Professional Documents
Culture Documents
Chetna
Chetna
Chetna
ON
IN
Of
Session 2022-2023
TABLE OF CONTENT
3. Research Methodology
Introduction
Objective of the study
Need and scope of the study
Sample Design, size and Technique
Statistical tools used
4. Data Analysis & Interpretation
7 Appendix
PREFACE
The purpose of industrial training is to acclimatize the students with organization & the
industry in which this organization exists. Summer training is a part of management study
and is very important for each and every student.
Management trainees are trained in such a way that after they come out, they can manage the
matters of organization in a planned & systematic manner.
The Purpose of My project was to learn the application of management recruitment and
selection process and its importance along with HR policies of Escorts Kubota Ltd. which
pride itself to be the market leader.
This training was valuable experience in terms of understanding and learning and I believe
that in future I will get fruitful result.
CHETNA
21MBA06
ACKNOWLEDGEMENT
A training report is never the sole product of the person whose name appears on the cover.
There is always the help, guidance and suggestions of many in the preparation of project. So,
it becomes my first duty to express my gratitude towards all of them.
I would also like to thank Dr. R.K. Khar, Director, Dr. Bhupesh Kumar Singh Principal
BSAITM, Dr. Kamana Singh, HOD, Department of Management Studies, and my guide Ms.
Soumyani Chatterjee for providing possible help during my training period.
I am thankful to other executives, who shared their precious time and experience with me. I
would like to thank all the concerned workers who provided the necessary information.
CHETNA
CHAPTER – 1
COMPANY PROFILE
INTRODUCTION
History
Escorts Limited was originally founded as Escorts Agents Ltd. in 1944 by brothers Har
Prasad Nanda and Yudi Nanda. They started a family-owned business, Nanda Bus Company,
in Lahore.
Escorts Limited was founded in 1960 after the company set up its manufacturing base at
Faridabad and began manufacturing agricultural machinery, x-ray
machines with Westinghouse and heating elements with Elpro.
Businesses
Escorts Agri Machinery
Escorts Agri Machinery was launched in 1960. The company manufactures tractors under the
brand names Farmtrac, Powertrac, and Steeltrac. The first Escorts tractors were produced in
1961 based on Ursus license. In 1969, a partnership with Ford was set up to produce licensed
Ford tractors for India.
Escorts has a plant in Mrągowo, Poland, that was purchased from Pol-Mot in 2000, and four
plants in India. There was an assembly plant in Tarboro, North Carolina, that was purchased
from Long Agri, but the North American subsidiary went into receivership in 2008.
Escorts Construction Equipment
Escorts Construction Equipment manufactures and markets construction and material
handling equipment like pick-and-carry cranes, backhoe loader, vibratory rollers, and
forklifts. The manufacturing and assembly facility is located in Sec 58, Faridabad.
Railway Equipment Division
The Railway Equipment Division manufactures and supplies critical railway components
such as air brake systems, EP brake systems, draft gears and couplers, composition brake
blocks, dampers, and rubber components to the Indian Railways. The manufacturing facility
is located in Sector 24, Faridabad.
Escorts Auto Products
Escorts Auto Products manufactures auto suspension products such as shock absorbers, struts,
and telescopic front forks for the automotive industry. The company collaborated with Fichtel
& Sachs to introduce the concept of shock absorbers to be manufactured in India in 1966. In
2016, Escorts' Auto Products business was divested to Pune-based Badve Engineering.
Motorcycles
The motorcycle division of Escorts group used to manufacture Polish SHL M11 175 cc
(10.7 cu in) motorcycles under the brand name Rajdoot from the early 1960s until 2005.
In the early 1980s, Escorts started making Yamaha motorcycles in India. Rajdoot 350 was
launched in 1983, which was later followed by the Yamaha RX 100 in 1985. The motorcycle
manufacturing unit in Faridabad, India, was sold to Yamaha in 2001 when Escorts decided to
quit the motorcycle business to concentrate on tractors and auto components.
accessories and spares construction earth moving and material handling equipment. Escorts
Kubota Limited was incorporated in the year October 17th 1944 as Escorts Agents Ltd in
Lahore. The company has diversified business in three different segments viz. Agri
Machinery Material Handling & Construction Equipment and Railway Equipment. In the
year 1951 Escorts established India's first private Institute of Farm Mechanization at Delhi
and in the year 1953 Escorts (Agents) Ltd and Escorts (Agriculture and Machines) Ltd
merged to form Escorts Agents Pvt. Ltd. The company was converted into a public limited
company in December 1959 and subsequently the name was changed to Escorts Ltd in
January 1960.In the year 1961 the company set up a manufacturing base at Faridabad for
manufactures of tractors in collaboration with URSUS of Poland and launched Escort brand
of tractors. Also they made collaboration with CEKOP of Poland for manufacture of
motorcycles and scooters. The first Rajdoot motorcycle rolls off the assembly line. In the year
1969 Escorts Tractors Ltd made a technical and financial joint venture with the global giant
Ford Motor Company USA for manufacturing Ford tractors in India. And in February 1 1971
the first tractor FORD 3000 rolled out of the factory. In the year 1977 the company set up
their first independent R&D Center namely Escorts Scientific Research Centre at Faridabad.
