DISSERTATION

RECRUITMENT AND SELECTION

IN

DABUR INDIA LTD (DIL)

By Pinky singh
(Class of 2009)

In Partial Fulfillment for the award of the degree of Master of business Administration 2009-11

ARMY INSTITUTE OF MANAGEMENT & TECHNOLOGY, PLOT NO M-1, POCKET P-5, GREATER NOIDA-201306 JULY 2010

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ACKNOWLEDGEMENT
It is not possible to prepare a project report without the assistance & encouragement of other people. This one is certainly no exception. On the very outset of this report, I would like to extend my sincere & heartfelt obligation towards all the personages. Without their active guidance, help, cooperation & encouragement, I would not have made headway in the project.

Pinky singh

Signature:

Date:

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CERTIFICATE OF ORIGINALITY

I Pinky Singh_ Class of 2009, a full time bonafide student of first year of Master of Business Administration (MBA) Programme of Army Institute of Management & Technology, Greater Noida. I hereby certify that the report submitted in partial fulfillment of the requirements of the programme is an original work of mine under the guidance of the faculty mentor __Mrs.Shikha Bhardwaj_, and is not based or reproduced from any existing work of any other person or on any earlier work undertaken at any other time or for any other purpose, and has not been submitted anywhere else at any time.

(Student's Signature) Date: , 2010

(Faculty Mentors signature) Date: , 2010

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SUPERVISOR CERTIFICATE
I certify that Ms PINKY SINGH, from Army Institute of Management & Technology MBA -06 batch has done a Project on DABUR HR RECRUITMENT & SELECTION & has successfully completed her project under my supervision..

Mrs Shikha Bhardwaj (Faculty Supervisor)

SIGNATURE (External Examiner)

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PROJECT CONTENT

CHAPTER

TITLES

PAGE NO

1 2

EXECUTIVE SIMMARY OBJECTIVE OF THE STUDY

6 7

3 4 5

LITERATURE REVIEW COMPANY PROFILE RESEARCH METHODOLOGY

9-27 30-48 50

6 7

FINDINGS CONCLUSION

51-52 53-54

8 9

LIMITATIONS RECOMMENDATIONS

55 56-57

10

BIBLOGRAPHY

58

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EXECUTIVE SUMMARY
As in case of any other functional area like marketing, production or finance, the work of personnel department has also to be planned. Planning in the personnel area is mainly concerned with crystallizing from where the right type of people can be secured for future anticipated vacancies. Manpower planning is the process by which management determines how the organization should move from its current manpower position to its desired manpower position. Through planning, management strives to have the right number and the right kinds of people, at the right places, at the right time, doing things, which result in the growth and success of both- the organization and the individual. The manpower planning is one of the basic steps in the recruitment and selection procedure. Recruitment and Selection is the process wherein the organisation finds the best candidate among the vast array of candidates. This project entitled "Recruitment and Selection in Dabur India Ltd (DIL)" aims at studying the recruitment and selection procedure undertaken at this ever growing organisation. The project gives a brief idea as to how the whole process works. Every organisation has different policies, at times unique and it is very rare that the policy of one organisation matches to the policies of another organisation. It is true that the success of any organisation depends upon the old dictum: right person for the right job. DIL has succeeded over hundred years because it still follows the basic dictum and is being guided by the vision and the age-old the principles which are followed religiously.

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OBJECTIVE OF THE STUDY

STATEMENT OF OBJECTIVE This project entitled Recruitment and Selection in Dabur India Ltd (DIL) is aimed at studying the recruitment and selection procedures at DIL. Recruitment and selection procedures of any organisation are very important functions because these decide the most suitable manpower which steers the industry to its desired goals. OBJECTIVES The main objectives of this project are: To study the Recruitment and Selections procedures used at DIL. To analyze the effectiveness of this very important function in terms of of the organisation and the individual development

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LITERATURE REVIEW

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LITERATURE REVIEW

RECRUITMENT AND SELECTION Introduction

Recruitment, selection theory is based on an organization's accomplishment of hiring valuable employees, constituting a major function of human resource department. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities.Hiring activities need to be responsive to the ever-increasingly competitive market to secure suitably qualified and capable recruits at all levels Recruitment of skilled and effective staff is a central workforce development issue. Recruitment and selection is not only about choosing the most suitable candidate. The recruitment and selection experience can also impact on the likelihood that a candidate will accept a job offer and on their subsequent commitment to remaining with the organisation.

RULES OF RECRUITMENT AND SELECTION

Commonality Openess Competitiveness Legality Non-discrimination Constancy of criteria Neutrality Objectivism Transparency Personal data security

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 Acting without delay

STRATEGIES FOR SUCCESSFUL RECRUITMENT

Recruitment and selection is not only about choosing the most suitable candidate.The recruitment and selection experience can also impact on the likelihood that a candidate will accept a job offer and on their commitment to remaining with the organisation.Committing time and resources to develop a comprehensive recruitment strategy is a worthwhile investment. Poor recruitment choices (i.e., poor person-jobt) can have a range of undesirable consequences for the organisation and the worker including: Higher rates of turnover Reduced performance effectiveness Lowered job satisfaction Reduced work motivation.

In this section we consider three steps in an effective recruitment process: Step 1: Ensure an up-to-date job description Step 2: Develop an effective recruitment strategy Step 3: Evaluate the recruitment strategy.

EFFECTIVE RECRUITMENT STEPS DISCUSSION IN DETAIL

Step 1: Ensure an up-to-date job description

A clear, accurate and up-to-date job description is crucial to ensuring a good person-job t. It is worthwhile spending some time making sure that the job description matches the everyday reality of the job.

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A job description contains two types of information: Specic tasks and activities required for a particular job (e.g., conduct counselling sessions, write client reports) The knowledge, skills and abilities required for effective performance by the job incumbent (e.g., good communication skills, capacity to establish good client rapport). The best person-job t may be achieved by focusing on the tasks and activities as well as the knowledge, skills and abilities of an effective performer. The accuracy of a job description is likely to be improved by gathering information from different sources. Different perspectives on the knowledge, skills, responsibilities, challenges and demands of a position are likely to be provided by supervisors and workers in the same or similar roles.

