Consultancies 4 6.66
Other 1 1.66
Total 60 100
Chart No. 4.7

WHICH EXTERNAL SOURCE ARE USED

Advertisement Internet Campus recruitment Consultancies Other

INTERPRETATION
From the above table shows that, respondents voted 8.34% for Advertisement, 33.34 for
Internet, 50% for Campus recruitment, 6.66% for Consultancies and 1.66% for other.
Majority 50% respondents for Campus recruitment.

46
 RESPONDENTS OF WHICH METHODS ARE USED

Table No. 4.8

RESPONSE NO OF RESPONDENTS PERCENTAGE

Written 0 0
Group discussion 0 0
Personal interview 0 0
All the above 60 100
Total 60 100

Chart No. 4.8

WHICH METHOD ARE USED

120

100

80

60

40

20

0
Written Group discussion Personal interview All the above

NO OF RESPONDENTS PERCENTAGE

INTERPRETATION
From the above table shows that, all the respondents voted all the above i.e. Written, Group
discussion and Personal interview.

47
 RESPONDENTS OF WHICH OTHER DEPARTMENT ARE INVOLVED
Table No. 4.9
RESPONSE NO OF RESPONDENTS PERCENTAGE

Sales 5 8.34
HR executive 30 50
Administration 20 33.34
Other 5 8.33
Total 60 100

Chart No. 4.9

WHICH OTHER DEPARTMENTS ARE INVOLVED

Sales HR executive Administration Other

INTERPRETATION
From the above table shows that, respondents voted 8.34% for Sales, 50% for HR executive,
33.34% for Adminstration and 8.33% for other. Majority 50% respondents for HR executive.

48
 RESPONDENTS OF AVERAGE TIME SPEND ON SELECTION PROCESS
Table No. 4.10
RESPONSE NO OF RESPONDENTS PERCENTAGE

10mins 40 66.66

11 – 20mins 20 33.34

More than 20mins 0 0

Total 60 100

Chart No. 4.10

AVERAGE TIME SEPND ON SELECTION PROCESS

10mins 11 – 20mins More than 20mins

INTERPRETATION
From the above table shows that, respondents voted 66.66% for 10mins and 33.34% for 11 –
20mins. Majority 66.66% respondents for 10mins.

49
 RESPONDENTS OF HOW MANY DAYS DID THE COMPANY TAKE TO
RESPOND TO YOUR APPLICATION
Table No. 4.11
RESPONSE NO OF RESPONDENTS PERCENTAGE

5 – 10 days 18 30

11 – 15 days 23 38.34

More than 15 days 19 31.66

Total 60 100

Chart No. 4.11

HOW MANY DAYS DID THE COMPANY TAKE TO

RESPOND TO YOUR APPLICATION

5 – 10 days 11 – 15 days More than 15 days

INTERPRETATION
From the above table shows that, respondents voted 30% for 5 – 10 days, 38.34% for 11 – 15
days and 31.66% for More than 15days. Majority 38.66% of respondents for 11 – 15 days.

50
 RESPONDENTS OF HOW MANY PEOPLE BEING SELECTED OUT OF THOSE
INTERVIEWED
Table No. 4.12
RESPONSE NO OF RESPONDENTS PERCENTAGE

Depends on companies requirement 7 11.67

Depends on candidates abilities 40 66.66

Depends on interviewer 13 21.67

Total 60 100

Chart No. 4.12

HOW MANY PEOPLE BEING SELECTED OUT OF

THOSE INTERVIEWED

Depends on companies requirement Depends on candidates abilities

Depends on interviewer

INTERPRETATION
From the above table shows that, respondents voted 11.67% for depends on Companies
requirement, 66.66% for depends on candidates abilities and 21.67% for depends on
interviewer. Majority 66.66% of respondents for depends on candidates abilities.

51
 RESPONDENTS OF HOW MANY ROUNDS INVOLVED IN SELECTING
CANDIDATES
Table No. 4.13
RESPONSE NO OF RESPONDENTS PERCENTAGE

2 Rounds 0 0

3 Rounds 12 20

More than 3 Rounds 48 80

Total 60 100

Chart No. 4.13

HOW MANY ROUNDS INVOLVED IN SELECTING

CANDIDATES

2 3 More than 3

INTERPRETATION
From the above table shows that, respondents voted 0% for 2 rounds, 20% for 3 rounds and
80% for More than 3 rounds. Majority 80% of respondents for More than 3 rounds.

