CERTIFICATE

This is to certify that the project entitled Study on

Recruitment and Retention Policies submitted by
ADITYA SRIVASTAVA, Enroll no. 04421510! has been
done under my guidance and supervision in partial fulfillment
of "ac#elor o$ "usiness Administration%&A'(.
The working analysis mentioned in this report has been
undertaken by the candidate himself and necessary
reference has been recognized and acknowledged in the
text of the report.
Dr) *RVAS+I S+AR'A
(nternal !roject "uide#
ACKNOWLEDGEMENT
'any talented ,eo,le #a-e contri.uted to t#e
success$ul com,letion o$ t#is /or0 and I /ould li0e to
e1tend a /ord o$ t#an0s and a,,reciation to all o$
t#em)
$irst, take this opportunity to acknowledge my institution
&+A2D3RPRA"+* 4AI2 &566373 58 +I7+3R
ST*DI3S9 2arela where am pursuing my degree
"ac#elor o$ "usiness Administration%cam(.
%econd, empress my thanks to 's) *RVAS+I S+AR'A,
nternal !roject "uide, for her guidance, support and
encouragement which helped me in completing my project.
&bove all, would like to thank the &lmighty "od without
whom this work could never have been completed.
2
TABLE OF CONTENTS
&#a,ter 2o) Su.:ect Pa;e 2o)
&#)<1)0 Introduction=======) 5
&#)<2)0 Researc# 'et#odolo;y====== >
1)1 Primary 5.:ecti-e%s(====)
1)2 +y,ot#esis========
1)? Researc# Desi;n======
1)4 Sam,le Desi;n======)) 10
&#)<?)0 &ritical Re-ie/ o$ 6iterature===)) 11
&#)<4)0 &om,any ,ro$ile)))))))))))))))))))))))))))) 12
4)1 Industrial Pro$ile ====== 1?
&#)<5)0 Recruitment and its ty,es))))))) 15
&#)<@)0 Selection ,rocess)))))))))) 2>
@)1 Retention Practices))))))))))))) ?4
&#)<!)0 S/ot analysis=======) ?@
&#)<>)0 Data=============)) ?>
>)1 &ollection
>)2 Primary Data
>)? Secondary Data
&#)<)0 AuestionareBAnalysis===== ?
&#)<10)0 Recommendations====== 52
&#)<11)0 "i.lio;ra,#y==========) 54
&#)<12)0 &ase study)))))))))))))))))))))))))) 5@
&#)<1?)0 syno,sis o$ t#e ,ro:ect))))))))))))) 5>
3
4
INTRODUCTION
'rganisations are becoming large ( complex with progressive industrialisation.
)uman *esource +epartment hence becomes the prime department in all
concerns whether small or large ( its mportance can be never ever estimated.
The basic concept of summer training is to give students a new insight of
practical applications of )uman *esource +epartment of the organisation.
n this modern world all human being thrive to become more skilled ( hence
they all work hard to achieve the predetermined goals with their wholehearted
dedication towards their jobs assigned. They always try to be close to
perfection for this they need to be properly trained in their respective fields so
that the unskilled workforce sharpen their skills ( the skilled workforce move
closer to their goals.
&lso each of the employees should be properly motivated so that he,she
develops a will to work ( fell that he is a part of the organisation, this help in
the development of a sense of responsibility ( a sense of belongingness
amongst the employees. )ence the need for development of human resource
was felt. The )uman *esource of the
'rganisation should be prepared in such a way that they help the employee
to perform efficiently.
)ave made an effort through this research study to understand and analyse
various aspects related to )uman *esource strategy of -arsen and Toubro (-
( T# with special reference to recruitment and selection procedure at - ( T.
5
In The Process , The Aspects Which !"e
Been Loo#e$ Into Are
.. )istory of - ( T
/. ndustry profile
0. *esearch problem
1. *esearch methodology
2. &nalysis of facts
3. 4onclusions drawn
6
7
R3S3AR&+ '3T+5D5657Y
Primary 5.:ecti-e%s(
The primary objective is to study , understand and analyse various aspects
related to recruitment and retention procedure at - ( T.
+y,ot#esis
& *esearch 5ethodology defines the purpose of the research, how it
proceeds, how to measure progress and what constitute success with
respect to the objectives determined for carrying out the research study.