Useful information to gather from supervisors and coworkers includes:

1. What knowledge, skills, abilities and other personal characteristics (KSAOs) are necessary for the position? 2. What KSAOs can be practically and reasonably expected? 3. What KSAOs are essential for effective job performance? 4. What KSAOs distinguish between good and poor performers on the job? It may also be useful to consider whether the organisation is willing to take on less experienced workers and provide professional development activities (in-house or external) to build up their knowledge and skills.

Step 2: Develop an effective recruitment strategy

Two important issues to consider when developing a recruitment strategy are: The source of recruitment (i.e., advertisements, personal referrals,employment agencies, direct applications) The recruiter (i.e., the personal face of the organisation).

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The source of recruitment

A range of strategies (e.g., newspaper advertisements, personal networks) can be used to recruit new workers. There is evidence that hiring new staff through referrals from existing staff or direct (unsolicited) applications is likely to result in lower turnover rates and higher job satisfaction compared to more traditional avenues of recruiting (e.g., newspaper advertisements).

The recruiter
A range of people within an organisation may be called upon to act as recruiters (i.e., to answer telephone enquiries, conduct interviews, etc.). A recruiter can have a signi cant impact on job applicants, particularly their interest in a position and their intention to accept a job offer.The supervisor for the position and coworkers are likely to be the most effective recruiters as they will be viewed as trustworthy and credible sources of information about a position and the organisation. There is also evidence to indicate that friendly and informative recruiters are associated with rmer intentions to accept job offers. An experienced recruiter who is familiar with the organisation can also be an important source of realistic and accurate information for candidates (i.e., providing a realistic job preview). Emphasising the positive aspects of a position is important in order to attract desired candidates. However, an unrealistically optimistic job description may create problems in the longer term if a new employees expectations are not met.

Step 3: Evaluate the recruitment strategy

Periodically evaluating the effectiveness of your recruitment strategy, such as the type of sources used for recruiting, can be a useful activity. For instance, a cost-bene t analysis can be done in terms of the number of applicants referred, interviewed, selected, and hired. Comparing the effectiveness of applicants hired from varioussources in terms of job performance and absenteeism is also helpful. One could also examine the retention rates of workers who were hired from different sources.

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An overview of best practice in selection techniques

A wide selection of techniques are available which range from intensive (and expensive) activities (e.g., multi-day assessment centres), to the more commonly used interviews and reference checks. Based on the evidence alone, best practice in selection requires a comprehensive program that includes realistic tests of work practice and the use of validated psychometric instruments. This is clearly an unrealistic expectation for most of the organisations. The next section describes evidence-based best practice for three of the most commonly used selection techniques: Curriculum vitaes / rsums and written applications Conducting interviews Reference checks.

1.Curriculum vitaes / rsums and written applications

Information about a persons professional quali cations and experience can be obtained from their curriculum vitae (CV) / rsum and their written applications. This information needs to be veried as far as possible before the person is hired. When reviewing the CV / rsum and written application, look for items that may need further clarication such as: Unexplained gaps in employment history Ambiguous wording Unanswered or partly answered questions Inconsistent information Frequent job changes. Consider requesting job applicants to address speci c selection criteria (i.e., essential and desirable) for the job position. The onus is then on the applicant to summarise their work

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experience and qualications and present it in an accessible manner. This makes for a more efcient and time-saving process to nd relevant information about each applicant that matches the criteria for the job.

2.Conducting interviews In order to obtain the best person-job t (i.e., matching the right person for the right job), a structured interview format is recommended. A structured interview involves asking each candidate the same set of questions and assessing their responses on the basis of pre-determined criteria. The questions and assessment criteria are based on an accurate, updated job description.The more common types of structured interview questions are situational and experience-based. Situational questions Situational questions ask candidates about hypothetical scenarios that may be encountered in the job and how they would respond in that situation. The questions directly tap into the workrelated experience and problemsolving style of the candidate. Experience-based questions Experience-based questions focus on specic examples of the candidates prior work experiences and their responses to past situations that are relevant to the job in question. One advantage of experience-based questions is the opportunity to tap into actual behaviour and feelings rather than hypothetical ones. Developing criteria to assess candidates responses To effectively distinguish between candidates, it is recommended that structured questions are accompanied by a pre-determined scoring key. The scoring key should contain examples of excellent,good, average, and unsatisfactory answers against which candidates answers can be compared. Advantages of pre-determined scoring criteria include: Reduced reliance on interviewers memory or written notes Increased clarity regarding the criteria against which candidates are assessed (i.e., what is a good answer?)

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 Consistency of assessment across candidates and between interviewers (if a panel is used).

Interview panels

It is recommended that an interview panel, rather than a single interviewer, is used. Using a panel of interviewers can help to minimise potential biases, as well as provide the opportunity to compare evaluations of the candidate before a nal decision is made.

Where appropriate, the panel should be representative of gender and professions. Representation on an interview panel can provide frontline workers / team members with an opportunity to participate in the recruitment and selection process.

Ground rules for effective interviews

Consider the following evidence-based guidelines for conducting effective interviews. Prior to the interview, review applicant information (e.g., CV, test scores, etc.) and detailed job requirements Consider providing a copy of interview questions to candidates prior to the interview (e.g., allow 15-20 minutes prior to the interview for review of questions). This can help candidates prepare a response to questions that require an in-depth answer (e.g., problem-solving questions) Establish and maintain rapport greet the applicant pleasantly, display genuine interest, and listen carefully Pay attention to body language facial expressions, gestures, body positions, and movements usually provide clues to the persons attitudes and feelings Provide information honestly and freely to the applicant Devise objective questions which have no hints to a desired response Separate fact from inference jot down factual information during the interview and inferences or interpretations later.Compare notes with other interviewers Avoid making evaluations about the candidate until the interview is complete

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 Make judgements according to specifc criteria based on the job description, rather than a global rating of suitability for the job. Control the course of the interview allow the applicant to talk freely but ensure that all objectives of the interview are met Ask standardised questions i.e., ask the same questions for all applicants. Adhere to Equal Employment Opportunity (EEO) policies and procedures. Give candidates the option of receiving feedback on their performance in the interview (strengths and potential areas for improvement) at a later date.

