CHAPTER - 1

INTRODUCTION
Introduction of Grasim
Grasim Industries Ltd is known for its world class textile manufacture. They are
a main part of the textile industry of India. They are one of the leaders in textile
manufacture and are also known all over the world.

Grasim believes in world class manufacturing. The 8 dimensions which they

follow are:

Waste (MUDA) elimination.

Work environment

JIT and stock reduction

Total productive maintenance of equipment, operating conditions and

skill levels.

Quantity first :SQM and best practices

Customer driven: internal and external

Liaisons and understandings

Information system, technology and cash flows.

ABOUT BHIWANI.......

BHIWANI district came into existence on July 22nd, 1972 and is named after
the Administrative city Bhiwani.

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Bhiwani has been a prominent center of commerce since time of Mughals.
Bhiwani is also known for its temples and is called as Small Khashi of India
because of numerous temples. `

The erstwhile Punjab cotton Mills at Bhiwani in Haryana was taken over by
Grasim Industries 1964

LOCATION

The Bhiwani District is surrounded by Hissar District on its North, some area of
Jhunjunu & Churu District of Rajasthan on its west and District Rohtak on east.
It is 124 Kilometer from Delhi.

GEOGRAPHY

In North Region of the district there are Alluvial Plains and in South
there are Semi -Desert with remnants of Aravali Range Mountains. The Soil
is loom in the North region and sandy in the Southwest region of Bhiwani
District. The Groundwater is mainly saline with some of small pockets of fresh
water in Southwest. Total area covered by Bhiwani District is 5,099 sq.km..

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Brand portfolio grasim

3
Brand portfolio graviea

4
 Main Achievements & 5,S

In 1994 graviera was awarded the prestigious ISO 9002 certification. Each
process form buying the fibre to finished fabric is monitored by computerized
machine and highly observant works and techniques. Being a composite unit
spinning, weaving and processing is done under one roof and there are strongest
quality checks every stage.
Again order to maintain a superior quality of the product various
management practices are being carried out by the top management to give
recommendation to improve the effectiveness in selected functional areas has
formed management quality circiles.
Good quality management procedure can prosper only in clean and
sincere atmosphere and so the top management at BTM have implemented the 5
technique which has the following meaning :

What is 5,s There are 5 japanese words:-

SEIRI:- shorting out unnecessary items.

SEITOM:- Systematically arrangement of necessary items.

SEISON:- cleaning of work place and mahines.

SEIKETSU:- House keeping maintaining all time.

SEITSUKE:- Training and self discipline

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 Objectives of the company

Objectives estabilish the goals and aims of business and determines shapes of
future events. Objectives are the way of achieving motives for profit or social
service main objectives of Bhiwani Textile Mills as given in its memorandum of
association are :
To introduce new products and create new markets.
Increase productivity of work-force.
Customer service and customer satisfaction.
Improving work culture among the employees.
Increasing quality products and services.
Capitalizing on company strength and use of corporate assets.
continuous innovation.
To provide the growth rate of about 10% per annum.
Improved the advertising effectveness.
To ensure that a large portion of its sales is directed towards the
rural sectors and urban sectors.

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 Main Units of grasim Industries
Viscose staple fiber Nagda(M.P)
Rayon Grade Pulp Mannor (kerla)
Harihar polyfibre Kumarpattam
(Karnataka)
Rayon Grade Caustic Soda Nagda (M.P)
Vikram Cement Jawad (M.P)
Vikram Iron 7 Steel (spong iron) Maharastra
Grasim Cement Raipur (M.P)
Gwalior Suiting Gwalior (M.P)
Graviera suiting Bhiwani
(Haryana)
Vikram Ispact
Raigarh(M.P.)
Aditya Cement
Shambura
Birla Consulting and Software service Mumbai
Birla Telecom Ltd.
Mangalore Refiery & Mangalore
Petrochemical Ltd Mangalore
Vikram shipping Mumbai

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 Aditya Birla Group

The aditya birla group is among India,s largest business houses. Operating in
the country for for over five decades and globlally
means for nearly thirty years, its revenues today are in excess of US $5.6
billion,with net earning of US $ 500 million , a US $ 6 billion asset base, and a
market cap of US $ 5 billion and 700000 shareholders.
Its 40 state of -the -art manufacturing units and sectorial services,
anchored by 72000 employees, criss-cross 16 countries including Thialand,
Indonesia, Malaysia, Philippine, Egypta, Canada, USA, and UK.
A premium conglomerate, the Aditya Birla Group is a dominant player
in all of the sectors in which it operates, such as aluminiun, viscose staple fibre,
copper, cement, viscose filament yarn, branded apparel, chemicals, carbon
black, fertilizers, sponge iron, insulaters, power telecom, financial services and
more recently, insurance.It is “world,s largest producer of white cement, the
largest single location refiner of palm oil, *the third largest producer of
insulators, *the fifth largest producer of carbon black, *amongst the lowest cost
producers of aluminium globally and *the largest fully integrated aluminium
producer in India.
In India the group is the single largest producer of viscose filament
yarn , gray cement (at a single location), white cement and rayon grade pulp, the
only producer of linen and a leader in the ready-to-wear branded apparel.
Grasim, Hindalco, Indian rayon, Indo Gulf and Indal from its stables –
rank among Indians top 50 most respected and admired corporations.
The group also has a significant presence in the financial services, power
and Telecommunications sectors –with strategic joint ventures with giants such

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as-sun life (Canada) , powered plc (UK), AT&T (USA), The TATA Group and
BPL communications LTD. respectively. In the software sector, the group is
represented through PSI data system integration and software maintenance
services.
On the social front a value based, caring corporate, The Aditya Birla
Group inherently believes in the trusteeship concept of management. Part of that
make a qualitative difference to the lives of marginalized people. Carried out
under the aegis of the Aditya Birla Centre for community Initative and Rural
development, it is separated by smt. Rajashree Birla.

Manufacturing Process
Bhiwani textile mills manufacturing products types yarn & fabric. The main
operation involved in the production of yarn & fabric and called spinning and
weaving. Here are the sub sssprocesses carried out in the executing of these
operations.

Carding
Laps from blow room are brought to the carding machines. The main objectives
of carding are opening, cleaning and silver formation of fibre. Hence, for the
first time in the spinning process, the fibres are given the form of a top. silver
infact are thick rope like structures of the fiber kept in big plastic drums.
carding remove every impurity from fiber that had remained in it even after
blowing.