Also they set up their second plant at Bangalore for manufacturing piston assemblies. In the
year 1979 they made collaboration with JCB Excavators Ltd. UK for manufacture of
excavators. In the year 1980 the company forayed into healthcare and set up Escorts Hospital
and Research Center in Faridabad. In the year 1984 the company signed an agreement with
the Japanese bike giant Yamaha to manufacture motorcycles with Yamaha technology. Also,
they made collaboration with Jeumont Schneider of France and Dynapac of Sweden to
manufacture EPABX systems and vibratory road compactors respectively. In the year 1997
the company made a joint venture agreement with New Holland and launched Farmtrac
Tractor. Also, the made a joint venture with First Pacific Company of Hong Kong and formed
Escotel Mobile Communications. In the year 1998 the company launched Powertrac tractors.
They signed a MoU with Long Manufacturing Company of USA for setting up a Joint
Venture in USA. In the year 1999 the company signed a MoU with a Polish Company POL-
MOT for assembling manufacturing and marketing of Farm Machinery. In September 1999
they set up a subsidiary namely Escosoft Technologies Ltd in the Information Technology
Sector. During the year 2001-02 the company sold their 26% shareholding in Yamaha Motors
Escorts Ltd. They entered into an agreement with Claas Kgaa Germany their joint venture
partner in Escorts Claas Ltd for sale of their 60% equity in the joint venture for a
consideration of Euro 13.2 million. During the year Escorts Heart and Super Specialty
Institute Ltd Escorts Heart Centre Ltd Automatrix India Pvt Ltd and Escorts Research and
Development Ltd became the subsidiary companies. During the year 2003-04 Escorts Heart
Institute and Research Centre Ltd a subsidiary company acquired 100% paid up equity capital
of Escorts Hospital and Research Centre Ltd which had multi-specialty hospital in Faridabad.
In January 2004 the company entered into an agreement with Idea Cellular Ltd to divest their
share in Escorts Telecommunication Ltd. During the year 2004-05 the Escotoonz
Entertainment Pvt Ltd a wholly owned subsidiary company completed the Project 'King-II'
which was applauded in MIPCOM in France. In September 2005 the company entered into
an agreement with Fortis Healthcare Ltd to divest their shares in Escorts Heart Institute &
Research Centre Ltd for a consideration of Rs 520 crore. During the year 2005-06 the
company set up a new manufacturing facility in Rudrapur Uttarakhand for manufacture of
new range of railway equipment. The company sold their stake in the software companies and
also divested 49% stake in the joint venture Carraro India Ltd in which the company is
getting out of all the unrelated business and to remain focused on the three core businesses.
During the year 2006-07 the company embarked on entering into the manufacturing of shock
absorbers for commercial vehicles. In 2010 Escorts became the first Indian company to
indigenously design Backhoe Loaders. In 2011 Escorts launched India's first inverter tractor
FT45.In 2012 Escorts developed the most fuel-efficient tractors Powertrac 425. During the
year the company indigenously developed Bogie Mounted Brake Systems for Indian
Railways. In 2013 Escorts launched Ferrari tractors - the world's best in specialty tractors - in
collaboration with the Italian tractor brand. In 2014 Escorts launched Farmtrac 4X4
introducing high-end car technology for Indian tractors. In 2015 Escorts launched Anti-Lift
Tractor - India's first lift-resistant tractors for commercial haulage operations. During the year
the company entered into Joint Venture with Amul Group for manufacturing of specialty
tractors Steeltrac. During the year the company partnered with Cognizant Technology
Solutions to digitally transform businesses and deliver superior customer experience. In 2016
Escorts launched Farmtrac 6090 - a global tractor made in India. During the year the
company also launched Jungli - the high-power backhoe loader with brute force for tough
operations. During the year Escorts Skill Development Centre was established to develop
technical skills and make people more employable.On 11 August 2016 Escorts announced the
divestment of its OEM & Export business of Auto Product division to Badve Engineering
Ltd. Pune in an all cash deal as a part of the planned strategic reorientation of the business to
focus on core verticals in the Agri-Machinery Construction equipment and Railway
equipment. The Auto Products business comprises an extensive product basket catering to
OEMs and replacement market in India and overseas markets for all vehicle categories
including motorcycles scooters passenger cars commercial vehicles and multi-utility vehicles.