3.Reference checks
It is recommended that only limited use is made of reference checks. The accuracy of reference checks has not been strongly supported in the research literature.Reference checks may be useful for identifying applicants who should not be recruited because of past employment problems (i.e., asking whether the person would be willing to rehire the candidate).Referees can also be used to check the accuracy of candidates description of their educational and work histories (i.e., work roles, responsibilities and achievements).It is important to recognise that only a small percentage of all reference checks are negative Therefore, it is often difcult to differentiate between candidates on the basis of reference checks alone.

Equal opportunity for recruitment

Every worker has rights and obligations under various legislated acts. Key legislation relevant to recruitment practices involves equal opportunity and anti-discrimination in employment. Such legislation includes the: Human Rights Legislation and Equal Opportunity Commission Act (1986) Equal Employment Opportunity for Women in the Workplace Act (1999) The Disability Discrimination Act (1992).Organisations must be mindful of Government legislation and related statutes and ensure that recruitment practices are not inuenced by any irrelevant features of the candidate such as age, gender, physical impairment, marital status, medical record, nationality, cultural background, religion, sexual preference, social origin, or trade union activity.

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Recruitment practices should be based on a candidates knowledge, skills and abilities relevant to those specically required for the duties of the position. Such practices should be free from discrimination (adhering to legislation) and patronage (such as employing friends or jobs for the boys)..

Recruitment and Selection test

If you are currently applying for a job then the chances are that you will need to sit a recruitment and selection test as part of the process. These tests aim to provide a potential employer with an insight into how well you work with other people, how well you handle stress, and whether you will be able to cope with the intellectual demands of the job. Recruitment and selection tests are only part of the selection process and you will still be asked to complete an application form, send in a copy of your resume and attend at least one interview. All of these things will tell the employer something about you and help them to choose the most appropriate candidate for the vacancy. Recruitment and selection tests can be split into personality tests and aptitude / abilitytests.

Personality Test
The principle behind personality tests is that it is possible to quantify your personality characteristics by asking you about your feelings, thoughts and behavior. Personality has a significant role to play in deciding whether you have the enthusiasm and motivation that the employer is looking for and whether you going to fit in to the organization, in terms of your personality, attitude and general work style? Personality tests can be applied in a straightforward way at the early stages of selection to screen-out candidates who are likely to be unsuitable for the job.

Aptitude and ability tests

Aptitude and ability tests are designed to assess your intellectual performance. These types of test can be broadly classified onto the groups shown and you may be asked to sit a test which

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consists only of numerical questions or these may form part of a test which consists of questions of different types.

This will depend very much on the job you are applying for. For example, jobs that require you to handle figures on a day to day basis may have a higher proportion of numerical reasoning questions, whereas tests used for information technology jobs tend to have a higher proportion of abstract reasoningquestions.

You may be asked to answer the questions either on paper or using a PC or palm-top, as online testing is becoming increasingly popular. The advantage of online testing is that once the test is completed, an analysis of the results can be calculated straight away. This means that the organization can continue with the selection process with the results in hand rather than keep you waiting or send you home and call you back in at a later date. Another advantage is that you can take the test at a recruitment agency or even in your own home. Online testing is particularly suitable for initial screening as it is very cost-effective.

Which ever type of test you are given, the questions are almost always presented in multiplechoice format and have definite correct and incorrect answers. As you proceed through the test, the questions may become more difficult and you will usually find that there are more questions than you can comfortably complete in the time allowed. Very few people manage to finish these tests and the object is simply to give as many correct answers as you can.

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Your test score is then compared with the results of a control group which has taken the tests in the past. This control group could consist of other graduates, current job holders or a sample of the population as a whole. Your reasoning skills can then be assessed in relation to this control group and judgments made about your ability.

Remember, recruitment and selection tests are only part of the overall assessment procedure. Employers will use them alongside interviews, application forms, academic results and other selection methods, so your Your test result won't be the only information looked at.

Recruitment Policy
In todays rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process. It specifies the objectives of recruitmentand provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best

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qualified people.

COMPONENTS OF THE RECRUITMENT POLICY

The general recruitment policies and terms of the organisation Recruitment services of consultants Recruitment of temporary employees Unique recruitment situations The selection process The job descriptions The terms and conditions of the employment

A recruitment policy of an organisation should be such that:

It should focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and respect.

Unbiased policy. To aid and encourage employees in realizing their full potential. Transparent, task oriented and merit based selection. Weightage during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. Defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment relationship.

Integrates employee needs with the organisational needs.

FACTORS AFFECTING RECRUITMENT POLICY

Organizational objectives Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization.

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Recruitment costs and financial implications.

Trends and changes in Recruitment and selection

Recruitment and selection has undergone a transformational change post recession. Trends and Issues in recruitment and selection have taken paradigm shift with market gradually recovering from slowdown .The effect of recession has brought new challenges for the companies as well as job aspirants. The phase marked by lay offs and pink slips, now seems to be getting over, opening new opportunities for the job seekers. At the same time, taking advantage of an improving economy, employers are planning to recruit new employees in their organization in near future while maintaining their talent pool. RECENT CHANGES IN RECRUITMENT AND SELECTION Changing Recruitment and selection Patterns post recession :An Employers perspective

1. The focus is on Talent management:

Companies are open for great talent; thereby employees with specialized skills and an experience in the respective domain have better options to choose as compared to generalist's .The candidates scoring high on experience, technical skills, along with good command of domain knowledge and excellent communication skills are the ones the companies are looking for in the recovery phase .Moreover companies have a preference for candidates that are working, reasoning that they must be the best of the best, if they survived cuts.