Researc# Desi;n
Exploratory research6 this kind of research has the primary objective of
development of insights into the problem. t studies the main area where
the problem lies and also tries to evaluate some appropriate courses of
action.
The research methodology for the present study has been adopted to
reflect these realties and help reach the logical conclusion in an objective
and scientific manner.
The present study contemplated an e1,loratory researc#)
8
2ature o$ Data

Primary data C +ata which is collected through direct interviews and by
raising 7uestionaires.
Secondary data C %econdary data that is already available and published
it could be internal and external source of data. nternal source6 which
originates from the specific field or area where research is carried out e.g.
publish broachers, official reports etc.
31ternal source C This originates outside the field of study like books,
periodicals, journals, newspapers and the nternet.
9
10
COMPANY PROFILE
$ounded in .809, -arsen ( Toubro -imited (-(T# is one of &sia:s largest
vertically integrated Engineering ( 4onstruction conglomerate with
additional interests in nformation Technology and electrical business. &
strong, customer;focused approach and the constant 7uest for top;class
7uality have enabled the company to attain and sustain leadership
position for over seven decades.
%erving the core sectors and infrastructure of the economy, -(T has
pioneered spectacular achievements in ndian industry. 5any of the
engineering and construction projects executed by -(T have set new
benchmarks in terms of scale, sophistication and speed. %o do many
buildings, ports, highways, bridges and civil structures around the country,
which are widely regarded as landmarks.
6 D T E A2 I2DIA2 '*6TI2ATI52A6
n line with its strategy of aligning capabilities to meet emerging trends,
-(T recently initiated a mega;transformation process, internally to ensure
that it emerges, as a knowledge;based ndian multinational.
'ver the years the company has proactively created the necessary
infrastructure for its global initiative with office locations in <%&, Europe,
5iddle East and =apan. The Engineering ( 4onstruction +ivision made
significant progress during the year in increasing its presence in the
overseas markets. The +ivision secured orders from international clients
11
located at 5alaysia, <%&, <>, ?razil, %audi &rabia, <&E, @atar,
?angladesh, %ri -anka, etc. The export earnings of the +ivision amounted
to *s. /13AA million during the year /AA2;A3.
T+3 &*ST5'3R PR58I63
The customer profile includes leading names such as %amsung, 4hevron,
?echtel, >vaerner, !irelli, %iam 5ichelin, "oodyear, etc.
The Electrical ( Electronics +ivision too has increased its thrust on
exports and the share of export revenues during the year ended 5arch 0.,
/AA3 increased to .. B as compared to 9B in the previous year.
-(T believes that progress must necessarily be achieved in harmony with
the environment. & commitment to community welfare and environmental
protection constitute an integral part of the 4orporate Cision
&5RP5RAT3 VISI52
-(T shall be a professionally;managed
ndianmultinational, committed to total customer
satisfaction and enhancing shareholder value.
-(T;ites shall be an innovative, entrepreneurial and
empowered team constantly creating value and attaining global
benchmarks.
-(T shall foster a culture of caring, trust and continuous learning while
meeting expectations of employees, stakeholders and society.
12
T+3 "*SI23SS S3&T5R
-(T:s Engineering ( 4onstruction +ivision provides :design;build: or
:turnkey: E!4 solutions in all major engineering disciplines, including civil ,
structural, plant design , mechanical, electrical and process control ,
automation, playing a critical role in the core sectors of ndustry and
nfrastructure areas. De provide services right from the earliest stages of
pre;project development through to start;up and bring expertise to the
industries that we serve while applying core competencies and skills to all
our work.