Doubling
Sometimes we required double yarn. this is mostly required to give some fancy
effect. we can multiply 2,3 or more yarn by the process of doubling. This

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involves two machines-cheese winding machine and double machine. cones
from winding machines are fed to the cheese winding and double machine.
cones from winding machines are fed to
the cheese winding and we get bobbins, on which 2 or more yarns are would in
a parallel fashion. Then on doubling machine these parallel yarns are twist
according to the specification. Here the bobbins again get converted into cones.

Drawing
Silvers are converted into more uniform silvers. The main objective of drawing
is parallalization of fibres .It increases the uniformity and evenness of the fibre.

Drawing in
This is the stage, where basic information takes place irrespective of the colors.
These designs are called weaves & can be of various types-mat, twill, planes,
double weave etc. In drawing in stage, yarn from weaver’s beam is drawn
through healed eye and reed (two parts used on looms to produce design ) in
accordance with the predetermined design for a particular fabric.
Without drawing in process, it is impossible to have desired design
on loom. After drawing in the beam is ready for weaving.

Dyeing and printing:

Fabric can be two types according to the dyeing process: Top dyed:
manufactured from already died yarn, piece/dyed: manufactured from undyed
gray yarn &hence required dyeing. In the dyeing process, the polyester and
viscose parts of the cloth are dyed separately because there chemicals and
condition requirements vary. Polyester part is dyed by using the disperse dyes

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and at very high temperature. But viscous require wet dyes (i.e. the dyes which
are easily soluble in water). The fabric is washed after dyeing both these parts.
Fabric printing is of two types screen printing &roller printing.
After the processing for printing & or dyeing the fabric of every type is properly
washed and dried.

Folding
The finished fabric is brought to this section for checking and folding. It is also
part of quality control at BTM. The fabric is manually checked inch by inch.
This inspection is done for finding any faults and removing them if removable.
If faults cross a limit in certain quality, the fabric is rejected and sold under
seconds.
The checked cloth is folded in the form of ‘Thans’ and ‘pent length’
(P.L.S.) standard length of a than varies from 6 to 12 meters, pent length is a
length is 1.20 meters of cloths, length of cloth lesser than P.L. are graded as-
- Superior : 91cm. To1.19 mts.
- Fants : 45 cm. To 90 cm.
-Rags : 25 cm. To 44 cm.
-cindi : below 25 cm.

Finishing:
Mended clothes are further processed in the finishing section. Finishing is
one of the most important processes, because the fall, luster and drape of the
final product (i.e. cloth) depends largely upon it. Some other functions that this
section can perform are making the cloth fireproof, shrink- proof, wrinkle proof,
water proof etc. mainly three processes are carried out in this section-
processing, dyeing and printing.

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Loom shed (weaving):
looms are the actual weaving machines. Here yarn runs in two directions-
lengthwise and breadth wise. The yarn running lengthwise on the loom is called
‘warp’ and the running breadth wise is called ‘weft’. The cloth produced at this
stage is called ‘grey cloth’. This is produced by inserting weft yarn in warp
sheet according to predetermined design of reeds and picks. ‘reed’ and ‘picks’
are respectively the number of ends
warpwise and weftwise in one square inch of fabric which are essential parts of
looms..

Mixing and blowing

The two processes are executed on the same machine –Blender. The
objective of mixing is to make a uniform and homogeneous blend of different
types of fibres in fixed ratio. This ratio is fixed by the blend specification
required in the desired final product i.e. yarn. The most demanded fibre blend is
polyester/viscose in the nation 6 6/35, 48/521,35/6 etc. mixing results I loose
tufts of blending fibre, which then enter the blowing process.
The main objectives of blowing process are cleaning, opening and ‘lap’
formation from the tufts of fibre. Laps are nothing but long, uniform sheets of
fibre wound around iron rods. Weight and length of laps are standardized. Fibre
at this stage becomes free from any unwanted particle like dust stone, sand etc.

Mending:
The grey cloth from the loom-shed is brought for mending. The full length of
the cloth is manually checked here and the defects are removed by hand scissors
and other equipment. Most of the removable defects in fabric get removed here.

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Processing
In this subsection ,the long thread which remain loosely attached to the surface
of the fabric are removed first of all. After that, small hairy fibres projecting
from the surface of the fabric and certain is impurities like dust and waxy
material etc. are also removed. The fabric is then thoroughly washed to remove
mandi from it. It is dried then and passed on a stenter machine, where by the
process of Heat set the shrinkage of cloth is removed and by chemical
processing, lusture & shine are produces

Packaging
Each than is wrapped over a separate sheet of thick card board. Then each then
is packed in a polythene bag and sent to warehouse. Pent length are sent such to
warehouse(i.e. without packing). In warehouse, the thans and P.L.S. are packed
in different packages, according to the order of parties. The cloth is now ready
to be transport to the dealers.

Reeling
Yarn can be wound in the form of hanks also in places of cones if the customer
demands it so. The process of making hanks is called reeling. Bobbins from ring
frame are fed to the reeling machine & we get hanks.

Ring frame
The roving are converted into smaller sized bobbins in this process. The main
objectives of ring frames are to increase the twist and length of the roving from
of fibre and thus convert it into ‘yarn’ – the final product. So ring frame is the
final stage in yarn production. At this stage twists are given according to the
customers specifications. Due to excessive thinning, the yarn can break here. In

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order to avoid such breakages and unevenness in the yarn, the relative humidity
is kept at about 65% in this section.

Simplex
The silver drums get converted into smaller roving here. The main objectives of
this process are to increase the length and strength of the rope from of the fibre.
This is the stage prior of spinning , twist is introduced here and thinning of the
rope begins.

Sizing
Sizing is a chemical treating of yarn beams the objective of sizing are:
# To provide further strengh to the yarn to withstand the tension while running
on the loom and hence reduce breakages.
# To protect the yarn from various type of insects.
Various material are used in sizing include-strach adhesives, fitting
materials and insectiside sets. The beam after sizing is called weaver beam

Spinning
This is the process of conversion of fibre into yarn. fabric are two types natural
and syntheic fibre. But B.T.M use of the later only. Polyester, viscose, Acrylic,
Nylon, Orlon, Triolobale etc. are various sub-types of synthetic fibre, which are
being used by B.T.M. The production system of yarn can be shown as:
Input Transportation Output
(Fibre) Process (spg.) (Yarn)

Warpping

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This is the first sub process in weaving. Here the yarn is used to form beams
main objective of wrapping are-
To form a beam
To remove weal places
To remove slub and fluff etc.
Wrapping consists in arranging side by side, a large number of yarn ends to
form a sheet of wrapped round an iron rod. This on iron rod. This sheet on iron
rod is called Beam.