2. Referrals are a good option:

This to be a "reliable channel" to reach out to its potential employees Employers need to use their extensive contacts as companies are relying on referrals as compared to walk in

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interviews. When it comes to hiring, companies aren't putting ads for the vacancies for senior levels rather using the referrals of their existing employees for vacancies.

3. Social networking sites:

Social networking websites are no longer used for personal purposes but also for hiring, business marketing and promotions. This primarily includes much of senior-level hiring, and makes it easier for the hiring managers to target candidates with niche skills or for roles based in alien geographies.

4. Focus on reducing hiring costs:

During and post the recession the role of Human Resources during is to save money for the organization.The traditional methods of recruitment of on campus as well as walk in are time consuming and costly procedure , instead companies are preferring reputed institutes and on line job sites for recruitment.

5. Rehiring of ex-employees;

The employees that were laid off or shown pink slip during recession as company were downsizing due to slowdown are now being reconsidered and preferred upon new fresh recruits , as they are aware of company culture and policies.

6. Rewards & recognitions:

Strategic initiatives on the part of the employer to increase the productivity and efficiency of the whole organization and redesign of the compensation scheme

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Changing Recruitment and selection Patterns post recession: An Employee's perspective

1. Good time for Changing and seeking new diversified Careers:

Many existing employees are waiting for the market to recover, in order to change employers, careers or industries. This is the time when they can come up to new challenging roles which they always desired, a shift from their previous roles which they opted due to lack of options during the slow down of the market. The present job in which they have working might be a compromise wherein they don't foresee growth, can now benefit from the post recession scenario and can go ahead with changing career path..

2. Raise or Promotion:

Employees plan to ask their bosses for a raise or promotion once the recovery is underway. As employers need to ensure their best employees remain with their firm when they're presented with other opportunities, the better salary packages and other benefits and perks will play a critical role in retaining their employees.

3. Demand for strong branded companies as employer.

Job seekers are opting for strong and stable brands rather than those who are offering quick money. Companies with stable track record of growth and market share is being preferred over new establishments.

4. Innovation & skills is the buzz word:

The job seekers need to ensure that they are adequately skilled and are abreast with the latest changes in the market. They job seekers need to acquire knowledge and special

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traits necessary to be successful. The innovation along with planning and problem solving skills is what they the need for their survival.

5. Increased competition :

Job seekers are facing competition not only from the fresh recruits but at the same time experienced workforce who is looking for change and those who have been laid off in the past due to recession. So job seekers need to face competition as result of more availability of candidates and less opportunities. RECENT CHANGES IN RECRUITMENT AND SELECTION 1. USE OF TECHNOLOGY

Many scholars believe that technology will be the most notable HRM trend of the next few decades. Many large public organizations use computer bulletin boards and electronic mail to improve recruitment process Managers can have online access to applicants' test scores, qualifications and contact information Software programs: to administer online examinations, track applicants, match resumes with skill sets, expedite background checks, and shepherd job candidates through a paperless staffing process 2.OUTSOURCING

In India, the HR processes are being outsourced from more than a decade now. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organisation by the initial screening of the candidates according to the needs of the organisation and creating a suitable pool of talent for the final selection by the organisation. Outsourcing firms develop their human resource pool by employing people

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for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organisations for their services.

Advantages of outsourcing are:

1. Company need not plan for human resources much in advance. 2. Value creation, operational flexibility and competitive advantage 3. turning the management's focus to strategic level processes of HRM 4. Company is free from salary negotiations, weeding the unsuitable resumes/candidates. 5. Company can save a lot of its resources and time 3.POACHING/RAIDING

Buying talent (rather than developing it) is the latest mantra being followed by the organisations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organisation might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talked about. Indian software and the retail sector are the sectors facing the most severe brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm. 4.E-RECRUITMENT

Many big organizations use Internet as a source of recruitment. E-recruitment is the use of technology to assist the recruitment process. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through 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.

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Advantages of e-recruitment are:

o o o o

Low cost. No intermediaries Reduction in time for recruitment. Recruitment of right type of people and Efficiency of recruitment process.

HR Challenges In Recruitment And Selection

Recruitment is a function that requires business perspective, expertise, ability to find and match the best potential candidate for the organisation, diplomacy, marketing skills (as to sell the position to the candidate) and wisdom to align the recruitment processes for the benefit of the organisation. The HR professionals handling the recruitment function of the organisation- are constantly facing new challenges in Recruitment. The biggest HR challenge in Recruitment for such professionals is to source or recruit the best people or potential candidate for the organisation.

In the last few years, the job market has undergone some fundamental changes in terms of technologies, sources of recruitment, competition in the market etc. In an already saturated job market, where the practices like poaching and raiding are gaining momentum.

HR professionals are constantly facing new challenges in one of their most important function-recruitment. They have to face and conquer various challenges to find the best candidates for their organisations.

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The major challenges faced by the HR in recruitment are:

Adaptability to globalization The HR professionals are expected and required to keep in tune with the changing times, i.e. the changes taking place across the globe. HR should maintain the timeliness of the process

Lack of motivation Recruitment is considered to be a thankless job. Even if the organisation is achieving results, HR department or professionals are not thanked for recruiting the right employees and performers.

Process analysis The immediacy and speed of the recruitment process are the main concerns of the HR in recruitment. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also be cost effective.

Strategic prioritization The emerging new systems are both an opportunity as well as a challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become a challenge for the recruitment professionals.