The industries we serve are listed as follows6
13
14
Manpower Planning
Prepare Job description
Prepare employee
Profle
Check
Database
Internal
Recruitme
nt
External
Recruitme
nt
elect !ppropriate
Method
!d"ertise Post
Internally
Campus
Recruitme
nt
earch #irms
Employee
Re$errals
!d"ertisement
hortlist
Institutes
PP%&s
creen
!pplication
'(er
elected
Candidate
Pro"ide
frm with
Employee
profle
creen
application
s as per
eligibility
criteria
election
Process
'(er
electe
d
Candid
ates
Conduc
t
Re$eren
ce
check
I$ not
satis$actory)
re"oke o(er
within *+
days
!d"ertise post
internally
creen applications
$or eligibility
election process
I$ suitable) make o(er
?)1 Recruitment 8lo/c#art

15
Internal Recruitment
The 4ompany believes in offering opportunities for growth and career
progression to its employeesE thus each time a re7uirement arises, internal
recruitment will be a preferred mode. $or every vacancy arises below. FF-evel,
an option of filling the post initially will be considered. )* will place an
advertisement on the intranet. The advertisement will contain the following
details6
a. =ob !rofile
b. Educational 7ualifications, %kills, Experience
c. -ast date of receiving &pplications
d. 4ontact person in )*
&ll &pplications will be screened for the eligibility against pre;determined criteria
for the vacancy. )* will prepare a list of eligible applicants and seek approval
from the respective *eporting 5anager and +epartmental )ead. f approval is
given, )* will send a notification to the eligible candidates via email. &pplicants
who are not found eligible will also be notified via email.
f no suitable applicants apply within one week from the date of posting the
advertisement, external recruitment is initiated.
Eligible candidates will undergo a panel interview.
Travel for nterview6 &s per eligibility in current grade .
4ompensation fitment6 Dherever the employee is moving to a higher
value job, compensation will be undertaken as if the individual is a new
hire.
)andover period6 ?efore the employee takes over his,her new position, there will
be a handover period of one month. )owever this maybe reduced at the
discretion of the current *eporting 5anager.
RelocationC f the employee needs to relocate to a different city to take up the
new position, the company will reimburse as per the relocation policy.
16
31ternal Recruitment
Entry -evel *ecruitment Entry;level recruitment is used for fresh
graduates,postgraduates who are taken as Executive Trainees and 5anagement
Trainees or for individuals joining at entry;level positions in the 4ompany.
f candidate possess less than one year of work experience, he,she will be
treated as a fresh hire (entry level recruitment#.
Trainee %chemes
5anagement Trainees
+epending upon the re7uirements projected in the manpower plan, the
company will recruit 5anagement Trainees from 5anagement institutes in
the country.
%ourcing of Trainees
5anagement trainees will be sourced from 5anagement nstitutes across the
country. The selection criteria for nstitutes are described below6
A( &am,us ratin; t#rou;# ,u.licationsC )* will refer to the 4ampus
ratings published in the ?usiness 5agazines, available in the country and
arrive at average campus ratings. $or the current year the company will
target institutes that are ranked between .2
th
and /A
th
ranks according to the
ranking developed. t is further recommended that by the year /AA3 G /AAH.
The company should target campuses that range between .A
th
and .2
th
ranks.
B( Recruitment days ;i-enC The company will give preference to the
nstitutes who are willing to give either day A, . or /
C( &am,us S,ecialiFationC *elevance of courses offered to the
companyIs business.
17
D( &am,us Relations#i,C The 4ompany will develop close relationships
with targeted campus by hiring large numbers, conducting events, taking
summer trainees, sending senior managers for lectures etc.
&n attempt will be made to include a cross G section of nstitutes across the
country to ensure diversity in the campus recruitment process.
&dditionally, freshly 7ualified persons from different areas shall be selected as
per the re7uirement.
3) Positionin; o$ trainees Selected trainees /ill .e ,ositioned
at t#e $ollo/in; ;radesC
a) $resh "raduates6 %tudent with a 5asters in ?usiness
&dministration,4hartered &ccountants will be placed at the 5anagement
Trainee grades and will get confirmed in levelF. &fter successful
completion of the training period.
.) Experience6 %tudent with relevant work experience of . G 0 years will be
given weight age but will be taken as 5anagement Trainee.
c) &ny candidate with more than three years of work experience will be
considered a lateral recruit and appropriate fitment will be done.
8) Recruitment Process
The recruitment process for the 5anagement trainees will be as follows6
)* will initiate the campus recruitment process by sending the companyIs
literature to the campus, one month before the proposed date of
recruitment. This will contain brochures of the company literature
containing information about the company, the job profile and the
remuneration package.
