A FEASIBILITY STUDY ON ADOPTING V-

CONSOLE AS A RECRUITMENT AND

SELECTION PROCESS APPLICATION
WITH SPECIAL REFERENCE TO FACT

PROJECT REPORT

Submitted by

ARUN KUMAR A.R

Register No: 713219631016

in partial fulfillment for the award of the

degree of

MASTER OF BUSINESS ADMINISTRATION

IN

RVS INSTITUTE OF MANAGEMENT

STUDIES COIMBATORE – 641402

MAY 2023
 RVS INSTITUTE OF MANAGEMENT STUDIES,

COIMBATORE - 641 402 BONAFIDE

CERTIFICATE

Certified that this project report titled A study on analysis of employee training needs in banking
sector is the bonafide work of Mr. ARUNKUMAR A.R who carried out the research under my
supervision. Certified further, that to the best of my knowledge the work reported herein does not form
part of any other project report or dissertation on the basisof which a degree or award was conferred on
an earlier occasion on this or any other candidate.

Dr. J. Nirubarani
Project Guide Head of the Department

Submitted for the Project Viva-Voce examinationheld on ……………..

……………………………….. …………………................

Internal examiner External Examiner

 DECLARATION

I affirm that the project work titled “ A FEASIBILITY STUDYON ADOPTING V-CONSOLE AS
A RECRUITMENT AND SELECTION PROCESS APPLICATION WITH SPECIAL REFERENCE
TO FACT“ being submitted in partial fulfillment for the awardof Master of Business Administration
is the original work carried out by me. It has not formed the part of any other project work submitted
for award of any degree or diploma,either in this or any other University.

ARUN KUMAR A.R

713219631016

I certify that the declaration made above by the candidate is true.

Assistant Professor
ACKNOWLEDGEMENT

“Gratitude is the music of our hearts.” A project of such a comprehensive finish cannot be completed
without the help of numerous sources and people throughout the long rugged path of success. We
realize this fact and so, we are greatly indebted to allof them and take this opportunity to thank them.

First and foremost let me sincerely thank almighty for the great opportunity and blessings that he has
showered up on me for the successful and timely completion of my Project. I wish to pledge and
reward my deep sense of gratitude for all those who have made this project come alive.

I would like to express my heart-felt gratitude to thank to the management and staff ofRVS Institute
of Management Studies, Coimbatore, the Director Dr. P.V. PRABHA MBA, Ph.D., for permitting me
to take up this project

Now I great fully thank to Dr. J. Nirubarani B.Ed., DPCS., MBA., M Phil., PhD., Head, RVS Institute
of Management Studies, for the active and patient supportforwarded to me in respect of this project.

I am gratefully indebted to my internal faculty guide Mrs. Ramya Krishna G Assistant Professor, RVS
Institute of Management Studies, for encouraging me and for his constant support throughout the
course of the project and helping me to complete it successfully
I thank to all other faculties and non-teaching staffs of RVS Institute of Management Studies for
indirectly helping me to complete the report.

I thank my parents and all other family members for their valuable and inseparable support in
completion of this project. Once again I take this opportunity to convey mysincere thanks to each and
every person who helped me directly and indirectly in the successful completion of this project.