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COMPANY PROFILE

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COMPANY PROFILE
Dabur India Limited came into existence over 100 years ago in 1884 in Calcutta.The founder of Dabur India Limited-Dr.S.K.Burman (1856-1907) was a physicianwho brought Ayurvedic medicines for the masses of Bengal. His off quoted dictumis the guiding spirit behind Dabur even today: "What is the life worth which cannot bring comfort to others" And the Vision of DIL is: "Dedicated to the health and well being of every house hold

INTRODUCTION TO DABUR

Dabur India Limited came into existence over 100 years ago in 1884 at Calcutta. The founder, Dr.S.K.Burman, was a practicing allopathic doctor. At that time Malaria, Cholera and Plague were the common diseases. He was a physician who brought ayurvedic medicines to the masses of Bengal. Initially established as a proprietary firm for the manufacture of chemicals and ayurvedic drugs it was later on 19th November 1930 incorporated as private limited company. Late Shri C.L.Burman, son of late Dr S.K. Burman and his son late Shri P.C.Burman in the name of Dr S.K.Burman Pvt.Ltd. to expand the operations by setting up production facilities at Garia and Narendrapur, West Bengal and Daburgram, Bihar.

Dabur (Dr.S.K.Burman) Pvt. Ltd. was merged with Vidogum and Chemicals Ltd. w.e.f. 1st July1985 and the amalgamated company was renamed DABUR INDIA LIMITED and a fresh certificate of incorporation was issued to that effect. In 1970,the bulk of manufacturing facilities were shifted from West Bengal to Faridabad in Haryana.

In 1975,vidogum and chemicals were incorporated in technical collaboration with Unipekin AG (Switzerland) for the manufacture of edible grade and industrial grade Guargum powder

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at Alwar in Rajasthan.

In 1977,a modern automated plant was set up in Sahibabad (U.P.) for the manufacture of Chyawanprash, Asavrishthas, Hair oil, Tooth powders, Hajmola, and other Ayurvedic specialties. Certification for production of toiletries and food grade products was issued on 13th October 1986 by the registrar of Delhi and Haryana to the company, Dabur Private Limited, a closely held Public Limited Company. It was incorporated as a Private Ltd. Company in the name of Dabur (Dr. S.K. Burman) Pvt. Ltd. From a humble beginning in 1884, a manufacture of traditional medicine in Calcutta, Dabur has come a long way to become a multifaceted multinational, multi-product, modern Indian corporation with a global presence. It now enjoys the distinction of being the 2nd largest FMCG Company and is praised to become a true Indian Multinational.

The main plant was set up in Sahibabad (U.P.) in 1977 for manufacturing of Chyawanprash, hair oil, tooth powder, hajmola and other ayurvedic medicines and food products etc. Dabur's main line of business is in the sphere of Health care, Personal care and Beauty care. Its strength lies in natural and herbal preparations.

Dabur's corporate philosophy has always been ahead of its time. The founder's initial success was mainly due to his direct main campaigns- a technique that became very popular nearly a century later. The company was one of the earlier Indian companies to have fully equipped R & D lab as early as in 1919. Today, the company has its own mainframes and computers are a way of life here. Dabur is also an ISO 9002 certified company. The certification was obtained in 1995 by SGS YARSLEY international services Limited U.K. Dabur's revenue today exceed Rs.800 crores with plans to achieve Rs.2, 000 crores by year 2003. Dabur has 34,000 shareholders with market capitalization of over Rs.1, 400 crores.

Dabur has 11 manufacturing plants in India and Nepal and a licensee in the Middle East. It has manufacturing base in Egypt also. The company has over 4,000 employees with around 1,500 looking after sales and marketing functions. The Indian market is being served through a transactional network of sales offices and carrying and forwarding agents. The company has

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its offices in London, New York and Moscow. Dabur products are being exported to around 50 countries. Dabur portfolio is exceeding 500 products of FMCG and health care products.

The Board of Directors of Dabur India Limited (DIL) met on July 23, 2003 to consider the unaudited financials of the company for the first quarter that ended on June 30, 2003. Company has recorded a growth of 36 per cent in its net profit per cent growth in its turnover during April-June 2003.The turnover of DIL, during the three-month period, has increased to Rs 266 crore to Rs 300 crore while the net profit has increased 11.5 crore to Rs 16 crore during the same period.

The first quarter results should not be annualized as sales usually improve in subsequent quarters.

VISION
"Dedicated to the health and well being of every house hold."

Dabur is a company with a set of established business values, which direct it's functioning as well as all its operations. The guiding forces for Dabur are the words of its founder, Dr.S. K. Burman, "what is that life worth that can not give comfort to others." The Company offers its customers, the products to suit their needs and give them good values for money. The company is committed to follow the ethical practices in doing business. At Dabur, nature acts as not only the source of raw materials but also an inspiration and the company is committed to product the ecological balance

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PRINCIPLES OF THE COMPANY

OWNERSHIP : This is our company. They accept responsibility and accountability to meet business needs. PASSION FOR WINNING: All are considered leaders in their responsibility, with a deep commitment to deliver the results. They are determined to be the best at doing what matters the most. PEOPLE DEVELOPMENT: People are the most important asset. They add value through result- driven training and we encourage rewards and excellence. CONSUMER FOCUS: They have superior understanding of consumer needs and develop products to fulfill their demands. TEAM WORK : They work together on the principle of mutual trust and transparency in a boundary less organization. INNOVATION : Continuous innovation in products and processes and is the base of their success

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CORPORATE PHILOSOPHY Knowledge is the key to growth in today's world. Whatever be the industry, it is the knowledge, which provides cutting edge to individual and organisations. For more than a century nature has been a rich source of knowledge for DABUR. Nature has not only gives it the ingredients for all its products but also has taught it how to create a harmony within and outside the organisation. Nature has inspired DABUR in all its acts .Ayurveda - the science of life is based on principles of nature. All ayurvedic preparation has their ingredients derived from nature. Dabur has converted the healing properties of natural ingredients and the age-old knowledge of ayurveda into contemporary health care to eliminate health problems of its consumers. Dabur is committed to expand the reach of its age-old knowledge of ayurveda and Nature through web. Through web the aim is to overcome the physical boundaries to take ayurvedic way of life to global frontiers. Dabur India limited understands its responsibility as a corporate house. It has not only set a sight on increasing turnover and profitability of the company but also on propagating Ayurveda-THE INDIAN SYSTEM OF MEDICINE

QUALITY OBJECTIVES

To focus on customers successfully and to strive to meet their needs and requirements. To manufacture effective health care products at competitive prices and to improve the Quality of Life of common masses. To implement and emphasise on systems to ensure prevention of errors rather than detection of errors. To ensure global competitiveness by striving to achieve Current Good Manufacturing Practices (CGMP). To ensure safety in all operations and to follow the systems in all areas of operations.