18
Pre Placement Tal0sC
)* will coordinate with the !lacement 4ell of short listed nstitutes and
schedule !re !lacement talks (!!T#
The )* head and a senior line 5anager will form the !re !lacement Team. The
following information will be carried to the !re !lacement Talks6
a. ?rochures or company literature containing information about the
company, job profiles and the remuneration package.
b. &pplication blanks
c. Jumber of job openings
Screenin; o$ A,,lication "lan0sC
The !lacement 4oordinator,&dministrative offices will short list candidates on the
basis of predetermined eligibility criteria and send the list of short listed students
to the company at least one week before the date of campus interviews.
)* will then screen the application blanks that are received and short list them a
second time according to the eligibility criteria. &ny deviations will be highlighted
and justified. & final list of candidates selected for interviews will be sent back to
the nstitute no later than one week before the selection process.
Selection ProcessC
'nly nstitutes where day A, . or / is offered will be accepted.
&ll eligible candidates will undergo the following / G step selection process6
.. "roup +iscussion G This will be the first step of the selection process. Two
members of the 4ampus *ecruitment Team will observe each group
discussion. 'bservations will be recorded in the "roup +iscussion
19
'bservation $orm and compared for a final rating at the end of the "roup
+iscussion. Topics will be a mix of economics, business and general
awareness.
/. 4andidates who are selected after the "roup discussion will be called for
a personal interview. nterview 'bservation $orms will be used to evaluate
the candidateIs performance during the interview.
!anel composition for the interview will be as per appendix
Su;;ested Selection &riteria $or Students
t is imperative to not only recruit those students who do well academically but
also those who possess a winning attitude but may not have done as well
academically. The following selection criteria can be used as a guide6
a. &cademics G $ocus on students who have consistently done exceptionally
well
b. Extra and 4o curricular activities G $ocus on -eadership, nitiative
c. !ersonality and &ttitude G $ocus on 4ommunication, !resentation and
Teamwork
&t the end of the selection process, the 4ampus *ecruitment Team will compile a
list of selected candidates and handover the same to the !lacement 'fficer. &n
announcement can also be made to inform students at the same time.
5$$er 6ettersC
'ffer -etters will be sent to the selected candidates within H days of the
selection process at the 4ampus. 4andidates have to indicate his,her
acceptance by signing and returning the copy of the letter to )* not more
than.2 days after receipt of the letter. Dhere re7uired blank offer letters
will be carried to the 4ampus and given at the time of placement itself.
20
Eligibility criteria for candidates will be given to the !lacement 'fficer at the end
of the !!T.
3li;i.ility &riteria
a# & consistent academic record of 3AB and above in all years of graduation
in engineering
b# !rojects undertaken at the summer trainee,internship level (if any, in
applied courses#
Trainee Sc#eme
'nce selected, all trainees will be provided with an )* brochure that lists
the details of the trainee scheme as outlined below6
Tra-elC 5anagement Trainees will be provided with &4 class Train $are
from home to the company. 4onveyance expenses such as travel (taxi#
from the *ailway station to the place of posting etc. will be provided.
Trainin; Pro;ramC
The training period will last for one year. %elected 5anagement Trainees
will be confirmed at F..level
'odule 1C InductionC & three day induction period will be held for all
trainees by the top 5anagement on the vision, mission and company
policies.
'odule 2 C 5n t#e 4o. Trainin;C trainees will be given .. months of on
the job training where they will undertake projects in their department of
choice,specialization according to the responsibilities accorded to the
grade.
21
Per$ormance 3-aluation and Placement
<pon completion of the training period, all trainees will undergo a
performance evaluation.
Trainees will be re7uired to present a report of the projects they have
undertaken to the +epartment )ead at the end of the training period.
)* will schedule a performance interview for every management trainee.
The panel for interview will consist of one cross G functional head,
+epartment head and )* 5anager.
The trainee will be assessed on the projects completed and a number of
parameters listed in the KTrainee Evaluation $ormL.
The !erformance Evaluation !anel will then either recommend a
confirmation or separation as per the traineeIs performance. <pon
receiving the evaluation and recommendation, )* will issue a
confirmation letter to the trainee confirming him,her at F..-evel.
The separation process will be initiated for trainees whose performance is
not found to be satisfactory.
Trainee %cheme %ummary Table
Executive Trainees 5anagement Trainees
Tra-el
Executive trainees will be provided with fare from their nstitute, home to
the company.