Winding In this process yarn is wound on cones in order to get a longer

and continuous yarn length, suitable for the weaving process. It also removes
weak places in the yarn. The main function of winding machine therefore are to
convert bobbins into cones and remove any slubs or fluffs from the yarn. Slub is
a yarn defect of unevenness.

Weaving
Synthetic yarn is used as the input process and the end product obtained is
fabric. So weaving is the process of converting yarn into fabric.

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 World class manufacturing
As a landmark the switching over to BMC approach by its successful
implementing has paved the path for policies and plans formulation
incorporating the concepts of WCM. It,s motto is to BEAT THE BEST.

WCM says:
Practice what we preach
Have you defined the QCDI of what you are going to do ?
Equipment is your livelihood, love and maintain it.

WCM: The Eight Dimensions

Work
Environment Jit& stock
Waste
Elimination
reduction

Information WCM Total

System predictive
CM
Technology Maintenance
CREATING VALUES

Liason &
Understanding Quality
First SQM
& Best
Custimers Practices
Driven
Internal &
external

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 HR Department Structure

President and unit head

HR head
( B.k Mohapatra )

Compensation People processing

Incharge Incharge
( Nirbhay gupta) (Lalit dutt )

Recruitment
Incgarge
( Harpreet kaur)

Training Training Training

WCM Officer Compensation
Officer Officer
officer Fabric & salary
Spinning elegent
(vijay (manohar (virender)
(Basant (Srinath
gupta) Sharma)
agarwal) Sharma)

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Introduction of the study
Every workplace is unique. It is important for you to understand and define the
values, goals, policies, and practices that describe your organization. If you can
clearly express who you are and what you’re looking for, your recruitment
efforts will be more successful because
prospective applicants can assess their “fit” with your needs.

Use the unique characteristics of your organization to your advantage and

promote them as a selling point in your recruitment efforts. A solid recruitment
plan, careful attention to selection and ongoing commitment to retention mean
that you will need to spend less time, energy and money replacing staff.

Good recruitment begins with good planning. Before you get started, ask
yourself some important questions. Take the time to find out the answers before
you place that ad or post the “help wanted” sign. The following graphic
highlights some of the important topics you need
to consider before moving ahead

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 Know your
Know what you hiring needs Know your
already have openion

Know your Measure and

organisation
Recruitment evaluate

Know
the work Know the Know your
labor market talent

Know your organization

What is your organizational culture (norms, values, traditions) ?

What is your organization’s vision ?
Why would someone want to work in your organization?

Know your hiring needs

What’s coming up that might create the need to hire new workers? For
example, increased sales or new product lines, new technology,
anticipated turnover.
Who or what can provide you with this information?
For example, strategic plans, sales reports, records of past
hiring patterns, line managers and others “in the know.”

Know what you already have

What skills and abilities do your current employees.

What members of your organization might be able to meet future

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 skills need

Know the work

What are the main tasks ?
What are the key responsibilities ?
What knowledge attitude & skills are required ?
What experience, special skills & qualification ?

Know the labor market

What skills are in short supply ?

What competitive salary for this kind of work

Know your talent sources

As you plan your talent search, be creative. Rather than targeting the same
workers and using the same strategies as everyone else, consider your
options. All of the following populations face barriers to employment and
may have a lot to offer your organization.

Know your options

What recruitment stratigies can you consider ?

What resources (time, value & money ) do you have to support for
your organization.

Measure & evaluate

This step might be as simple as adding the question.”how do you hear about
us? record keeping using a chart like the following template will help you to
evaluate the stratigies you choose.having the flowchart ready at the onset of
your recruitment campaign will help you track costs and results from “dayone”

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 RECRUITMENT & SELECTION PROCEDURE

This Manual has been produced to serve a number of purposes:

 To provide clarification and detail of the core commitments laid

down in the organization code of Practice for Recruitment and
Selection.

 To offer step by step support to all those involved in the recruitment

and selection of organisation;

 To ensure that there is a consistent and unbiased procedure for the

recruitment and selection in the organization.

 To act as the basis of an informal contract between recruiters and

organization administration to make the recruitment process as
speedy and efficient as possible.

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Recruitment
It is the process of defining a job and attracting applicants for the vacant
post. It is the process of finding and attracting capable applicants for
employment. the process begins when new recruits are sought and ends
when their applications are submitted. The result is a pool of applicants from
which new applicants are selected.

Selection
It is the process of choosing the most appropriate candidate to fill the
post from among all those who apply.

Selection is the pivot point between recruitment and retention. Hopefully

your efforts have gained you several qualified candidates. Now you have to
decide who is the best fit for the job. You need to plan a process that is fair and
objective and results in choosing the best person for the job. Taking some time
to plan ahead will help you to find an individual whose skills and talents will be
an asset to your organization, a person who will want to keep you as an
employer as well

The recruitment and selection procedures below are designed to withstand

scrutiny and to fulfill the legal obligations placed on all vrecruiters. Adherence
to the guidelines will provide protection for individuals involved in selection.
Recruiters represent the organisation and the organisation is liable for the
actions of recruiters .

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 Recruitment selection and procedure

MANPOWER PLANNING

HR HEAD REJECTED

APPROVES
RI CREATES JD & JS

RECRUITMENT PROCESS
INITIATION

Internal sources EXTERNAL SOURCES

APPLICANT BASES

SCRENEED BY HOD,
RI & FH

SHORTLISTING THE CANDIDATE

TECHNICAL POSITION NON TECH POSITION

POPOPOPOPOSITION

WRITTEN TEST TELEPHONIC

INTERVIEW
rejected QUALIFIES

GD SELECTION
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 R
R E
E J
J
QUALIFIES
Qualifies E
E C
C T
T

PERSONAL INTERVIEW PERSONAL INTERVIEW

BY HOD FH & RI BY HOD, FH & RI

QUALIFIESS QUALIFIES

NEGOTIATION SALARY , DATE OF JOINING, NOTICE PERIOD

JOINING FORMALITIES

Approach
The recruitment system could be triggered for use in two modes
 Proactive
 Responsive.