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 To continually train people to build up and upgrade skills and expertise and to involve them to become committed to the quality process. T o reduce wastages within the organisation and increase productivity

IMPORTANT STRATEGIES ADOPTED

"Developing to built" philosophy for HR personnel. Shifting to zonal set up of sales and marketing to facilitate better distribution. Adopting contribution enhancement plan for performance management. Empowering employees through Employee Stock Purchase Option Plan.

Backward integration strategy in Ayurvedic Products by engaging in plantation of

herbs needed for the production of Ayurvedic Products. Continuous enhancement of automation.

Continuous emphasis on Research & Development (DRF i.e. Dabur Research Foundation is a separate company working in collaboration with Dabur solely for the purpose of R&D

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LEVEL STRUCTURE OF ORGANISATION

Vice President

General Manager

Deputy General Manager

Senior Manager

Manager

Assistant Manager

Officer

Assistant Officer

Supervisor/Chemist

Senior Mechanic/Senior Assistant

Mechanic/Junior Chemist

Junior Mechanic

Workers

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QUALITY POLICY
At Dabur, quality is a relentless commitment to continuous improvement in products , process and systems to provide consistent quality products to meet customer's requirements worldwide. The management is fully committed to quality and ensures all resources to accomplish this task. Dabur has been on steep path for few years. Its sales turnover has increased from Rs.530 crores in 1995 to Rs.1166 crores in 2000-01. In 1999-2000, overall growth of 13.5 per cent was recorded in sales (Rs.1000 crores plus) with Family Product Division recording a growth of--15.85 per cent, HealthCare Division- 12.3 per cent, Ayurvedic Specialties Division -27 per cent and Pharmaceuticals Division- 20 per cent. Exports recorded a growth of 11 per cent in1999-2000, amounting to Rs.114.16 crores. The major contributions of growth were herbal products, bulk drugs & anti-cancer formulations. Gross margin showed an improvement of 4 per cent and net profit amounted to Rs.77 crores. In 2000-01,sales turnover had recorded a growth of 12 per cent, amounting to 116.5crores and net profit had soured by 39.2 per cent amounting to Rs.78.5 crores. Sales turnover in light of such growth path has been targeted for Rs 2000 crores in 2003- 04. The Board of Directors of Dabur India Limited (DIL) met on July 23, 2003 to consider the unaudited financials of the company for the first quarter that ended on June 30, 2003. Company has recorded a growth of 36 per cent in its net profit percent growth in its turnover during April-June 2003. The turnover of DIL, during the three-month period, has increased to Rs 266crore to Rs 300 crore while the net profit has increased 11.5 crore to Rs 16 crore during the same period. The first quarter results should not be annualized as sales usually improves in subsequent quarter

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PERSONNEL DEVELOPMENT IN DABUR

Personnel department is headed by Vice- President (HR) Functions of Vice President (HR) Personnel administration Recruitment and Promotion Industrial Relations Human Resource Group Human Resource Development General Administration and Welfare Public Relations Security/Fire Vigilance Medical Services Implementation Of Official Language Policy (Hindi) Land Acquisition

The above functions are grouped under different General Managers/Deputy General Managers. These executives provide support to Vice President (HR) on different issues, which arise in Headquarter/regional offices and field. Vice President (HR) has the responsibility of keeping the Board of Directors informed on the above mentioned personnel activities and also on Industrial Relations. In addition to this, he is also expected up date senior officials in their respective areas.

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HUMAN RESOURCE FUNCTIONS

Recruitment and selection.

Performance Appraisal.

Training and Development.

Promotion, Transfer, Seperation.

General administration & Welfare.

Security.

Public Relations.

Industrial Relations.

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HUMAN RESOURCE DEPARTMENT

Unit Head
Additional General Manager-Corporate HR & IR Deputy Manager-HR

Senior Executive-HR

Assistant HR Officer

SupervisorAdministration

Executive Assistant-HR

Security Housekeeping

General Administration

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RECRUITMENT AND SELECTION IN DIL

The first step involves the filling up of Manpower Indent Form. This form is filled up by the department, which is having the vacancy. The form consists of various questions which are to be answered like if the current vacancy is a replacement vacancy, its reason is to be specified -the factors which resulted it like death, retirement etc. The department is required to give the qualifications that the future candidate should possess. In the next step, this form is given to the Human Resource (HR) department; this department sees if the position can be filled through internal sources. The internal sources can be transfers, promotion etc. In the case of internal sources, there commendations of the employees are not taken into consideration. If the HR department does not find suitable candidate within the organisation then this department has to give reasons for it. The form then goes to the Corporate HR for its approval. When the suitable candidate is not available within the organisation, the organisation then moves to the outside world for filling up the vacancies. If the number of employees required is large then the company has in its consideration three ways The Data bank of the organisation Advertisements. Contacting large consultants.

The company maintains a databank of the candidates, which is used when the number of vacancies to be filled up is large. The sources of databank can be the qualified candidates who had applied in the organisation earlier but due to some reasons could not join the organisation. Advertisements are the second big source to attract the candidates. These are having much larger scope and reach to a number of people. The qualifications required by the organisation and the criteria could be described in detail. Large number of consultants also constitutes a big source. Many people register themselves with these consultants and they act as a bridge between the organization and the candidates. The consultants provide the company required details about all criteria.