ARUN KUMAR A.R

 CHAPTER I

INTRODUCTION
The FACT people have traditionally relied heavily on agriculture, and we have been cultivating the
land and harvesting its produce for centuries. This was obviously discovered as the land was getting
less and less fertile. As production decreased, we discovered that we had to rely on imports to meet
our minimal food grain requirements in the first half of this century. We realized the obvious fact that
the soil had been losing its fertility over a long period of repetitive agriculture, but it was much too
late. The amount of organic manure we were adding back to thesoil was not enough to restore it or
balance out the land's uneven fertility state. Advanced countries elsewhere had discovered the answer
to this problem in chemical fertilizers and some of the large-scale farming entrepreneurs like foreign-
owned plantations in India also were importing chemical fertilizers for their own use. The mixed
economy standard, which characterized the coexistence of the private and public sectors, was put into
place by the Indian government in 1948.
It made it easier for the public sectors to grow and for the private sectors to reorient themselves to the
requirements of a planned economy. Prior to 1991–1992, the majority of India's public and private
sector businesses operated in a safe atmosphere. But over the past ten years, for a variety of causes,
there have been a lot of developments in the Indian industry. They included the massive infusion of
foreign capital into domestic businesses, mergers and acquisitions, Indian customers' desire for world-
class goods and services provided by multinational corporations, and the establishment of
multinational manufacturing facilities with improved technology. As a result, the government began
gradually opening up various economic sectors. By actively involving the states in the growth of
industries, India's industrial policy sought to guarantee a balanced regional development. India's
economy is heavily dependent on agricultural products because the country is primarily agriculturally
oriented. The Indian fertilizer sector has made contributions to food security as well.
However, it also contributed to the expansion of the Indian economy by raising agricultural
productivity. The basic goal of the fertilizer sector is to guarantee a sufficient supply of primary and
secondary nutrients for agriculture. Additionally, this offers farmers a lot of support. The development
of structured research into fertilizer technology began in the seventeenth century. The government's
regulations, which include extensive controls on pricing, distribution, and movement of fertilizers,
have had a significant impact on the growthof the fertilizer business in India. There are currently 64
large-scale fertilizer facilities in the nation producing a variety of nitrogenous and phosphate complex
fertilizers. In 1998, the nation's installed capacity for producing fertilizer was 104.98 lakh nitrogen
tones and 29.51 lakh phosphate tones; by 2000, that capacity had increased to 110.71 lakh nitrogen
tones and 36.48 lakh nitrogen tones. The main issues that the fertilizer industry in India was dealing
with were the lack of appropriate supply of feedstock and raw materials on the international market
and the price instability.
By implementing various strategies for increasing the production of fertilizers, such as Expansion and
increase in efficiency through modernization and revamping of existing fertilizer units, setting up
joint venture projects with businesses in nations that are abundant in less expensive resources for row
materials, the Indian fertilizer industry has reached the international level of capacity utilization.

India has formed joint ventures with international companies in a number of nations in order to meet
the need for gas, which is one of the primary prerequisites for the production of nitrogenous fertilizers.
It is clearly obvious that the Indian fertilizer sector has had extensive growth and has come alive in a
short period of time with such extensive growth, joint ventures have also been developed for the
supply of phosphoric acid. On the international market, the fertilizer sector in India has a promising
future.
By subsidizing the raw materials, loosening the reporting policies, and other measures, the Indian
government is providing full support to the fertilizer industry. Both the domestic and international
demand for Indian fertilizer has been steadily increasing. India currently occupies the fourth spot in
the world market.

INCORPORATION AND HISTORY OF THE ORGANIZATION

The Fertilizers and Chemicals Travancore Limited (FACT) was founded in 1943 as India's first large-
scale fertilizer plant in Udyogamandal, Kochi, Kerala. FACT began production in 1947. Founded in
the private sector by M/s. Seshasayee Brothers, FACT became a public sector business in 1960, with
the Government of India becoming a substantial shareholder in 1962. FACT is administered by the
Department of Fertilizers, Ministry of Chemicals and Fertilizers, Government of India. FACT grew
from humble beginnings to become a multi-divisional organization with a wide range of operations.
Until 1972, the main division at Udyogamandal went through four rounds of expansion, updating
technology, and expanding capacity. FACT Udyogamandal began producing Ammonium Sulphate in
1947, with an installed capacity of 10,000 MT Nitrogen. FACT became a Kerala State Public Sector
Enterprise on August 15, 1960, and the Government of India became a substantial shareholder on
November 21, 1962.
FACT's second round of expansion was finished in 1962. The third stage of FACT's expansionwas
completed in 1965 with the establishment of a new Ammonium Sulphate Plant.
Recognizing the need to develop indigenous capabilities for the design and construction of Chemical
and Fertilizer Plants in the 1960s, FACT developed an Engineering & Consultancy wing FEDO
(FACT Engineering & Design Organization).In 1966, the Fabrication Division FEW (FACT
Engineering Works) was also founded. On July 24, 1965, FACT Engineering andDesign Organization
was established to satisfy the rising need for indigenous capabilities in critical areas of Engineering,
Design, and Consultancy for the establishment of large and modern fertilizer facilities. Since then,
FEDO has expanded into Chemicals, Petrochemicals, Hydrometallurgy, Pharmaceuticals, and other
industries.
FEDO provides services ranging from project identification and evaluation to plant design,
procurement, project management, site monitoring, and commissioning of new plants, as well as
overhauling and modernization of existing plants. On April 13, 1966, FACT Engineering Works was
created as a unit to fabricate and install equipment for fertilizer plants. FEW has acquired expertise in
the manufacturing of pressure vessels and heat exchangers throughout the years. FEW has also laid
cross-country pipelines and fabricated and installed massive penstocks for hydroelectric projects.