I Proactive
In the proactive mode, the HR dept would typically identify new manpower
requirements at the beginning of the financial year. These requirements
could be based on proposed/planned business development, expansions,
manpower productivity, planned manpower attribution and other factors

24
unique to the business conditions of the unit. In this mode, a near accurate
identification of manpower requirements for the year by the unit would be
carried out.

Following are the various stages

Stage 1) Manpower requisition:

The HR head would initiate the process, by getting in touch with all HODs
and FH emailing their dept’s current organogram and job descriptions of
their department employees. The HOD would revert back with detailed
business plan and talent requisition requirement. They would also suggest
modified organ gram and job responsibilities for the new positions to be
created.

Stage 2) Assessment:
The HR would discuss the requisition with concerned HOD, aiming at
assessing the same, addressing the concerns like reporting relationships,
responsibilities, timelines by which they would like the position to be filled,
etc.
The Recruitment Incharge would create position profile for the said position
in construction with the concerned DH and FH.

Stage 3) Approval:
The raised manpower requisition (after all brainstorming) would be
forwarded to the unit head for approval along with documents supporting the
same like JD, job profile, dept’s organization chart (both old and revised
with modifications highlighted). Here the HR Head and unit head would
brainstorm on each and every new position to be created, deciding whether

25
or not t go ahead and also to decide whether the position would be
permanent or temporary.

Stage 4) Recruitment Budget

After receiving approval from the unit president, the HR would do the
required inclusions are made in manpower and salary budgets.

Stage 5) Preparation of recruitment schedule

The head HR and Recruitment Incharge would make a recruitment schedule
depending upon the urgency of a position (to be filled). Taking inputs from
HODs and functional heads for the same.

II Responsive:
In his mode recruitment is against any unplanned events such as resignation,
termination, etc.

Stage 1) Raising requisition for replacement:

The concerned HOD or FH would have to raise a request for provision of a
replacement for any position. The HR Head and
unit Head would decide mutually whether to approve replacement for the
same

Stage 2) Revision of JD/Job profile

The Recruitment Incharge or talent Incharge would revise the job description
and the job profile of the said position deleting or adding responsibilities.

Stage 3) Timelines:
After discussion with HOD & FH , the HR Head would decide the time limit
for fulfilling the vacancy.

Stage 4) Approval

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 :After the creation of position profile & JD, the recruitment Incharge would
take permission from the unit head and the head HR for initiation of the
recruitment process for the said position. The documents required for the
same would be:
-position profile /JD/TRF
-Organo gram of the dept
corporate HR would focus on the positions at the level of general managers
and above, however it would service positions at other levels i.e. DGMs and
below, only if asked by the recruiti

MANPOWER PLANNING
(NEW POSITION)
HR HEAD FOREADS CURRENT ORGANO & JDS
TO ALL FH & HODS

HOD & FH GENERATES A TALENT

REQUISITION LIST GIVING REASONS FOR
SAME

DISCUSSION WITH HR HEAD:

ASSEMENT,RESPONSIBILITY,TIMELINES

HR HEAD
APPROVES

R
E RI CREATES JD & JOB PROFILE
J
C
T
E
D HR HEAD DISCUSSES ALL PROPOSED POSITIONS
WITH UNIT HEAD

27
 UNIT HEAD
APPROVES

INCLUSION OF THE BUDGTED SALARY IN

REQUIREMENT BUDGET & RECRUITMENT
SHEDULE PREPARED

INITIATION OF RECRUITMENT PROCESS

MANPOWER PLANNING
(REPLACEMENT)

DH : RAISES THE REQUISITION

FH : CONSIDERATION OF THE REQUISITION

APPROVED
R
E
J
E DISCUSSION WITH HEAD HR & UNIT HEAD
C
T
E
D

APPROVED

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 INITIATION OF RECRUITMENT PROCESS

PROCESS NORMS
MODES OF RECRUITMENT
A Internal sources used
Internal sources are usually more cost effective and less time consuming.
internal recruitment also boost the level of motivation amongst the existing
workforce by opening new avenues of growth for them. The various sources
can be like Inter departmental relocation, employee referral etc.

a) Relocation:
In the Interdepartmental relocation the recruitment Incharge would
have to circulate the details of the opening to all notice boards (after
seeking approval from the head HR only )

Promotions and transfers from among the present employees can be a good
source of recruitment.
In this if a employs self realize he is cabable of doing a higher job
than,there is a actual form provited to him to fill and after that make whether
to relocate him or not

b)Employee referrals:

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 The RI would also have to maintain a databank of all the referrals
coming to him/her from time to time.

One of the best source for individuals who will perform effectively on the
job is a recommendation from a current employee .An employee will rarely
recommend someone unless he or she believes that the individual can
perform adequately.

The redeployment list (maintained by either RI or talent

Incharge ) may also be reffered for the same
c) Former employees:
Former employees are also an internal source of applicants. some retired
employees are also willing to come back to work or may recommend
someone who would be interested in working for the company. Individuals
who left for other jobs, might be willing to come back for higher
emoluments.

d) Previous application:
Those who have previously apply for jobs can be contacted by mails, a quick
and inexpensive way to fill an opening.

B External sources used:

With the induction through external sources, the advantages like fresh
perspective and different approaches come handy with them various sources
which may be used here are:

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 a) Advertisement in newspaper (National as well
as state details)
When an organization desired to communicate to the public that it has a
vacancy, advertisement are one of the most popular method used.
The higher the position in the organization ,the more specialized is the
skills, the more widely dispersed the advertisement is likely to be. The
search for a top executive might include an advertisement in a national
periodical, for example. on the other hand, the advertisement of lower level
jobs is usually confined to the local daily newspaper or regional trade
journals.

b) Job sites:
It is a very easy method to describe vacancies on some
job sites available on internet. Some of the job sites like
Timesjob.com ,
Naukri.com ,
Monster.com ,
Jobsahead.com , etc.

c) educational campuses

Selection process
Screening of CVs
After the generation of a pool of applicants, the Recruitment incharge needs to
create a mix of selection tools to evaluate and finalize the right person. The
Recruitment Incharge would screen all the received resumes using the job
specification.

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The screened CVs will be forwarded to concerned HOD or FH
The purpose of screening is to remove from the recruitment
process, at an early stage, those candidates who are visibly qualified for the job.
Effective screening can a great deal of time and money.