4onveyance expenses such as travel (Taxi# from the &irport, *ailway
station to the place of posting etc will be paid.
Accommodation
22
'utstation Trainees will be provided twin sharing &ccommodation for one month
free of cost. &ny cost for further re7uirement will be deducted from the trainees
stipend will be deducted from the traineeIs stipend.
31ecuti-e Trainees 'ana;ement Trainees
Trainin; ,ro;ram
The Training program for both trainees will last for one year
The program has already been mentioned earlier in the recruitment
process.
Direct +irin;
nternal +atabase6 n case of re7uirement of fresh graduates for any function
like sales or recovery, )* will refer to the internal database of unsolicited
resumes (drop in applications, walk ins etc.#
Selection Process
)* will short list candidates as per the pre determined criteria prescribed for
the vacancy. &fter a !reliminary interview, the candidate will undergo a panel
interview as per the panel composition in &ppendix . 'bservations will be
recorded in the interview observation form.
&om,ensation 8itmentC The compensation package will be as per the
compensation grid. The same id decided by the 4ompensation 5anager, )*
and then approved by the )* )ead.
5$$er 6etterC &n offer letter will be sent to selected candidates within one
week of the interview.
5$$er Acce,tanceC 4andidates have to sign a duplicate copy of the letter as
a token of their acceptance and send the same back within .2 days of the
receipt of the letter.
23
6ateral Recruitment
The different modes of recruitment available are +atabase )iring, nternet )iring,
Employee *eferrals and &dvertisements.
Data.ase +irin;C Dhen any recruitment re7uirement arises, the internal
applicant database will be referred to. Eligible applicants will be selected by their
7ualifications, experience and training.
)* will forward a copy of the candidates list to the re7uesting department
along with the resumes of the five highest ranked candidates. 4andidates
short G listed from this list will be called for an interview.
3m,loyee Re$erralsC
)* will intimate the panel members of the interview schedule at least /
days prior to the start of the first interview.
!anel members will be provided in advance with a 4andidate &ssessment
$older consisting of the candidateIs resume, career history and interview
observation form.
Tra-el Reim.ursementC
Travel reimbursement will be done as per details in &ppendix .
'utstation candidates will be given 2 working dayIs notice and local
candidates will be given 0 working dayIs notice to attend the interview at
the given location.
'ffer -etter6 &n offer letter will be sent to selected candidates within H
days of the panel interview. *egret letters to be sent to rejected
candidates. 'nce offer has been made, intimation will be sent to
!ersonnel &dministration with compensation, designation and fitment
details.
24
Re$erence &#ec0sC
%elected and offered candidates will be re7uired to furnish / ndustry G
based references (one of whom the candidate has worked with for a
minimum period of one year#. )* will conduct the reference check and
record observations within .2 days of sending the offer letter. f the
reference check is not satisfactory, offer will be revoked with immediate
effect.
*eferrals from the employees must be encouraged as they not only imply
a lower recruitment cost as compared to advertisements or recruitment
firm, but the reliability of candidates is also higher due to fact that they are
coming through a known and trusted source (>+% %teel +ivision
employees#
)* will advertise the vacancy on the companyIs intranet. The
advertisement will consist of the =ob !rofile, Employee !rofile, and -ast
date of application and the name of contact person in )*.
)* will send an acknowledgement to the referee. This will be done within
/ days of the application
25
T#e $ollo/in; sc#ematic descri.es t#e re$erral ,rocessC


%atisfied

26
Employee re$erral mail
C, Recei"ed
C, in
database-
!llot re$erence no. to
C,
creen $or eligibility
election process
Re$erence checks
'(er Candidate
/es
0o
In$orm employee
In$orm employee
In$orm employee
'edia Ad-ertisement
n case the number of vacancies is large, advertisements may be released based
on recommendation of the )* head and an approval from the +irectors. The
advertisement will adhere to the prescribed standards and will contain the
following details6
?rief !rofile of The 4ompany
?rief on =ob *esponsibilities
Employee profile; &ge, experience, educational 7ualifications
-ocations
Email +,!ostal &ddress for receipt of *esumes
Internet Recruitment 8irms
nternet recruitment firms such as naukri.com and jobsahead.com can be
used for any level of recruitment. )* head will be the final contact.