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These consultants are fixed for the organisation, which are chosen on the basis of their performance. In case of overseas recruitment it is checked whether their Indian counterparts can perform the job efficiently or not. If need arises then they are also taken through consultants. But if the number of vacancies is very small then the organisation takes the help of the local consultants. The candidates are then required to fill up the Application Form. This form requires the candidate to fill the details regarding the previous employment, if any and his personal data. The form is having details regarding like the marital status, organisation structure, the position held by the candidate, his salary structure, the top three deliveries to the organisation that proved to be beneficial to the organisation, career goals, his strengths and weaknesses etc. After the application form has been duly filled and submitted, the selection process starts wherein the candidate has to pass through various stages and interview. The interview panel consists of the persons from Corporate (HR), and other persons including the executives from the department for which the vacancy is to be filled. The selected candidates are then short-listed. The short listed candidates are then given priority numbers; this is due to the reason that sometimes the candidate who is having first priority is unable to join the organisation due to some reasons then in that case the candidate next in the priority list is given preference. The candidate has to under go medical examination and his credentials are verified

After qualifying these stages, the candidate is then absorbed in the organisation and explained his/her duties. This phase marks the end of the selection procedure. Dabur India Ltd.also performs Campus interviews as and when the need arises.The esteemed organisation also provides apprentice training-wherein the organisation trains the people in the working of the organisation and gives thenstipend. If these trainees are found useful to the organisation then they are absorbed in the organisation else they are given certificate so that they can show this as an experience and get a job elsewhere

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RECRUITMENT PROCEDURE OF DABUR

START A Department head raises a requisition
The candidate goes through the first level of Interview

The concerned head fills the manpower requisition form

Yes

Has the candidate qualified the first round of Interview?

The concerned requisition then goes to the CEO/ED/D (O) for the position approval.

The candidate fills up the application blank

II

Once the approval is given HR team sits with the concerned department head/team and

NO

II

The candidate goes through the second level of interview

finalizes the date within which the requirement is to be filled and discusses the special skills /experience.
Yes

Has the candidate qualified the second level of Interview

HR decides the source of CVs (Ads, Referral, Consultant, Job Portals)

The short listed candidates are informed of the selection process venue and time at least 48 hrs in advance The candidate goes through a round of HR HR invites CVs and shortlists the same interview
YES

II

Has the short listed candidate turned up on time for the selection Page 43

Has the candidate qualified the HR interview?

II

Step9.The first round of interview is conducted by a panel comprising of 2-3 members, this is mainly the technical round where the candidates overall knowledge and expertise are judged.

Step10.After a thorough technical screening, the candidates are interviewed by the Director operations [D(O)], he interviews them and decides the candidates overall suitability in the organization. In DABUR no permanent recruitment takes place without an interview with the D(O).

Step11.Once the candidate is recommended by the D(O,there is an HR round where the salary of the candidate is negotiated. This is done by the HR office, New Delhi

Step12.After the salary negotiation, the New Delhi Office sends the candidate details to the Corporate Office Gaziabad for reference check and for generation of appointment letters.

Step13.The Corporate Office Mumbai, after conducting a reference check generates appointment letters and dispatches the same.

Step14.The selected candidates are expected to join the organization within 15days of receiving the appointment letter. They are required to undergo a complete medical checkup before joining DABUR and submit a copy of the same at the time of joining.

Step15.Retention and Updating of the Records.

RETENTION OF RECORDS:

All records of selection processes of hired candidates are retained in his/her personnel file.

All records of selection processes of rejected candidates are also retained for a period of one year from the day on which the candidates last recruitment process was held.

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 These records are cleared at the end of one year after scrutiny.

UPDATING OF RECORDS:

The detail of every employee who has been hired has to be updated within five working days sof the date on which his appointment letter has been issued.

If the new hire fails to turn up on his/her first working day, this is added to his records within three working days from the date on which he was supposed to report to work for the first time.

The details of the employees who have finally joined Dabur has to be to company Database on the same working day when s/he first reports to work all these records are saved in a particular format.

HUMAN RESOURCE INFORMATION SYSTEM (HRIS)- IN DABUR INDIA LTD

WHAT IS HRIS?

Human Resource Information System or Human Resource Management Systems (HRMS) shapes an intersection between Human resource management (HRM) and information technology. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field. It is a systematic procedure for collecting, storing, maintaining and validating data needed by an organization about its human resources, personnel activities, and organization unit characteristics.

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ROLE OF HUMAN RESOURCE INFORMATION SYSTEM

HRIS is a much more dynamic concept than the traditional personnel function in an organization which has multiple functions since it not only does it deal with the problems of administering the personnel functions but also helps the organization in several ways as under: 1. 2. 3. 4. 5. Providing support to other systems Supportive Role Development of systems and research Administrative role Management of Human Resources Managerial Role Developing Competencies of various kinds Developmental Role Catering the process needs Process Role

Objectives of HRIS : 1. To offer an adequate, comprehensive and on-going information system about people and jobs in a centralized and accessible location. 2. 3. 4. To supply up to date information at a reasonable cost. To deliver an accurate, timely management information. To allow an easy and faster access to data and to facilitate human resource planning decisions. 5. To provide data security.

HRIS is designed to monitor, control the movement of people from the time they join the organization till the time they decide to leave the organization. It actually provides the support for the following sub systems: 1. Recruitment Information

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2. 3. 4. 5. 6. 7.

Leave, transfer, promotion, increment Information Manpower planning Information Training Information Performance appraisal Information Payroll Information

Benefits How will our organization benefit from a new HRIS system? What are the risks associated with implementing new HRIS software? What are the risks associated with deciding to continue to operate as before? will it take for users to be self-sufficient? The Future Which and how many other companies within our industry use this software? What is their satisfaction level? How much value will this software add to our organization and what are potential savings? How do the newly gained benefits compare to the overall investment? What are the risks associated with the deciding to continue to operate as before? How much money is being wasted on opportunity costs associated with the current HR software?