On 6 September 2017 Escorts launched India's first Electric & Hydrostatic concept tractor
and an expanded global portfolio of tractors for the export and domestic market in 22HP to
90 HP range under flagship brands Farmtrac and Powertrac compliant with tier 4 emission
norms of Europe and America amidst 43 International distributors. This includes the flagship
New Escorts Tractor Series (NETS) with higher horse power (70 to 90 HP) Compact tractors
in 22 to 30 HP range Crossover tractors for both paddy and haulage applications tractors with
cabin options for driving comfort along with tier 4 emission norms compliant CRDi engines
which will cater to customer demands from the United States Europe Latin America Africa
and ASEAN countries apart from new generation farmers in India.On 13 November 2017
Escorts introduced indigenously engineered Electric Tractor at Agritechnica 2017 Hanover
Germany. On 5 February 2018 Escorts' Construction Equipment Division (Escorts
Construction Equipment) announced entering into an exclusive distribution agreement with
Doosan Infracore Co. Limited South Korea (Doosan) for exclusive distributorship for sale
and service of Doosan products for the entire Indian market. Doosan is a global leader in
manufacturing and marketing of Crawler Excavators Mini Excavators and Wheel Loaders.
The product range offered by Doosan complements the current product offering of Escorts
Construction Equipment. With this association with Doosan Escorts Construction Equipment
will be able to double its addressed market in Indian Construction Equipment (ICE) Industry
from existing 40% to more than 80% by value. On 2 April 2018 Escorts announced that the
company has increased its shareholding in its subsidiary company i.e. Escorts Securities
Limited to 78% from 49% by way of acquisition of additional 35 lakh shares. On the same
day Escorts announced that the company has sold its entire shareholding of 30% in its
subsidiary company viz. Escorts Asset Management Limited (now name changed to Quant
Money Managers Limited). During, FY March 31 2019 the Company has infused additional
equity capital in Escorts Crop Solutions Limited subsidiary of the Company. The Company
has also entered into two Joint Ventures with Japanese companies i.e., Tadano Limited and
Kubota Corporation. It has made an investment of Rs 29.40 crores being 49% stake in the
Equity Capital of Tadano Escorts India Private Limited being the Joint Venture of the
Company with Tadano Limited Japan and Rs 60 crores being 40% stake in the Equity Capital
of Escorts Kubota India Private Limited being the Joint Venture of the Company with Kubota
Corporation Japan. In 2019 the Company introduced India's first autonomous tractor concept.
It collaborated with Kubota to develop value-oriented tractorsthat cater to farming
requirements in India and overseas markets. It tied up with seven technology leaders like
Microsoft Reliance JioTrimble Samvardhana Motherson Group WABCO Bosch and AVL. A
joint venture was formed with JV Tadano to produce specialized cranes that address high
capacity use cases.During FY'20 Company set up the Rajan Nanda Innovation Lab (RNIL) to
incubate new promising and disruptive business ideas. It launched India's first hybrid tractor
concept hybrid backhoe loader concept and multi-utility rural transport vehicle concept.
During FY March 31 2020 the Company has infused additional equity capital in Escorts Crop
Solutions Limited subsidiary of the Company and Escorts Kubota India Private Limited Joint
Venture.In FY 2021 the Company launched premium Whiteline series in ECE segment. It
developed a brake system indigenously for RED. The Kubota tractor production was
commenced and was the first company to receive Budni Certification for its electric tractors.
A large number of products were introduced for domestic as well as export markets. In the
Farmtrac portfolio it launched new PowerMaxx series in higher HP and Champion series in
lower HP segment and in Powertrac portfolio NEXT series in higher hp and RDX series in
lower hp segment. During the year 2021 the Board of Directors of the Company had
approved the allotment of 12257688 Equity Shares of Rs. 10/- each at a premium of Rs 840/-
each for a total consideration of Rs 1041.90 crores to M/s Kubota Corporation Japan. During
FY March 31 2021 the Company has infused additional equity capital in Subsidiary Escorts
Crop Solutions Limited; Tadano Escorts India Private Limited Joint Venture and Escorts
Kubota India Private Limited Joint Venture respectively. It has also entered into another Joint
Venture with Kubota Corporation Japan during the year. The Company has made an
investment of Rs 90 crores being 40% stake in the Equity Capital of Kubota Agricultural
Machinery India Private Limited being the Joint Venture of Company with Kubota
Corporation. During the FY 2021-22 the Company allotted 9363726 shares on preferential
allotment basis of face value Rs. 10 each at a premium of Rs. 1990 each for a total
consideration of Rs. 1872.75 crores. During FY 2022 Escorts Limited & Kubota Corporation
reinforce their long-standing partnership. Kubota increased its stake in Escorts Limited with
this Kubota Corporation became a joint promoter along with existing promoter of Escorts. It
launched 7 new products under EAM 6 new products under ECE and 3 new products
launched under RED.
COMPANY INFORMATION
Kubota has also become a joint promoter of the company along with existing promoters, the
Nanda family, whose shareholding in the company remains unchanged. Nikhil Nanda
continues to be the Chairman and Managing Director (CMD) of the company.