Selection tool for non Technical position

The target department under this category woud be:
HR
Marketing
Finance
Sales
Exports
IT
Administrative
Personnel

Step1) Telephonic interview

The immediate supervisor would take a preliminary telephonic round of
interview of all short-listed candidate. It will involve question related o skills
required. The feedback for the same will be communicated to the HOD & FH.
The preeminent candidate would be invited to campus for personal round of
interview by the recruitment Incharg

Step2) personal interview

An interview panel consisting of HOD, FH and a representative of HR would
interview the short-listed candidate. This round consists of personality as well
as knowledge evaluation. All the interviewers would

32
Selection tools for technical position
The screened candidate would be called to the campus for interview. The target
departments under this category would be:
Production planning and control,
Design and development, weaving,
Spinning,
Folding,
Fiber dyeing and yarn development,
Processing,
Logistics ,
Quality assurance.

Step1) Technical interview:

The immediate supervisor would interview the short-listed candidates. He
would evaluate the candidate on the basis of his business knowledge, technical
exposure, hands on experience on machinery, etc.

Step2) Personal Interview:

A panel of HOD, FH and HR representative would interview and evaluate the
candidate on the basis of his conceptual knowledge, requisite personality
attributes, etc.

Job Offer Related Negotiations

After due discussion amongst all interviews, mutually agreed dicision would be
taken as to fanalizing the most suitable candidate.

Salary Negotiation
Recruitment Incharge would take expected salary limit from the candidate. Any
salary offer would be made only after consultation with the concerned DH/FH
and Compensation Incharge. All salary offers made would be as per the existent
33
matrix in the organization leaving no scope of internal equity or any
disappointment/discontentment in the mind of the finalized candidate. The
recruitment Incharge will do all salary negotiations.

Date of joining finalization

As per the requirement of the department, the Recruitment Incharge would
negotiated a probable date of joining.

Notice period Payments

The notice period reimbursement would be scanned only if the concerned FH
forwards an e-mail to the unit Head requesting urgent induction of the probable
candidate giving reasons for the same.
The HRD Dept would verify the amount of notice period with the
previous company of the candidate. The reimbursement would happen against
the submission of the receipt of deductions or payments made by
canndidate in his previous organization. However, in exceptional cases special
sanction may be taken from the unit head.

Orientation checklist
The recruitment incharge would ensure completion of all joining
formalities:
Issue of attandance card.
PF formalities
Issue of induction plan.
Mobile connection
All internal communication.
Creation of personnel file.
Reimbursement of Traveling expence.

34
 The recruitment Incharge would have to:

Familiarize the new employee to his workplace.

Make necessary arrangement for boarding and lodging of the new
joinee.
Provide all contact numbers which may be frequently used by the
new joinee like security, gate, guest house incharge etc

Traveling policy for interviewees

The candidates called for the interview would be paid to and fro traveling
expanses and local conveyance as mentioned here under:
 For the position of DGM and above-Economy class air fare plus local
conveyance.
 For the position of SR manager & upto senior officer II AC rail fare plus
local convenance.
 For the position of officer and below III ties sleeper rail fare plus local
conveyance.
 In the case of emergency the candidates other then DGM & above can
also be called by air ,but in that case prior permission FH & unit Head
would be required.

Payment to recruitment agencies

35
The annual HR budget will have a specific approval of the recruitment
expanses as per the budget. The Head HR is empowered to incur the
recruitment related expanses as per the budget.

The fee of consultant for:

Junior level management would be upto 8.33% of annual gross salary
plus the service tax.
Senior and middle level management would be upto 11% of annual
gross salary.

36
Exit interview
This interview is taken by HR head
The exit Interview is a useful source of information analying a vacancy in
terms of:
Monitoring the effectiveness of recruitment of recruitment process eg.
Has there been a mismatch of the candidate to the post.
Assessing the accuracy of the job content
Resolving any problem in the working environment .

37
 Selection criteria
Parameters for entry level
Industrial experience
Intelligency and skills
Attitude
Parameters for middle level
Communication skills
Presentation skills
Attitude
Business and conceptual knoeledge
Decision making power
Parameters for top level
Vision
Strategic mind
business knowledge
personality

Selection tool assestment criteria

RI and interview members can assist or screen the
candidates on the basis of 5 point scale

5 4 3 2 1
Excellent Very Good Poor Bad
good
Let me explain, if the candidate is execellent in skills that judging panel
is looking for. They should assign 5 marks of exellence. If the
candidate is not upto the mark of excellence but near to it, then they can
38
assign 4 marks. If the candidate is on average side means neither very
good nor very bad, then they should assign 3 marks.If the candidate at
all good ,then they should assign 2 marks, and if the candidate is poor,
then they should assign 1 marks.

Like this the judging panel each can assign marks for each and every
parameters & after the whole procedure is over they can total the scores
to find which stand at highest score. This is very rational & systematic
method of assessing the candidates b,coz even f any number of
members are not available at present at any stage of selection, then also
this procedure can be easily continued without
any hindrance.

39
For entry level 1 2 3 4 5
Industrial experiance
Intelligence & skills
Attitude
For middle level 1 2 3 4 5
Communication skills
Presentation skills
Attitude
Business& conceptual skills
Decision making power
For top level 1 2 3 4 5
Vision
Strategic mind
Business knowledge
Personality
Total score

40
 CHAPTER - 2
REVIEW OF LITRATURE
2.1 Recruitment

Recruitment is one of the major functions of HRM. It helps the manager to attract and select
best candidates for the organization. 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”. As success of service sector as in case of
civil aviation industry depends upon the human capital, recruitment & selection of the right
people into the service business is crucial to achieve organizational success (Zheng, 2009).
Raymond J. Stone (2005) in the fifth edition of his book Human Resource Management
defines recruitment as the process of ‘seeking and attracting a pool of applicants from which
qualified candidates for job vacancies within an organization can be selected.’ According to
Edwin B. Flippo, “Recruitment is the process of searching the candidates for employment
and stimulating them to apply for jobs in the organization”. (1979) Recruitment is an activity
that links the employers and the job seekers. So we can say that recruitment is a process of
finding and attracting capable applicants for employment. The process begins when new
recruits are sought and ends when their applications are submitted. The result is a pool of
applications from which new employees are selected. In simple terms, recruitment is
understood as the process of searching for and obtaining applicants for jobs, from among
whom the right people can be selected. Though, theoretically, recruitment process is said to
end with the receipt of applications, in practice the activity extends to the screening of
applications so as to eliminate those who are not qualified for the job.