There is always some degree of uncertainty when it comes to selecting a provider for your HRIS system, but there are ways to reduce this uncertainty. By identifying specific

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HRIS Practices AT DABUR

At DABUR, a very traditional approach of maintaining HRIS is followed. The organization does not make use of any special software for this purpose. DABUR uses Microsoft-excel for maintaining all its HRIS, and at present does not have any centralized information system in the organization. The HR department circulates Role Summary Sheets/Performance Appraisal forms to all the employees of the organization, irrespective of their project and cadre. Role Summary sheets are circulated once in every six months whereas the Appraisal is done only once a year. These sheets are filled by the employees of all departments and sent back to the HR, for updating its HRIS.One main master document is prepared in Excel and any type of information that the organization needs can be generated or retrieved from it.

PROBLEMS IN THE CURRENT SYSTEM The current practice of maintaining employee records in excel has the following disadvantages: 1. Lack of proper workflow in the organization 2. Data Inaccuracy 3. Improper handling of the information 4. Traditional way of generating the reports 5. Longer time to retrieve data 6. The entire process of circulating Role Summary Sheets/Performance Appraisal Form in all departments, collecting them; in itself takes very long. The entire exercise takes almost a month and within this duration there are fresh joinings, resignations and transfers. Hence the data is not very reliable.

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RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY

NATURE OF RESEARCH Descriptive Research design . METHODS OF DATA COLLECTION SECONDARY DATA Secondary data, on the other hand, is that which have been already collected by someone else and which have already been passed through the statistical process. Secondary data used in this study is taken from various sources like Websites. Books and Magazines. Action Plan Literature Survey through various Journals, Magazines and internet. Analyze the data collected Drawing conclusions and recommendations

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FINDINGS ,CONCLUSION AND RECOMMENDATIONS

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FINDINGS
At DABUR, a very traditional approach of maintaining HRIS is followed. The organization does not make use of any special software for this purpose. COMMON MISTAKES MADE BY RECRUITERS:

Recruiters need to effectively probe a candidate on the following points:

- Resume-project wise. - Availability, willingness & commitment. - Whether they have any offers in hand. - Whether they have attended any interviews recently and how do they feel about the same. - Rate negotations, should ask for current pay rate & expected pay rate. Most of the recruiters do searches but titles-since every client have different terminology for different roles, so recruiters should spend some time undersatnding the requirment first. . Violation of time zones while calling.

Dabur India Ltd., provides RPO services to Fortune 500 companies. It has effected following aspects in a major way:

Cost Savings: Dabur India Ltd., provides lower personnel costs (such as payroll, benefits, taxes, recruitment and training) and lower overhead (such as facilities, technology, maintenance, support and payroll processing.)

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Quality Improvement: Dabur India Ltd engineers significant improvements in the quality of clients business processes due to the expert staff involved, project management, the focus, and best practices utilized.

Educated Workforce: Dabur India Ltd., enables its clients to take advantage of educated staff, improved training and a large pool of talent with 24/7 global support. Dabur India Ltd., employees are fully trained on the recruitment procedures and industry and cultural knowledge of the target markets, such as the USA, the UK, Europe, etc.

Revenue Enhancement: Dabur India Ltd., can enhance its clients revenues through the benefits of improved focus on core business.

Capital Efficiency: Dabur India Ltd., outsourcing services relieves some of the overhead expenditures freeing up capital to be used in a more efficient.

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LIMITATIONS OF THE STUDY

1. LIMITED RESOURCES: Limited resources are available to collect the information about the topic.

2. ASPECTS COVERAGE: Some of the aspects may not be covered in my study.

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CONCLUSION

Dabur India Ltd ,plays a very important and in INDIA (70-80%) is contract positions and all the major companies not only in INDIA but also in India, are totally dependent on recruitment firms to provide suitable candidates for the jobs vacant. Dabur India Ltd., aims to provide quality and cost efficient man-power in a timely manner. Dabur India Ltd., can improve time-to-hire- By outsourcing your recruitment process to Recruiting Junction, Dabur India Ltd companies can get access to a high quality of candidate pool. Employing a large number of resources, training them and managing them can consume a lot of their time. Dabur India Ltd., can get companies high quality employees without any hassle of searching, finding, shortlisting, negotiating, etc. Dabur India Ltd., gives managers the time to focus on other core HR activities- by outsourcing day-to-day recruitment activities managers can take out more time for strategic planning, daily operations, employee retention, training, and long-term people development initiatives.

Outsource the recruitment process through HR department of Dabur India Ltd., and yet retain complete control- Dabur India Ltd., recruiting junction can make it easier for firms to transfer non-core recruitment processes outside the enterprise while retaining full control of information and workflows in a seamless, tightly integrated manner.

Increase recruitment cycle productivity- By outsourcing the recruitment process at low cost, companies get higher revenue and more time to do business development. Dabur India Ltd has refined processes that help you get staff quickly for your dayto-day and scaling needs.

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RECOMMENDATIONS
At DABUR, a very traditional approach of maintaining HRIS is followed. The organization does not make use of any special software for this purpose. The company should use HRIS SOFTWARE to maintain its database in order to:1. To offer an adequate, comprehensive and on-going information system about people and jobs in a centralized and accessible location. 2. To supply up to date information at a reasonable cost. 3. To deliver an accurate, timely management information. 4. To allow an easy and faster access to data and to facilitate human resource planning decisions. 5 .To provide data security. Recruiters should be trained well in order to implement successful recruitment process. Spend time to understand the requirement

Pick up right keywords from the requirement for search

Judge candidate's commitment level learn how to qualify a candidate

Learn how to qualify a candidate

Be fast-do not spend unnecessary time on a requirement

Learn to Multitask

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Have clear understanding of the documentation and contracts

Develop good listening skills, negotiating skills and analytical skills

Be patient

As the interview with the candidates applying for the jobs is conducted on the telephone only so communication skills play a very major role because the recruiter is communicating with a person who is from another country. Therefore, there should be no communication gaps.

A data management system should be developed that will capture all recruitment information and allow easy analysis.

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BIBLIOGRAPHY
http://www.yahoo.com http://www.google.com http://www.monster.com http://www.daburindialtd.info.com www.citehr.com Research paper by Mrs.Meenal Vasal,IBS Kota.

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