Selection Process
Initial Screenin; C
)* will conduct an initial screening based on the details provided in the
4C, and also the pre determined criteria. )* will then establish a
candidateIs list using set priorities when there is more than one 7ualified
applicant interested in the same position.
27
Preliminary Inter-ie/
& preliminary interview with )* will be conducted prior to the panel
interview. The preliminary interview may be conducted via telephone if it is
a case of an outstation candidate.
8inal Inter-ie/
)* will intimate the candidate about interview time, date and venue for the
final interview
28
29
6oyal em,loyees in any com,any create loyal customers9 /#o
in turn create #a,,y s#are#olders)
E Sir Ric#ard "ranson
G#at is en;a;ementH
t is a positive attitude held by the
employee towards the organisation
and its values. &n engaged employee
is aware of business context, and
works with colleagues to improve
performance within the job for the
benefit of the organisation. The
organisation must work to develop
and nurture engagement, which re7uires a two;way relationship between
employer and employee.
30
Employees are one of the most important assets, but are 4ompanies doing
everything they can to maximize the potential of this assetM The best employee
attitude studies explore all aspects of an employeeIs working life with an
employer, covering not only what they do but also what employees think and feel
about the organization. &n effectively implemented program of employee
research can become one of the most powerful strategic tools in helping the
company achieve its long;term corporate goals. To ensure the value of
companyIs investment in employee research, )* managers have to fully
understand the concerns, attitudes and motivations of their employees.
The way it was.)))))in the past, jobs were considered desirable and sufficient
candidates could be found to fill most critical jobs. 5oreover, once employed,
workers would often spend their entire careers in the same job. n areas where
there was turnover, new employees could be recruited easily.
The way it is..... today there is a high demand for workers. The supply of
7ualified workers is limited and good workforce planning re7uires a twofold
approach of aggressive recruitment and innovative retention strategies.
*etention policies need to focus on elimination of unwanted turnover.
31
EMPLOYERS NEED TO DETERMINE WHO THEY
SHOULD RETAIN AND HOW THEY CAN RETAIN THEM.
Talented employees should be identified early and proactive steps should
be taken to nurture and retain them.
+evelopment of early tracking procedures for promising new hires.
Tracking of reasons for 7uits, especially among the high potential workers.
'n;going employee attitude surveys to provide information for successful
retention strategies and to predict turnover.
Tracking voluntary turnover by department then focus efforts on the
problem areas.
!roviding incentives for people to remain with the organization ; these are
not always financial.
G#at Peo,le GantHHH
K...!eople want to feel valued and valuable. They want to belong, to know that
they, their work and their ideas matter. They want a diversity of challenges, and
the ability to make decisions without excessive red tape. They want to feel
connected to upper management, knowing they can share ideas with company
decision makers.L
32
%here is no one strategy to ensure success$ul employee
retention. 1enerally) a combination o$ $actors in2uences an
employee&s decision to stay in a 3ob. %hose $actors may
di(er $or an indi"idual depending on his or her age) $amily
situation) the external 3ob market) or 3ob title. %here are
some $actors) howe"er) which seem to impact most
employees and $or which we $ound some e(ecti"e
strategies worth sharing.
RETENTION PRACTICES
1) Whie !ash "ay #et w$%&e%s i' the ($$%) !*t*%e
wi &ee+ the"
4reate a kind of Kfeel good about workL culture for your
employees. The staff members who stay with you the
longest do so because they want to, not because they have to They will only stay
if you create a positive work culture. -et staff know that you are pursuing a
common purpose, which is mutually beneficial. Nour goal is to fre7uently let staff
know that this is Kwhy need youL and this is Kwhy you are important.L
,) St$+ hi%i'# the w%$'# +e$+e ; 'ne place to plug the leak is to stop hiring
the wrong people. & manager needs to understand what kind of person will be
happy in a competitive work placeM t is someone who is dependable, deliberate,
hates change, likes to follow repetitive processes and finishes the job at hand. 'r
it could be someone who has a flair for accuracy, thrives in an environment which
has procedures laid down and yet does not seek variety or change. )owever, the
system breaks down when the 7ualified person is put into a position that does not
7uite fit who they are. nstead of job match, this results in job mismatch, which
causes the job and individual to suffer, limiting the companyIs productivity.