2.1.1 Factors Governing Recruitment

Given its key role and external visibility, recruitment is naturally subject to influence of
several factors. These include external as well as internal forces.
A) External Factors
The condition of the labor market plays a big role in determining the recruitment
sources for the organization. During periods of high unemployment, organizations
may be able to maintain an adequate supply of qualified applicants from unsolicited
resumes alone. A tight labor market, one with low unemployment, may force the

41
 employer to advertize heavily and/or seek assistance from local employment agencies.
(Snell, 2012) Labour-market conditions in a local area are of primary importance in
recruiting for most non-managerial, supervisory and middle-management positions.
(Mandy, 1981) However, so far as recruitment for executive and professional
positions is concerned, conditions of all India market are important.
Another external factor is political and legal considerations. Reservation of jobs for
SCs, STs, minorities, and OBCs is a political decision. There is a strong case for
giving preference to people hailing from less-advantaged sections of the society.
Reservation has been accepted as inevitable by all sections of the society. The
Supreme Court also has agreed upon 50 percent reservation of seats and jobs.
In India, we have central and state acts dealing with labour. They cover working
conditions, compensation, retirement benefits, and safety and health of employees in
industrial establishments. There are acts which deal with recruitment and selection.
We have the Employment Exchange (Compulsory Notification of Vacancies) Act,
1959, which mandates that employers (industrial establishments employing 25
workers each and above) must notify the vacant positions to the employment
exchanges. The Apprentices Act 1961, the Inter-State Migrant Workmen (Regulation
of Employment and Conditions of Service) Act, 1979, the Factories Act, 1948, and
the Mines Act, 1952 also deal with recruitment. Above all these, we have the
Constitution which prohibits discrimination in matters of employment and also
provides for protective discrimination to the less-priviledged sections of the society.
Preferences to sons of the soil is another political factor. Political leaders clamour that
preferences must be given to the people of their respective states in matters of
employment.
The employment brand of the organization also matters in attracting large number of
job seekers. Blue chip companies attract large number of applications. Often, it is not
the money that is important. It is the perception of the job seekers about the company
that matters in attracting qualified prospective employees.

B) Internal Factors
The above are some of the external factors influencing the recruitment function of an
organization. In addition to these, there are certain internal forces which deserve
consideration while recruiting personnel.

42
One such internal factor is the recruiting policy of the organization. Most
organizations have policies on recruiting internally (from own employees) or
externally (from outside the organization). Generally, the policy is to prefer internal
sourcing, as own employees know the company well and can recommend candidates
who fit the organization’s culture.
Another related policy is to have temporary and part-time employees. “Temps” are
typically used for short-term assignments or to help when managers cannot justify
hiring a full-time employee, such as for vacation fill-ins, for peak work periods, or
during an employee’s pregnancy leave or sick leave. Increasingly, temps are being
employed to fill positions once staffed by permanent employees. This practice is
growing because temps can be laid off quickly, and with less cost, when work lessens.
(Snell, 2012)
In multinational corporations (MNCs), there is the policy relating to the recruitment
of local citizens. MNCs operating in our country prefer local citizens as they can
understand the local languages, customs, and business practices better. A major
internal factor that can determine the success of the recruiting program is whether or
not the company engages in Human Resource Planning. In most cases, a company
cannot attract prospective employees in sufficient numbers and with required skills
overnight. It takes time to examine the alternatives regarding the appropriate sources
of recruits and the most productive methods for obtaining them. Once the best
alternatives have been identified, recruiting plans may be made. (Mandy, 1981)
Effective HRP greatly facilitates the recruiting efforts.
Size is another internal factor having its influence on the recruiting process. An
organization with one hundred thousand employees will find recruiting less
problematic than an organization with just one hundred employees.
Cost of recruiting is yet another internal factor that has to be considered. Recruiting
costs are calculated per new hire and the figure is considerable now-a-days. Recruiters
must, therefore, operate within budgets. Careful HRP and forethought by recruiters
can minimize recruitment costs. One cost saving measure, for instance, is recruiting
for multiple job openings simultaneously. The best solution is to use proactive
personnel practices to reduce employee turnover, thus, minimizing the need for
recruiting. Evaluating the quality, quantity and costs of recruitment helps ensure that
it is efficient and cost-effective. (Werther, 1993)

43
Finally, an organization registering growth and expansion will have more recruiting
on hand than the one which finds its fortunes declining.

2.2 Employee Selection Selection

It is the process of picking individuals (out of the pool of job applicants) with
requisite qualifications and competence to fill jobs in the organization. A formal
definition of selection is: It is the process of differentiating between applicants in
order to identify (and hire) those with a greater likelihood of success in a job. (Stone,
1989) The role of selection in an organization’s effectiveness is crucial for at least,
two reasons. First, work performance depends on individuals. The best way to
improve performance is to hire people who have the competence and willingness to
work. Second, cost incurred in recruiting and hiring personnel speaks volumes about
the role of selection. Costs of wrong selection are much higher.
2.2.1 Selection Process
Selection is a long process, commencing from the preliminary interview of the
applicants and ending with the contract of employment. However, the process differs
among organizations and between two different jobs within the same organization.
2.2.1.1 Environmental Factors Affecting Selection
Selection is influenced by several factors. More prominent among them are supply
and demand of specific skills in the labor market, unemployment rate, labor-market
conditions, legal and political considerations, company’s image, company’s policies,
HRP, and cost of hiring. The last three constitute the internal environment and the
remaining form the external environment of the selection process.
2.2.1.2 Application Forms
Most organizations require application forms to be completed because they provide a
fairly quick and systematic means of obtaining a variety of information about the
applicant. Application forms should therefore be developed with great care and
revised as often as necessary. (Snell et al, 2012)
Application forms serve several purposes. They provide information for deciding
whether an applicant meets the minimum requirements for experience, education and
so on. They provide a basis for questions the interviewer will ask about the
applicant’s background. They also offer sources for reference checks. (Snell et al,
2012) Even when applicants come armed with elaborate resumes, it is important that