52
 RESPONDENTS OF WRITTEN TEST IS COMPULSORY
Table No. 4.14

RESPONSE NO OF RESPONDENTS PERCENTAGE

Yes 60 100
No 0 0
Total 60 100

Chart No. 4.14

IS WRITTEN TEST IS COMPULSORY

120

100

80

60

40

20

0
NO OF RESPONDENTS PERCENTAGE

Yes No

INTERPRETATION
From the above table shows the, respondents voted 100% for Yes and 0% for No. Majority
100% for Yes i.e. Written test is compulsory.

53
 RESPONDENTS OF TO WHAT LEVEL OF THE PAPER IS SET
Table No. 4.15
RESPONSE NO OF PERCENTAGE
RESPONDENTS
High – level 32 53.34
Average 20 33.33
Low – level 8 13.33
Total 60 100

Chart No. 4.15

TO WHAT LEVEL OF THE PAPER IS SET

High – level Average Low – level

INTERPRETATION
From the above table shows that, respondents voted 53.34% for High – level, 33.33% for
Average, 13.33% for Low – level. Majority 53.34% of respondents for High – level.

54
RESPONDENTS OF THERE IS ANY CONTRACT SIGNED BY THE EMPLOYEES
WHILE JOINING THE COMPANY
Table No. 4.16
RESPONSE NO OF PERCENTAGE
RESPONDENTS
Yes 44 73.34
No 16 26.66
Total 60 100

Chart No. 4.16

IS THERE ANY CONTRACT SIGNED BY THE

EMPLOYEES WHILE JOINING THE COMPANY
80
70
60
50
40
30
20
10
0
NO OF RESPONDENTS PERCENTAGE

Yes No

INTERPRETATION
From the above table shows that, respondents voted 73.34% for Yes and 26.66% for No.
Majority 73.34% of respondents for Yes i.e. Contract signed by the employees while joining
the company.

55
 RESPONDENTS OF RATING OF HR PRACTICES
Table No. 4.17
RESPONSE NO OF RESPONDENTS PERCENTAGE
Very good 0 0
Good 0 0
Average 6 10
Bad 22 36.66
Very bad 32 53.34
Total 60 100

Chart No. 4.17

RATING OF HR PRACTICES
60

50

40

30

20

10

0
Very good Good Average Bad Very bad

NO OF RESPONDENTS PERCENTAGE

INTERPRETATION
From the above table shows that, respondents voted 0% for rating, 0% for 2 rating, 10% for 3
rating, 36.66% for 4 rating, 53.34% for 5 rating. Majority 53.34% of respondents are 5 rating.

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 RESPONDENTS OF INTERVIEW TECHNIQUES
Table No. 4.18
RESPONSE NO OF RESPONDENTS PERCENTAGE

Single man interview 46 76.66

Panel interview 14 23.34

Total 60 100

Chart No. 4.18

INTERVIEW TECHNIQUES
90
80
70
60
50
40
30
20
10
0
NO OF RESPONDENTS PERCENTAGE

Single man interview Panel interview

INTERPRETATION
From the above table shows that, respondents prefers 76.66% for Single man interview and
23.34% for Panel interview. Majority 76.66% of respondents are preferred Single man
interview.

57
 RESPONDENTS OF SATISFIED WITH HR POLICIES
Table No. 4.19
RESPONSE NO OF RESPONDENTS PERCENTAGE

Yes 53 88.34

No 7 11.66
Total 60 100

Chart No. 4.19

SATISFIED WITH HR POLICIES

100
90
80
70
60
50
40
30
20
10
0
NO OF RESPONDENTS PERCENTAGE

Yes No

INTERPRETATION
From the above table shows that, respondents voted 88.34% for Yes and 11.66% for No.
Majority 88.34% of respondents are Yes i.e. 88.34% employees are satisfied with the HR
policies.

58
 CHAPTER 5

FINDINGS, SUGGESTION AND CONCLUSION

59
 FINDINGS
The collected data are analysed and general observations of NESTLÉ INDIA LIMITED has
done remarkable job in its Human Resource department.
The main findings are as follows:

1. In NESTLÉ INDIA LIMITED employees feel that the HR department is good.

2. 76.66% of the employees prefer single man interview.

3. 53.34% of employees feel that they are comfortable working with the current HR
policies of the company.

4. 73.34% of the employees voted for contract signed by employees while joining in
company. 28% of the respondents are Executive of the company.

5. 53.34% of the respondents voted High – level standard of paper.

6. 100% of the respondents voted for conducting compulsory written test for selecting
the candidates.

7. 80% of the respondents voted for more than 3 rounds while recruiting the employees.