"Our partnership with Kubota in Escorts Kubota Ltd has been welcomed by all our
stakeholders and investors. Consequently, the process was completed smoothly. We are now
well poised at a very interesting time in global history to contribute at much higher levels to
India and the world's quest for food security, sustainable agriculture and smart agriculture,"
Nikhil Nanda said in the release.
Kubota President and Representative Director Yuichi Kitao noted: "We are very pleased to
partner with Escorts Kubota Ltd at a time when we can combine our strengths to provide
advanced farm mechanisation solutions to address global food security & enhanced farm
productivity needs".
In November last year, Japan's Kubota Corporation announced that Kubota and Escorts
Limited (EL) have reached an agreement under which Kubota will increase its shareholding
in EL by March 31, 2022 by means of subscription to third-party preferential primary share
allotment and open offer bid.
Escorts will issue 93,63,726 equity shares of face value of ₹10 each at a price of ₹2,000 per
equity share to Kubota on preferential basis. Post completion of the open offer and issue
becoming effective, Kubota will become a joint promoter of the company along with the
existing promoters, the companies had said.
CHAPTER- 2
INTRODUCTION TO THE
TOPIC
Management recruitment and selection is the process of identifying the need for a job,
defining the requirements of the position and the job holder, advertising the position and
choosing the most appropriate person for the job. Retention means ensuring that once the best
person has been recruited, they stay with the business and is not “poached” by rival
companies.
Undertaking this process is one of the main objectives of management. Indeed, the success of
any business depends to a large extent on the quality of its staff. Recruiting employees with
the correct skills can add value to a business and recruiting workers at a wage or salary that
the business can afford, will reduce costs. The cost of the management research his
significant. So, proper planning and formulate those plans is the task that require more focus
and improvement. Equal opportunity and sourcing are also a vital part. Realizing this need we
tried to find the difference and similarities between theoretical aspects with the practical steps
taken by the company. We took an attempt to demonstrate the feature for the further
improvement. The cost of them management research his significant. So, proper planning and
formulate those plan is the task that require more focus and improvement. Equal opportunity
and sourcing is also a vital part. Realizing this need we tried theoretical aspects with the
practical steps taken by the company. We took an attempt to demonstrate the feature for the
further improvement. Management research is an important part of an organization’s human
resource planning and their competitive strength. Competent human resources at the right
positions in the organization are a vital resource and can be a core competency or a strategic
advantage for it. The objective of the management research process is to obtain the number
and quality of employees that can be selected in order to help the organization to achieve its
goals and objectives. With the same objective, management research helps to create a pool of
prospective employees for the organization so that the management can select the right
candidate for the right job from this pool. The management research process begins when an
employee is to be transferred or promoted to another post, notice of resignation or dismissal
is given or retirement is planned.
Many companies are finding new employees through the Internet. Organizations that are
looking for people with a high-level of technological skills may focus their management
research efforts by using the Internet. The web sites of organizations frequently have a link
for enabling the browser to submit a resume. The source that is used should reflect the labour
market, the type or level of position, and the size of the organization. Are certain recruiting
sources better than others? Recent studies have demonstrated that employee referrals
generally produce the best candidates. This is because current employees screen applicants
before referring them. Second, current employees believe that their reputations with the firm
will be reflected in the candidates that they recommend; so, they refer only those who they
believe will not make them look bad. Employee referrals, however, may not generate the
diversity and mix of employees that is desirable.
In recruiting new employee’s management must consider the nature of labour market, what
sort of potential labour are available and how do look for works.
Identify vacancy
Prepare job description and person specification
Advertising the vacancy
Managing the response
Short-listing
Arrange interviews
The management research process is immediately followed by the selection process i.e. the
final interviews and the decision making, conveying the decision and the appointment
formalities.
PROCESS OF RECRUITMENT
PLACING
HUMAN RECRUITING SELECTING SELECTED
RESOURCE REQUIRED QUALIFIED PERSONNEL
PLANNING PERSONNEL PERSONNEL ON JOBS
SEARCH FOR
FINDING AND PROSPECTIVE
DEVELOPING EVALUATING
EMPLOYEES: EFFECTIVENESS
SOURCES OF A). DEVELOPING
POTENTIAL OF
TECHNIQUES RECRUITING
EMPLOYEES b). ATTRACTING
CANDIDATES
TRANSFERRING TO
INTERNAL PERSONNEL NEW JOBS
SOURCES RESEARCH
EXTERNAL
SOURCES EXPERIENCE
PROMOTING TO HIGHER
JOBS
EMPLOYEE REFERRALS
PROVIDING INFORMATION
ADVERTISING
SCOUTING CLARIFYING
DOUBTS
Internal source.
External source.
SOURCES OF RECRUITMENT
Internal Sources
These refer to persons already employed in the organization. Promoting persons from
lower levels may fill up vacancies at higher levels. Shortage of manpower in one
branch \ factory may be met by transferring surplus staff from another branch /factory.