44
they complete an application form early in the process. Individuals frequently
exaggerate or overstate their qualifications on a resume. They also omit unflattering
information. The consequences of falsifying information on application and resumes
are frequently high. One technique for anticipating problems of misrepresentation is
to ask applicants to transcribe specific resume material onto a standardized
application form. The applicant is then asked to sign a statement that the information
contained on the form is true and that he or she accepts the employer’s right to
terminate the candidate’s employment if any of the information is subsequently found
to be false. (Babock, 2003)
2.2.1.3 Preliminary Interview
The applications received from job seekers would be subject to scrutiny so as to
eliminate unqualified applicants as a part of recruitment. This is usually followed by a
preliminary interview the purpose of which is more or less the same as scrutiny of
applications. Scrutiny enables the HR specialists to eliminate unqualified job seekers
based on the information supplied in their application form. Preliminary interview, on
the other hand, helps reject misfits for reasons which did not appear in the application
forms. Besides, preliminary interview, often called “courtesy interview”, is a good
public relations exercise.
2.2.1.4 Selection Tests
Selection tests are also called Employment Tests. 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 organization. Generally tests are used to
determine the applicant’s ability, aptitude and personality. The employment test is an
objective and standardized measure of a sample of behavior that is used to gauge a
person’s knowledge, skills, abilities and other characteristics (KSAOs) in relation to
other individuals. (Anastasi, 1997) Ability Tests assist in determining how well an
individual can perform tasks related to the job. An aptitude test helps determine a
person’s potential to learn in a given area. (Mandy, 1981)
Relevance of Tests: A number of researchers in India and abroad have enquired the
relevance and significance of various psychological tests for selection of personnel for
various categories. Stromberg (1948) has pointed out that an organization using tests
attracts a higher level of applicants. Schultz (1984) argued that tests and other
personnel selection procedures were helpful in selecting good employees. In his
analysis, test utility studies showed the value of selection for increasing productivity.
45
Chatterjee (1965) conducted a study to assess the extent of application for
psychological tests in India.
Personality tests are given to measure a prospective employee’s motivation to
function in a particular working environment. There are various tests designed to
assess a candidate’s personality. The Bernsenter Personality Inventory measures one’s
self-sufficiency, neurotic tendency, sociability, introversion and extroversion, locus of
control and self confidence. The Thematic Apperception Test (TAT) assesses an
individual’s achievement and motivation levels. Other personality tests, such as the
California Psychological Inventory (CPI), the Thurstone Temperament Survey (TTS),
Minnesota Multiphasic Personality Inventory(MMPI)and GuilfordZimmerman
Temperament Survey, have been designed to assess specific personality traits. The
predictive validity of personality tests historically has been quite low.

46
 CHAPTER - 3
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may be

understood as a science of study how research is done scientifically. In it we study the

various steps that are generally adopted by the researcher in studying his research problem

along with the logic behind them.

It is a carefully investigation or inquiry especially through search for new facts in any branch

of knowledge.

The purpose of research is to discover answer the question through application of scientific

procedure.

RESEARCH DESIGN

Four type of research design i.e. :

• Exploratory Design

• Descriptive Design

• Diagnostic Design

• Casual and Experimental Design.

The research I have undertaken is of EXPLORATORY NATURE.

SOURCES OF DATA : There are two types of data.

• Primary Data :

• Secondary Data :

47
• Primary Data :

Primary data i.e. data collected for the first time. It is fresh and originally collected by

the surveyor.

Sampling Design :

Area of Study : The universe of the study is the employees like superior, manager,

HOD of various departments of BTM.

Sample Size :

A sample of 50 employees was chosen from the company. It was a non-probability

sample.

TOOLS AND ANALYSIS

 Structured Questionnaire

 Primary Data.

OBJECTIVE OF THE STUDY

Every organization has some objectives and every part of it should contribute directly or

indirectly to the attainment of objectives. In order to achieve organizational objectives

integration of employer's interest and employee interest is necessary. To integrate them right

form of recruitment strategies are implemented i.e. recruitment. Selection, motivation,

compensation, health etc. managers have to study the behaviour and attitude of employees

and how they can retain the motivated employees in the organization. In my study I have

tried to know the recruitment and selection strategies in BTM. The objectives which have

been kept in mind are as follows:

48
 1. To enable an organization to maintain an inventory of the quality

employees by the best sources of recruitment and selection strategies in the

organization.

2. To examine the recruitment and retention process of employees in the

related unit.

3. To find the draw backs in the Recruitment & selection strategy of

company.

4. To suggest the measures for establishing and better Recruitment and

selection Strategy.

LIMITATIONS OF THE STUDY

I have tried to study the topic with efficiency. Analysis is being made properly but during
collection of data there were some limitations :

1. Owing to paucity of time, the data could not be analyzed through developed tools.
2. Adequate literature was not available in the BTM.
3. Lack of full cooperation from employees because when I demanded more
information about the company they refused and said it is against their code of
conduct.
4. The study has been conducted with a sample size of 50 respondents. The size of
sample is small, the accuracy of the analysis of data could be vague and
ambiguous.

49
 CHAPTER - 4
DATA FINDINGS AND
ANALYSIS
Que-1 Are you satisfied with the recruitment policy of the organization?

Total no. of employees 50

Strongly agree 22
Agree 16
Neutral 6
Not agree 5
Strongly disagree 1

50
Que-2 Are you satisfied with the length of the recruitment and selection procedure ?

Total no. of employees 50

Strongly agree 38
Agree 6
Neutral 4
Not agree 2
Strongly disagree 0

51
Que-3 Is there a non biased selection in the organization ?

Total no. of employees 50

Strongly agree 11
Agree 27
Neutral 8
Not agree 4
Strongly disagree 0

52
Que-4 Are you satisfied with the salary provided ?

Total no. of employees 50

Strongly agree 9
Agree 24
Neutral 0
Not agree 11
Strongly disagree 6

53
Que-5 Are you satisfied with the working hours ?

Total no. of employees 50

Strongly agree 11
Agree 13
Neutral 2
Not agree 17
Strongly disagree 7

54
Que6 - Are you satisfied with the environment for learning and discussion ?

Total no. of employees 50

Strongly agree 24
Agree 9
Neutral 5
Not agree 8
Strongly disagree 4

55
Que7- Do your colleagues spent time with you for identifying your strength and
weakness in order to improve their performance?