-) P%$.i(e #$$( i'!e'ti.es a'( %e!$#'iti$'
The biggest motivation to the staff is recognition
and every day pat instantly when ever they do
good work goes along way. Dhenever sales
happen, all the members stand and clap for
achievement and at the end of the day each one
will be appreciated for the good sales. & letter of
appreciation for 7uality work, good dinner with the
team members is always appreciated by the
agents.
33
/) 0$$( %eati$'shi+ with s*+e%.is$%s
5any times, employees seek greener
pastures because they are unhappy
with their supervisors. The supervisors
and trainers have an important role of
giving feed back on both strengths and
weaknesses, which will help them to
do better. %ome staff do have initial
problem of getting adjusted to the
office jobs and procedures or they lack
confidence. *einforcing the confidence
that Kyou can doL is the responsibility
of supervisors. t is true that staff re7uires money, but they always look for
actions, which touches their mind and heart. -et:s be honest, bosses
management styles have a huge impact on employee satisfaction.
1) C$a!hi'# a'( Ca%ee% Pathi'#
4oaching is employee development. Nour only cost is time. Time means you
care. &nd remember your people don:t care how much you know... until they
know how much you care. Dhenever the emphasis is on positive feedback,
make sure to do this coaching in Opublic.O Dhenever you recognize and
encourage people in Opublic,O it acts as a natural stimulant for others who are
close enough to see or hear what:s taking place. Employees need to know what
is potentially ahead for them, what opportunities there are for growth. This issue
is a sometimes forgotten ingredient as to the importance it plays in the overall
motivation of people.
34
SWOT ANALYSIS
35
St%e'#ths
*ight products, 7uality and
reliability.
%uperior product performance vs.
competitors.
?rand mage
!roducts have re7uired
accreditations.
)igh degree of customer
satisfaction.
"ood place to work
-ower response time with
efficient and effective service.
+edicated workforce aiming at
making a long;term career in the
field.
Wea&'esses
%ome gaps in range for certain
sectors.
Jot very popular in the
international market
+elivery;staff need training.
4ustomer service staff need
training.
!rocesses and systems, etc
5anagement cover insufficient.
%ectoral growth is constrained by
low unemployment levels and
competition for staff
O++$%t*'ities
!rofit margins will be good.
End;users respond to new ideas.
4ould extend to overseas
broadly.
Jew specialist applications.
4ould seek better supplier deals.
$ast;track career development
opportunities on an industry;wide
basis.
&n applied research centre to
create opportunities for
developing techni7ues to provide
added;value services
Th%eats
-egislation could impact.
Existing core business distribution
risk.
Culnerable to reactive attack by
major competitors.
-ack of infrastructure in rural
areas could constrain investment.
)igh volume,low cost market is
intensely competitive.
36
SOURCES OF DATA
C$e!ti$'2
+ata has been collected from sources like books, periodicals, journals,
newspapers and the nternet.
Primary DataC
The primary data has been collected by raising a 7uestionaire at the - ( T
with a sample size of 12 and /2.
Dhile one 7uestionaire is based on the evaluation of *ecruitment
procedure, the other one is based on the evaluation of retention policies of
the company

Se!$'(a%y Data2
The secondary data has been collected from various books,
magzines, journals, information brochures and internet web sites)
always had great interest in the field of )uman *esources and it
only grew with the age. -( T is a huge company with a great repute
in the ndian Economy, and they do practice very sound )*
procedures, %o think , had all the reasons in the world to make a
project on -(T
+etails of the External guide
Jame of the "uide ,@ualification and +esignation
&pproval letter from External guide
37
( %ignatory note from guide stating that he,she would guide you #
DATA ANALYSIS
38
&52&6*SI52S
The general feeling among the employees is that - ( T has a well defined and
clear recruitment policy.
&52&6*SI52S
The "eneral 4onsent &mong The Employees s That The !rinciple 'f *ight
5an 'n The *ight =ob s ?eing %trictly $ollowed.
39
&52&6*SI52S
& good bmajority of the employees feel that the need for the
manpower planning is being given due consideration.