8. Above 66.66% of the respondents are voted for depends on candidates abilities.

9. 38% of the respondents voted for 11 – 15 days to respond the application.

10. 67% of the respondents are voted for 10mins spend on selecting candidates.

11. 50% of the respondents are voted for HR executive department are involved during
recruitment process.

12. 100% of the respondents are voted for all of these i.e. written test, group discussion
and personal interview methods are used in recruitment and selection process.

13. 50% of the respondents are voted for Campus recruitment in external sources.

14. 100% of the respondents are voted for both internal and external sources of recruiting
and selecting the candidates.

15. 88% of the employees are satisfied with the recruitment and selection process.

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 SUGGESTIONS

From the findings I can suggest NESTLÉ INDIA LIMITED following things for the more
effectiveness of recruitment and selection process and HR policies:
 Recruitment must be done by analysing the job firstly which will make it easier and

will be beneficial from the company’s point of view.

 More emphasis should be given on internet and advertisement so that more and more

candidates apply for the jobs and it will be easy to find the right employee among them.

 The recruitment and selection procedure should not be too lengthy and time consuming.

Company should try to use the internal recruitment process first because it incurs less cost

and acts as a motivational factor to the employees.

 Provide training to employees so that they get better knowledge, skills and attitude.

 Company should amend some parts of their HR policies for better effectiveness.

61
 CONCLUSION

Recruitment is the process of searching for prospective employees and stimulating and
encouraging them to apply for jobs in an organization. And Selection is selecting the right
candidate at the right time in the right place. Employees of NESTLÉ INDIA LIMITED are
satisfied with the current/existing recruitment and selection process. NESTLÉ INDIA
LIMITED is recruiting their employees mainly through campus recruitment. Consultancies are
the mediator between the organization and the candidates as it serves the requirements of
employees as well as the organization. Also NESTLÉ INDIA LIMITED has consider internet
sources for recruitment of employees so that it could motivate the employees. Employees are
also well aware about the various sources and methods of recruitment and selection. NESTLÉ
INDIA LIMITED has to implement innovative techniques in selection process like group
activities, stress test, etc.

62
ANNEXURE

63
 BIBLIOGRAPHY

BOOKS
C.B. Gupta, Human Resource Management, Sultan & Sons.
K. Ashwathapa, Human Resource and Personal Management, Tata McGraw Hill.
Dr. C.R. Kothari, Research methodology

WEBSITES
www.nestle.in
www.google.com
Www.scribd.com

64
 QUESTIONNAIRE
Questionnaire for employees

1. Name ____________

2. Gender

a) Male
b) Female
c) Other

3. Age

a) 20 – 30
b) 31 – 40
c) 40 – above

4. Educational qualification

a) High school
b) Diploma
c) UG
d) PG
e) Other

5. Select your department

a) Sales
b) Marketing
c) Finance
d) Technical
e) Other

65
6. Select your job title

a) Manager
b) Executive
c) Team leader
d) Director
e) Other

7. Which of the sources of recruitment and selection process are used in Nestlé
India Limited ?

a) Internal
b) External
c) Both

8. Which of the following external sources are used in recruitment?

a) Advertisements
b) Internet
c) Campus recruitment
d) Consultancies
e) Other

9. Which of the following methods are used in recruitment ?

a) Written
b) Group discussion
c) Personal interview
d) All the above

10. Apart from the HR manager, who all from the other departments are involved in
interviewing process ?

66
 a) Sales
b) Administration
c) HR executive
d) Other

11. What is the average time spend during selecting the candidates ?

a) 10mins
b) 10 - 20mins
c) More than 20mins

12. How much time did the company take to respond to your application ?

a) 5 – 10 days
b) 11 – 15 days
c) More than 15 days

13. How many people being selected out of those interviewed?

a) Depends on companies requirement

b) Depends on candidates abilities
c) Depends on interviewer

14. How many round involved in selecting the candidates ?

a) 2 rounds
b) 3 rounds
c) More than 3 rounds

15. Is written test is compulsory for selecting the candidates ?

a) Yes
b) No

67
16. To what standard the paper is set ?

a) High – level
b) Average
c) Low – level

17. Is there any contract signed by employees while joining in company ?

a) Yes
b) No

18. How do you rate your HR practices of the company ?

a) Very good
b) Good
c) Average
d) Very bad
e) Bad

19. What interview techniques do you prefer ?

a) Single man interview

b) Panel interview

20. Are you satisfied with the HR policies of the company ?

a) Yes b) No

68