Promotion means shifting of an employee to higher post caring greater salary, status
and responsibility. On the other hand transfer refer to the shifting an employee with
salary, status and responsibility. Some time ex-employee of the organization may be re-
employed.
consuming and expensive to recruit peoples from outside. Management research `from
the outside may create frustration among the existing employees that aspires for
promotions. There is no guarantee that the organizations will attract sufficient number
of suitable candidates.
Methods of Recruitment
a) Direct method
b) Indirect method
c) Third-party method
a) Direct Method:
These include the campus interview and keeping a live register of job seekers. Usually
under this method, information about jobs and profile of persons available for jobs is
exchanged and preliminary screening is done. The short-listed candidates are then
subjected to the remainder of the selection process. Some organization maintains live
registers or record of applicants and refers to them as and when the need arises.
b) Indirect Method:
They cover advertising in newspapers, on the radio, in trade and professional
c) Third Party Method: Various agencies are used for management research under
these methods. These include commercial and private employment agencies, state
agencies, and placement offices of schools, colleges and professional associations,
recruiting firms, management consulting firms, indoctrination seminars for college
professors, friends and relatives.
Employment Agencies:
They are specializing in specific occupation like general office help, salesman,
technical workers, accountants, computer staff, engineers and executives and suitable
persons available for a job. Because of their specialization, they can interpret the needs
of their clients and seek out particular types of persons.
Professional Societies: They may provide leads and clues in providing promising
candidates for engineering, technical and management positions. Some of these
maintain mail order placement services.
Campus Recruitment
It offers the most common gateway to the job market for final year students, especially
in
Technical or professional fields.
Summer placements between three to six months are part of business schools and
engineering colleges.
They are attached to companies to obtain real life work experience.
Employment Advertisement
Taken out in newspapers, magazines, specialized journals, to reach out to a large target
audience & Advertisement may be for various positions, from trainees to top
management level professionals.
E-Recruitment
The buzzword and the latest trends in management research is the “E-Recruitment”. Also
known as “Online recruitment”, it is the use of technology or the web-based tools to
assist the management research process. The tool can be either a job website like
naukri.com, the organisation’s corporate web site or its own intranet. Many big and small
organizations are using Internet as a source of recruitment. They advertise job vacancies
through worldwide web. The job seekers send their applications or curriculum vitae (CV)
through an e-mail using the Internet. Alternatively, job seekers place their CVs in
worldwide web, which can be drawn by prospective employees depending upon their
requirements. The internet penetration in India is increasing and has tremendous
potential. According to a study by NASSCOM – “Jobs is among the top reasons why new
users will come on to the internet, besides e-mail.” There are more than 18 million
resume’s floating online across the world.The two kinds of e- management research that
an organization can use is –Job portals – i.e. posting the position with the job description
and the job specification on the job portal and also searching for the suitable resumes
posted on the site corresponding to the opening in the organization. Creating a complete
online recruitment/application section in the company’s own website. Companies have
added an application system to its website, where the ‘passive’ job seekers can submit
their resumes into the database of the organization for consideration in future, as and
when the roles become available. Resume Scanners- Resume scanner is one major
benefit provided by the job portals to the organizations. It enables the employees to
screen and filter the resumes through pre-defined criteria and requirements (skills,
qualifications, experience, payroll etc.) of the job. Job sites provide a 24*7 access to the
database of the resumes to the employees facilitating the just-in-time hiring by the
organizations. Also, the jobs can be posted on the site almost immediately and is also
cheaper than advertising in the employment newspapers. Sometimes companies can get
valuable references through the “passers-by” applicants. Online management research
helps the organizations to automate the management research process, save their time and
costs on recruitments.
Job portals – i.e., posting the position with the job description and the job specification
on the job portal and also searching for the suitable resumes posted on the site
corresponding to the opening in the organization. Creating a complete online
recruitment/application section in the company’s own website. Companies have added
an application system to its website, where the ‘passive’ job seekers can submit their
resumes into the database of the organization for consideration in future, as and when the
roles become available.
Resume Scanners- Resume scanner is one major benefit provided by the job portals to
the organizations. It enables the employees to screen and filter the resumes through pre-
defined criteria’s and requirements (skills, qualifications, experience, payroll etc.) of the
job. Job sites provide a 24*7 access to the database of the resumes to the employees
facilitating the just-in-time hiring by the organizations. Also, the jobs can be posted on
the site almost immediately and is also cheaper than advertising in the employment
newspapers. Sometimes companies can get valuable references through the “passers-by”
applicants. Online management research helps the organizations to automate the
management research process, save their time and costs on recruitments.
Selection
After the completion of the management research process, the manager needs to decide
who to hire. Selection is essentially both a prediction exercise and a decision-making
exercise. In the prediction exercise, the manager is predicting which applicant will be
successful on the job is hired. The manager is also undertaking a decision-making
exercise--choosing among choices. It is important to always keep in mind that the
manager is selecting the person who can best meet the needs of the organization.