&52&6*SI52S
& good majority of the employees are of the view that nternal promotion is the
right source of recruitment and the same should be given the priority)
40
&52&6*SI52S
4ampus selection and the recruitment through advertisements are the two most
popular methods of recruitment which are currently being employed the company
&52&6*SI52S
n the case of immediate re7uirement the company heavily relies on the internal
recruitment method)
41
&52&6*SI52S
The key parameters of performance evaluation are
;skills
;aptitude
;process knowledge andexperience
42
&52&6*SI52S
!sychological testing has been voted as the best techni7ue to evaluate the
employees capabilities and aptitude by most of the employees
&52&6*SI52S
5ore than half of the people 7uestioned, admitted that they had to face in;depth
interviews at the time of selection.
43
3UESTIONAIRE
CO4ERIN0
RETENTION
ASPECT
44
&52&6*SI52S
5ore than half of the employees admit that association with the company is for
more than .A years,, while a good 0AB of the employees admitted to have left
the company in less than 1 years )
&52&6*SI52S
& large majority (9/B# of the employees expressed their satisfaction with the
company. Dhich is a great morale victory on the paet of the management))
45
&52&6*SI52S
&lmost /,0rd of the employees expressed their dissatisfaction over
the salary structure being offered currently.
&52&6*SI52S
The employees are enjoying good inter personal with the colleagues,
subordinates and managers.

46
&52&6*SI52S
The employees are actually divided over the working conditions of the company )
&52&6*SI52S
'nly 3/B of the employees actually believe that their career will flourish with
the company)
47
&52&6*SI52S
&lmost all the employees are confidenrt about their growth in the company)
&52&6*SI52S
& large majority of the employyees admitted that their achievements are
recognised in the company and thus duly awarded by the company.
48
&52&6*SI52S
'nly half of the respondents were found to be happy about posiotions in the
company.i.e the other half wants to be promoted.
&52&6*SI52S
&lmost 9AB of the employees believe that the company ensures the balance
between their work and their personal lives through various policies and
programs.
49
&52&6*SI52S
& majority of the employees confided that there are ample opportunities and
resources available for them to grow and excel in their respective fields)
&52&6*SI52S
& good HAB of the employees believe that there is free flow of communication
among the supervisors and the subordinates, it is a healthy sign for any
organisation)
50
FINDIN0S)
RECOMMENDATIONS)
AND CONCLUSION
51
?etter salary packages should be offered and periodic salary reviews
should be made by the management to keep pace with the changes in the
corporate world.
%alary and working condition should be brought best global standard
%alary difference in same grade should not be more than .A to .2 percent
4lear and faster growth path should be planned to keep every one
interested.
=ob rotation should be practiced to keep the work environment interesting
and untiring.
!ain areas like getting an email id, reimbursements of mobile and other
expenses are very time consuming and this should be eliminated to keep
employees motivated
4hallenging assignment should be offered to the employees so as to
avoid the job ;dullness
?etter performance appraisal procedures should be applied to assess the
true worth of an employee. &n efficient employee should always be
promoted and awarded accordingly.
5ediclaim benefit with cashless card scheme should be provided to the
employees.
?alance between personal life and work through programs and policies
should always be distinguished.
?etter communication within the organization should always be
encouraged and enabled for a better working environment
The working hours should be restricted to 9 hrs per day to keep the
employees fresh and efficient.
52
Enhanced limit of mobile phones usage should be allowed.
SELECTED
5I5LIO0RAPHY
53
!ersonnel management by >.C 5ishra, &ditya publishing house 5adras,
.88/.
4))&?*& T.J, !rinclples ( practices of management, +hanpat *ai and
co. (p# -td, +elhi, /AAA.
!ractice of )uman *esource by +anny %hield.
5anuals from the organization.
www.kdsgroup.com.
www.-arsenToubro.com
www.google.com
www.yahoosearch.com
54
&AS3 ST*DY
55
56
SYNOPSIS OF THE PRO6ECT
Sco,e o$ your t#esis /or0
The scope of my study begins with the study of history of - ( T and it further
extends to various issues related to *ecruitment and %election procedures at
- ( T.
Recommendations
t#e o.:ecti-e o$ my study is to
;;;;understand
;;;;and critically analyse
the various aspects related to the *ecruitment and *etention procedures at -
( T . and make further suggestions for its betterment.

57