Total no. of employees 50

Strongly agree 6
Agree 9
Neutral 3
Not agree 18
Strongly disagree 12

The actual Form

(For relocation)

56
Posted position Today’s date
Name ___________ Social security no._____
Cuerrent position________ Date of join_________
Home phone_________ Cell Phone__________
Work phone__________
Please describe your qualification (your background &
experience) that make you a good candidate for this position.
________________________________________
Describe your educational background including major, minor
and areas of responsibilities, interest of study
Highest Degree earned_______ Schooling_______
Why you wish to change the position
___________________________________________
Supervisor sign off_______ Date_____________
Date__________

57
 CONCLUSIONS

After interviewing these Head of Department (HODs), I have reached

the following conclusions :
 Different departments have strong application towards the belongingness

of mill from 'Grasim Suitings'. Departments take it as their strengths and

this is a moral booster for them.

 HODs are satisfied with the behaviour of their employees. This shows that

harmonious relationship are prevailing in the organization.

 BTM has very low cost of production because of in-plant facility of fibre

dying supply is always made exactly corresponding to the requisite

quantity but at times a supply is delayed. This causes delay in their product

and working of whole system get abrupted. Though delivery is mostly in

full but sometimes variations occur here also e.g. from product planning

deptt. system is affected the untimely, quality of product suffer.

 The company has adopted the high technology for information system by

connecting all department through LAN (Local Area Network). This result

in better communication. But this facility is not fully used in BTM.

 There is communication gap among the departments and timely

information to different department is not reached.

 Daily coordination meeting is conducted in BTM. This meeting aims at

listening to the problems of different departments. This single meeting is

not sufficient for good co-ordination among departments. Moreover,

58
 meetings or discussions are conducted only when problem is there. This

situation should be avoided and departments should try to anticipate the

problems that may occur in the course of production.

 SQC (Statistical Quality Control) department of BTM is providing its

invaluable service to all the departments of the organization but most of the

departments are not satisfied with the working of this department. This

department of BTM needs to be teams formed in to QA department.

 The exit rates of employees are high whereas entry rate of employees is

low. It means employees turnover rate is high. This result in bad for

organization.

 The cost of employees is low because of high exit rate so, there is shortage

of employees in every department.

From the above points it is clear that through organization is

aware about recruitment concept but till how it is not fully implemented in

BTM the company has a long way ahead to move.

59
 CHAPTER - 5
SUGGESTIONS AND
RECOMMENDATIOONS
SUGGESTIONS

 In the whole system of recruitment transparency must be there.

Transparency means they should have access to information. Each

employee of company must know what is being done and why.

 There are various effective method of recruitment but in BTM HR

department is used only interview method. It should also use another

effective methods.

 Complaint should be treated as opportunity and not as complaint.

Complaints should be duly recorded. There can be register or complaint

box through which complaints can come in to picture.

 Inter-department strike is bad for efficiency but special workshops can

enable team members to air problems and find mutual respect meeting

and discussion should be held between different to listen their problems

and try to solve them.

 Everyone in the organization must be responsible for their own actions and

works. The mistakes and differenced should be accepted and remedial

measures are to be taken for that.

60
 The problem that can be aroused in the course of action should be detected and

resolved before its become very serious and incurable.

 Organization raise managerial, departmental and technical ability through

TQM (Total Quality Management).

RECOMMENDATIONS

 Company should include more internal source like promotion in its

recruitment policy, internal sources are cheaper than external source and it

increases the moral employees.

 Selection procedure should be more transparent to all so that biasness can

be avoided.

 For new employee, supervisor's attitude should be liberal, and helping so

that healthy relationship can be maintained and new employee can feel

belongingness.

 The result of the performance appraisal particularly in negative case should

be communicated to the employees so that they can improve their

performance.

 Executive should be transferred to another job so that they can learn more

about job.

 Personnel department need to find out new sources for motivating the employees

so that they can consider themselves as the part of the organization and try to

retaining in the company.

61
 Employees should be encouraged to discuss their problems and difficulties to

their superiors regarding job.

 Company should conduct revised training programme not only for technical but

also for all employees.

62
Questionnaire for Recruitment Procedure

I Intro to Organisation

Name of Organization: ________________

Year of establishment: ________________
No. of employees: __________________________
Website: ____________________________

II Intro to Respondent-
Name: ______________________________
Designation: _________________________
Contact No: _________________________
Email ID: ___________________________

III Manpower Planning

Q1: When you decide for the Manpower planning?

 At the financial year
 Whenever required

Q2 What is the methods do you used to forecast manpower requirement?

Ans: _____________________________________________________

Q3: what is the criteria to decide the manpower budget ?

Ans: ______________________________________________________

Q4: Who is involving for taking the decision of manpower planning?

Ans: ____________________________________________________

IV Sources of recruitment

Q5 Which source you prefer for hiring the manpower -

 Internal source

63
  Employee referrals
 Formal employees
 Relocation
 Previous application

 External sources
 Advertisement
 Employment exchange,
 Campus placements,
 Consultants,
 Recruitment agencies
 Competitors)
 Both

V. Recruitment
Q6 What are the points you consider while selecting an external source?

 Educational Background
 Working Experience
 Tenure in the profession
 Any other

Q7: Is there any preliminary screening of the applications?

Ans: _________________________________________________________

Q8: On what criterion Screening is done?

 Age
 Qualification
 Experience
 Salary settlement
 Institute
 Resume presenting
 Any other

Q9: which persons are indulging in screening the candidates?

Ans: ___________________________________________________________

Q10: What is the way of communication for inviting short listed candidates?
Ans: _________________________________________________________

64
VI Selection
Q11: What type of interviews you conduct for selecting a candidate ?
 One to one

 Sequential

 Panel (Who are the members?)

Q12: What is the role of HR in conducting Interviews?

Ans: ________________________________________________________

Q13: Is the Interview Date & Time is set as the suitability of the candidate ?

Q14: How many Rounds of Interview are there for selecting final candidate?
Ans: ___________________________________________________________

Q15: Who plays a major role in selecting the candidate?

Ans: ____________________________________________________________

Q16: Is there any medical test for the selected candidates?

Ans:
_____________________________________________________________

Q17: how much time is consumed in the entire process of recruitment and
selection ?
Ans:
_____________________________________________________________

Q18: Is you provided the traveling expance ?

Ans:
_____________________________________________________________

Q19 How much time you give for notice period ?

Q20 How much training for would you give for a newly recruited ?

65
 Biblography
Internet sites
www.managersrealm.com
www.indexoftheweb.com
www.google.com

Books referred
Robbins Stephen personal/human resource management Prentice Hall
of India, 2004 (third edition), pp 117-175

Aswathappa k human resource and personal management Tata

McGraw-Hill,2002 (third edition),pp113-156

Kothari C.R research methodology

Company records

66