Prediction exercise
Decision-making exercise
Purpose is to hire the person(s) best able to meet the needs of the organization
Need of selection
Selection is concerned with picking the right candidate from the pool of applicants
Preliminary Screening
Application Blank
Employment Tests
Selection Interview
Medical tests
Checking Reference
Final Approval
ATTRITION ANALYSIS
Attrition refers to the number or percentage of employees who are leaving a company to
work for other companies or who have decided to pursue other opportunities. The
attrition rate is the measurement you use to determine the percentage of employees who
have left a company in a given period.
The effort required to find, select, and get employees to a high level of performance can
be substantial. As a result, it is reasoned that the cost of replacing each employee, all
factors considered, can exceed an entire year of employee pay. Naturally, the cost of
losing an above-average employee in a key position may be more – in some cases, two to
three more. That fact may explain why there is no more frequently discussed topic among
HR professionals as employee attrition and why employee retention (the inverse of
attrition) is the most commonly cited justification for HR programs and projects. And, if
you need even more proof of the importance of managing employee attrition for an
enterprise, it turns out that it's the most often used HR key performance indicator (KPI)
— the standard for measuring how successful an HR organization is in meeting its
objectives. Sometimes the standard for how well a business leader is meeting
their 'people objectives' as well.
Fortunately, there’s a wealth of easily collectible data you can use to use to control
employee attrition. You can test your assumptions about attrition through analysis
considering the new information. The actions that are doing nothing to support your
control over attrition can be eliminated, making room for actions that allow you better
control over attrition.
Type of Attrition
Voluntary Attrition
Involuntary Attrition
Internal Attrition
Demographic-specific Attrition
Voluntary attrition:
When employees choose to leave the company, it is considered voluntary attrition. This is
the most common type of attrition and is the most important for HR to take into account.
Resignation and retirement are common reasons for voluntary attrition. Personal
problems, poor compensation and benefits, and lack of inclusive practices can also
contribute to an employee’s resignation.
Involuntary Attrition:
This occurs when employees are involuntarily dismissed from the office. Involuntary
attrition might take place because of downsizing or changes in market growth and
demand.
Internal Attrition:
This is when employees leave their current position for another one within the company.
Employees may have received a promotion or they might be joining another department.
Demographic-specific Attrition:
This is a particularly worrisome kind of attrition that takes place when a certain
group leaves your organization en masse. It’s important for HR teams to track
the attrition of marginalized groups such as women, people of color, and
LGBTQ+ to ensure that the workplace is not alienating them.
Inclusive- Organization that create an unwelcoming atmosphere for different people are
sure to lose talent rapidly. They’ll also lose the diversity of perspectives that drives good
decision-making and efficient problem-solving.
Stress- Nothing will retain employees if you have a strong burnout culture. If employees
have heavy workloads or unsupportive managers, they’ll almost certainly search for
greener pastures.
Flexibility- More and more employees are prioritizing flexible work practices like
remote work, Flexible hours and more time off.
Recruitment- Your hiring process may be bringing on new hires who lack the necessary
skills for their roles or don’t fit in culturally.
CHAPTER- 3
RESEARCH
METHODOLOGY
RESEARCH METHODOLOGY
The research methodology is a way to solve the research problem in a systematic manner.
The various steps like objective of the study, how the data is collected, how much is the
sample size required and the limitation of the survey. An empirical study has been
undertaken to understand and study the process of Management recruitment and
Selection process employed in ESCORTS KUBOTA LTD. Data to be collected for the
project titled “Management Recruitment, Selection and Attrition Analysis at ESCORTS
KUBOTA LTD.”
RESEARCH DESIGN
Type of Research: -
Descriptive research
Descriptive research includes Surveys and fact-finding enquiries of different kinds. The
main characteristic of this method is that the researcher has no control over the variables;
he can only report what has happened or what is happening.
QUESTIONNAIRE DESIGN/FORMULATION
Open Ended: - Allows respondents to answer in their own words & are difficult to
Interpret and Tabulate.
Close Ended: - Pre-specify all the possible answers & are easy to Interpret and Tabulate.
DICHOTOMOUS QUESTIONS
IMPORTANCE SCALE
RATING SCALE
A scale that rates some attribute from “highly satisfied” to “highly unsatisfied “and “very
inefficient” to “very efficient”
SAMPLE DESIGN
Who is to be surveyed?
The marketing research er must define the target population that will be sampled. The
sample Unit taken by me; people of different age group, different gender and different
profession.
EXTENT:-
TIME FRAME: -
When the survey should be conducted? I conducted my survey for 6 weeks from 1 July to
12th august.
SAMPLING FRAME: -
SAMPLING TECHNIQUE: -
In the Project sampling is done on basis of Probability sampling. Among the probability
sampling design, the sampling design chosen is stratified random sampling. Because in
this survey I had stratified the sample in different age group, different gender and different
profession.