Another unit of fertilizer. Cochin Division was established in two stages at the BPCL-KochiRefineries
in Ambalamedu. Phase-I consisted of the Ammonia-Urea Complex, which was completed in 1973,
and Phase-II, which included the Sulphuric Acid, Phosphoric Acid, and Complex Fertilizer Plant,
which was completed in 1976-78.
During 1990-91, FACT expanded further with the commissioning of the Petrochemical Division at
Udyogamandal for Caprolactam manufacture. Following an order of the High Court of Kerala in
February 1994 on a Public Interest Litigation, FACT established a 900 TPD Ammonia Plant in
Udyogamandal at a cost of 638 Crores to decommission the existing imported Ammonia storage and
handling facilities at Willington Island (Cochin Port). The Ammonia plant went into operation in
1998.
C.P Ramaswamy Iyer, the then Diwan of Travancore, opened the way for the establishment ofFACT
in Udyogamandal, a previously unknown village in Kerala. From 1960 until 1971, FACT was directed
by Shri M.K.K Nair, an exceptional administrator, and visionary. He was the longest-serving MD, and
it was during his term that FACT prospered, with the establishment of several units to boost output,
the Engineering consultancy division (FEDO), and the fabrication unit (FEW). During this time, work
on the development of another industrialunit in Ambalamedu, the Cochin Division, was also begun.
Statement Of the Problem
Limited body language evaluation: Body language has some noteworthy drawbacks, including the fact that
it is a non-verbal form of communication and is only utilized occasionally as a supplement. It is more serious
to communicate in writing or verbally. In huge groups, body language is ineffective.
Building Rapport: A person comes to feel a sense of camaraderie, trust, and affinity withone another. Building
rapport may be very helpful for your work because it enables youto create strong interpersonal connections,
which can lead to many opportunities.
Demonstrating company culture: whether a company's mission and values align with your own by talking
to various team members and getting their opinions on their experiences. Social media is a fantastic platform
for showcasing your business culture and giving potential employees a chance to interact with your staff.
Technical issues: A single, reproducible fault or problem that substantially or considerably affects the
performance of the subscription service is referred to as a technical issue.
Benefits of virtual interviews to compensate: In addition to being more practical than conventional in-person
interviews, video interviews are also more productive and shorten the hiring process for your business.
Interviews can be scheduled more quickly and are available to candidates that live outside of the area. They
can therefore occur sooner rather than later.

Objective Of Study
 To suggest better practices to the organization regarding recruitment and selection
 To examine the impact of demographic variables on the recruitment and selectionprocess
 To study the various perception of the employees regarding recruitment and selection in the
organization.

Scope Of Study
The present study on recruitment and selection procedure helps how the employees are recruited and
selected in the organization. This in turn helps the management to formulate suitable policies to
recruit and select the employees. Hence efficient employees can be selected in the organization.
Recruitment and Selection is a very wide area and it consists of a variety of operations. Resources
are considered the most important asset to any organization. Hence, hiring the right resources is the
most important aspect of Recruitment. Every company has its own pattern of recruitment as per its
recruitment policies and procedures.
RESEARCH METHODOLOGY

TYPE OF DATA

The results of the study are based on findings from the data collected as it exists at present.
Primary data: The data collected is primary in nature. It will be collected with the help of a
questionnaire which will carry questions related to the selection of employees
Secondary data includes published articles, research papers, censussurvey, published general reports,
sources through related websites etc.

SAMPLE SIZE

For the present study, 150 respondents are selected at random. Convenience sampling method is
used for the study .It is non-probability sampling.

TOOLS FOR ANALYSIS

Graphs, charts and percentage analysis are used for measuring attitude “V-CONSOLE AS A
RECRUITMENT AND SELECTION PROCESS” of employees.