The officials had less time to deliver information so it results in lack of complete
information.
The employees don’t have full knowledge as they belong to different departments so
there are chances of biasness.
Limited analytical techniques have been used due to the nature of data available on the
subject.
Most of the information is confidential. So, they don’t want to disclose them. The study
will allow learning about the management recruitment and selection issues, importance,
modern techniques and models used to make it more efficient. The study will help to
learn the practical procedures followed by the leading organizations. Moreover, the study
will help to differentiate between the practice and the theories that direct to realize how
the organization can improve their management recruitment and selection process.
OBJECTIVES OF STUDY
SCOPE OF STUDY
The study will help to learn the procedures followed by the company. Moreover the
study will help to differentiate between the practice and the theories that direct to realize
how the organization can improve their management recruitment and selection process.
The benefit of the study for the research er is that it helped to gain knowledge and
experience and also provided the opportunity to study and understand the prevalent
management recruitment and selection procedures.
NEED OF STUDY
1. Suitability
A good management recruitment and selection policy would require those writing job
descriptions to give precedence to the competencies that would make the most positive
contribution to the organization’s business requirements (i.e., flexibility, initiative,
leadership etc.).
2. Consistency
A good management recruitment and selection policy will also require that hiring
managers use pre-determined criteria at all stages of the management research process,
thereby reducing the risk of bias or discrimination.
3. Legality
Privacy and equal opportunity legislation require that the management research process is
conducted in a fair and transparent manner and a good management recruitment and
selection policy will always make this very clear to recruiters.
4.Credibility
Not all job advertisements are genuine. Some are placed by organizations wishing to
build up a ‘talent pool’ or to simply to test the waters and see what’s out there. If an
organization calls for certain application procedures to be followed, candidates can feel
confident the position they are applying for actually exists and that their efforts will not
be in vain.
5. Transparency
CHAPTER – 4
1. 1.What are the sources used by ESCORTS KUBOTA LTD. for management
recruitement?
Internal
External
Both
Sources of Recruitment No. of employees
Internal 30
External 40
Both 30
No. of employee
30.00% 30.00%
40.00%
INTERPRETATION:
The above chart shows that 30% of the people said internal management research is used,
40% of the people said external rest 30% of the people said both sources were used for
recruitment.
2.
3. 2. What do ESCORTS KUBOTA LTD. Prefer most?
Internal
External
Sources of Management No. of employees
Internal 40
External 60
Chart Title
40.00%
60.00%
Internal External
INTERPRETATION:
The above Chart shows that 40% of the people said that company mostly prefer internal
management recruitment and rest 60% of the people said that external management
research is mostly preferred.
Chart Title
5.00%
20.00%
10.00%
45.00%
20.00%
INTERPRETATION
From the above chart it is observed that 20% of employees were hired by newspaper,
magazines advertisements, 10% hired from consultancy firm, 20% through from
campus recruitment, most of the employees hired through Naukri portals i.e., 45% and
5% employees hired from summer placements.
5. 4. Does ESCORTS KUBOTA LTD. Included written test and personality test?
Yes
No
Tests Views of employee
Yes 20
No 80
Chart Title
20.00%
80.00%
Yes No
INTERPRETATION
The above chart shows that under ESCORTS KUBOTA LTD. management 80% said that
doesn’t take personality test. And rest 20% specifies that it does.
6.
7.
8. 5.How do you find the management research and selection procedure followed by
ESCORTS KUBOTS LTD.?
Very good
Good
Average
Poor
Very Poor
Performance Views of employee
Very Good 11
Good 56
Average 22
Poor 11
Very Poor 0
Chart Title
11.11%11.11%
22.22%
55.56%
Interpretation
The above chart shows that10% says it is very good,50% says that it is good, 20% say
that is average,10%say it is poor and 0% say it is very poor.
9. 6.Does the management recruitment and Selection procedure effects the performance of
the employees?
Yes
No
Tests Views of employees
Yes 85
No 15
Chart Title
15.00%
85.00%
Yes No
INTERPRETATION
The above chart shows that 85%said that it does and the rest 15% says it doesn’t effects
the performance of employees.
10. 7. How do you rate the importance of management recruitment and selection procedure
in your organization?
Formality
Important
Very Important
Use less
Views of employees No. of employees
Formality 0
Important 35
Very Important 65
Use less 0
Chart Title
35.00%
65.00%
INTERPRETATION
From the above char it is observed that 0% of the employer say it is formality, 35% say it
is important, 65%say it is very important, and rest 0% say it is used less.
11. 8. Which type of interview method does your company usually follow?
Direct
Computerized
Other
Tests
Direct
Computerized
Other
Chart Title
15.00%
40.00%
45.00%
INTERPRETATION
From the above it is observed that 20% were direct, 15% are stress, 30% computerized,
rest 35% says that they use other type of interview methods.
Chart Title
35.00%
43.00%
22.00%
ATION
From the above it is observed that 43% employee’s find organization working
environment average, 22% find stressful and 35% find it employee friendly.
Options Responses
Never 3%
To certain extent 0
To a large extent 14%
Almost always 83%
Chart Title
3.00%
14.00%
83.00%
INTERPRETATION
From the above chart it is observed that 83% employee’s have enough personal growth
opportunity in an organization.
CHAPTER – 5
FINDINGS,
CONCLUSION AND
LIMITATION
FINDINGS
The company uses computerized, direct and other interview methods then stress
interview.
The employees said that the company mainly uses external source of management
research then internal.
The employees said that the company doesn’t take personality test.
The employees said that both management recruitment and selection effects the
performance of employees.
The questions which are focused in an interview consist of job knowledge, related -
experience, personality testing like communication skills, innovation and attitude.
The basis for short listing candidates is capability of handling the job, multi skilled
personality, motivated, innovative, computer knowledge suitable candidature, salary
requirements.
The company not only conduct exit interview but also maintain an alumni network.
CONCLUSION
Limitation
RECOMMENDATIONS
The report on ESCORTS KUBOTA LTD. has helped me in broadening my view. It has
helped me to know that HR is heart of every organization. It made me aware about how
policies play an important role in the smooth functioning of any organization, But I have
possible to overcome. Escorts Kubota Ltd. is engaged in making maximum sales,
providing satisfaction to its customers, as well as maintaining good relation with the
corporate world. But it has not thought about marinating a health relation with its
employees. This is the reason that there was an increase in the labor turnover. Also, it has
never given consideration to find the reason lying behind the same.
Employee retention is crucial to the long-term success of your business and therefore the
ability to retain employees is a primary measure of the health of your organization of
significant concern line of a business.
The company can undertake the following steps long and existing relationship with its
employees as well as a steady increase in sales: -
rd
And it is not possible all time to get the best CV, in that case 3 party can help me.
• Vacancy Fill up: Most of the time company filled the vacant position from outside. But
they can fill it by promoting appointment or suitable person in the organization.
• Emphasize on internal search: Escorts Kubota Ltd. basically relied on external search
for recruiting purpose. They must attempt to develop their own low-level employees for
higher positions through more internal search. To do so they must ensure a
communication network notifying interested persons of opportunities, including
advertising within the organization like “position open” bulletin board in every
department.
• Job fair: All of these organizations must use open up recruiting efforts to the external
community like job fair through external search. They can participate in career and job
fairs and open houses and must develop and support educational programs and become
more involved with educational institution that can refer more diverse talent pool.
• Background investigation: HR department should undertake a background
investigation of applicants who appear to offer potential as employees. They should
verify an individual legal status to previous work through checking credit reference,
criminal records and so on.
SUGGESTIONS
As the present study is a time bound project. Naturally, certain limitations are to be
imposed keeping the limitations in view the followings recommendations /suggestions
are to be made for further research work in this field:
The study was done on the sample size of 100 employees. The sample size can
also be increased to get the better results in the future.
In this study, sex discrimination has not shown, the same study can also done on
male-female employees separately.
In the study, the conclusion of the responses of all the candidates was taken
collectively. For the better results, the responses of the respondents can also be taken
separately on the basis of their grades.
In the present study, the workers did not get enough time to fill the Performa
during their working hours, so the employee can also be given a free period of time i.e.,
half an hour or one hour for filling Performa.
CHAPTER – 6
BIBLEOGRAPHY
BIBLEOGRAPHY
WEBSITES
http://en.wikipedia.org>wiki>Escorts-Limited
http://www.indiamart.com>escorts Limited
http://www.moneycontrol/financial/escorts/blancesheetVI/E
http://www.sreener.in>escorts>consolidated
Books Referred
Newspaper
Economics Times
The times of India
Danik Jagran
Hindustan Times
CHAPTER-7 APPENDIX
Appendix
Questionnaire on Recruitment, Selection and Attrition Analysis
NAME ………………..
Age ………………..
Gender …………..
Qualification …………….
a. What are the sources used by ESCORTS KUBOTA LTD. for management research?
Internal
External
Both
d. Does Escorts Kubota td. Included written test and Personality test?
Yes
NO
e. How do you find the management recruitment and selection procedure followedby
Escorts Kubota ltd.?
Very Good
Good
Average
Poor
Very Poor
f. Does the management recruitment and selection procedure effects the performance of the
employees?
Yes
No
g. How do you rate the importance of management recruitment and selection procedure in
your organization?
Formality
Important
Very Important
Use Less
h. Which type of interview method does your company usually follow?
Direct
Computerized
Other
i. How is your organization’s working environment?
Employee’s friendly
Stressful
Average
j. Did you have an enough opportunity for personal growth?
Never
To Certain extent
To a large extent
Almost always