LIMITATIONS
 Delayed Customer Service is a Disadvantage
 Zoom Security Concerns- Intrusion by Outsiders
 Cyber Attacks may shrink the number of users
 App Server is reported to be Linking to China
 Might Be Too Much To Certain Users
 Considerably High System Requirement.
REVIEW OF LITERATURE
Customer retention refers to the actions that are done in order to keep the customer relationship alive
and retain the profitability of the customer. Customer retention locates itself between customer
satisfaction and customer value. Retained customers keep on re- purchasing, acquiring the new
services and referring the services to their inner circle compared to the other customers. Customer
Retention Customer Retention is the activity that a selling organization undertakes in order to reduce
customer defections. Successful customer retention starts with the first contact an organization has
with a customer and continues throughout the entire lifetime of a relationship.

Morris et al. (2011), opined that the attitudinally loyal customers will be largely influenced by the
good image of the company and the word of the mouth advertisement

Burtonshaw and Gunn (2010), states that these types of customers are emotionallyconnected with the
company and are hence taken to remain loyal for the rest of their life irrespective of any defects in the
service or the product of the company.
Ireland and Sexton (2010), the customer loyalty towards the service or the productis generally of three
types namely emotionally loyal, attitudinally loyal and behavioural loyal.

Kotler, (2008). Customer retention can be defined as how companies or organizations are able to
maintain the existing customers’ base on establishing goodrelations with all who buy the company
product.
Barney (2009), various companies along with different retail shops have introduced the concept of
loyalty cards to measure the number of visits of the customers.

Rhyne (2009), states that the organisational behaviour loyal customers are the typical range of
customers who are accustomed to the particular company for the product or the service hence they
don’t change their mind frequently.
Mc Alexander, (2006) Customer retention attempts to win a slightly larger share of the customer’s
spend than would otherwise be the case.
Gupta et al. (2004) found that a 1 per cent increase in customer retention had almost five times more
impact on firm value than a 1 per cent change in discount rate or cost of capital. As a result of these
researches, the business case for marketers to focus on the management of customer retention
became more clearly established.
Reynolds (2002) suggests that once a company acquires a group of customers, it can retain that
group by making them feel special through customer recognition.
Gerpott, et al (2001), states that the continuity of the business relations between the customer and
organization depends on the relationship between the two parties. For organization to continue
staying in business, there is the need create a link withthe customers through the satisfaction of
customers‟ needs.
Aspinall et al. (2001), in contrast, found that 54 per cent of companies reported that customer
retention was more important than customer acquisition. Support for retaining customers in the
marketing literature.
Dawes and Swailes (1999) explain that successful customer retention circumvents the costs of
seeking new and potentially risky customers, and allows organizations to focus more accurately on
the needs of their existing customers by building relationships.
Reichheld and Kenny (1990) specified six factors as imperative to improving retention: senior
management commitment; a customer-focused culture in which all employees and managers focused
their full attention on customer satisfaction; retention information systems that tracked and analysed
the root causes of defections; empowerment of front line employees to take actions that provided
immediate customer satisfaction; continuous training and development; and incentive systems based
on customer retention.
Heskett, et. al. (1990) found that good service delivery elicits the best outcome in terms of customer
satisfaction. They noted that the next best outcome was achievedwhen problems were elicited and
resolved, followed in descending order by problems that were elicited but not satisfactorily resolved
and problems that were not elicited or expressed.
Bitran and Hoech (1990) differentiated between transaction-oriented, "low contact" services, in
which quality can be defined as "conformance to specifications" and "high contact" services, such as
customer retention, that satisfy higher order human needs. They proposed that "actively understanding
and managing the relationship between server and customer can yield higher service revenues through
increased repurchase rates."
Parasuraman, et. al. (1984) identified a set of discrepancies, or gaps, between howexecutives perceive
the quality of the service they provide and the tasks associated with delivering those services to
customers. They found that the customer's perception of service quality depends upon the size and
direction of the gap betweenthe service the customer expects to receive and what he or she perceives
to have been received.
Peter Drucker (1973) once famously claimed was “to create a customer”. Marketing has traditionally
focused on market share and customer acquisition ratherthan on retaining existing customers and on
building long-lasting relationships withthem.