CONTENTS

 Objective of the study

 Research methodology

 About VADILAL ICE CREAM

 History of Vadilal ice cream in india

 Introduction of the organization

 Organizational set up

 Products profile of Vadilal ice cream

 About the topic

 Analysis and interpretation

 Findings of the study

 Suggestions

 Conclusion

 Bibliography

 Annexure

1
 OBJECTIVE OF THE PROJECT

The basic objective of the project undertaken will be as follows: -

 To know the managerial satisfaction level about Recruitment and Selection

procedure.

 To critically analyze the functioning of the recruitment and Selection procedure.

 Different method adopted towards employees trained them and how it is followed.

 To access the performance appraisal of VADILAL ICE CREAM LTD.

 What factors are required to find out the training needs.

 In changing scenario, what attributes are required in an individual.

 To know the training procedures.

 To critically analyse the functions of training.

 To identify a new areas by which workers do their work more effectively.

 How company survives in competitive era with respect of competence required in

an individual.

2
 RESEARCH METHODOLOGY

The purpose of the methodology is to describe the research procedure. This includes

overall research design, the sampling procedure, the data collection method, and analysis

procedure. Out of total universe 15 respondents from Vadilal ice cream have been taken

for convenience. The sample procedure chosen for this are statistical sampling method.

Here randomly employees are selected and interviewed. Information, which I collected,

was based on the questionnaires filled up by the sample employees. Under secondary

method I took the help of various

reference books which I have mentioned in bibliography and also by way of surfing

through the company website.

Primary Data

Questionnaire: Corresponding to the nature of the study direct, structured questionnaires

with a mixture of close and open-ended questions will be administered to the relevant

respondents within the Personnel and other Departments of the organisation.

Secondary Data

Organizational literature: Any relevant literature available from the organisation on the

Company profile, recruitment & selection procedures, Job specifications, department-

wise break up of manpower strength and the organisational structure. Other Sources:

Appropriate journals, magazines such as Human Capital, relevant newspaper articles,

company brochures and articles on www sites will also be used to substantiate the

identified objectives.

3
Sampling Plan and Design
A questionnaire will be used for the purpose of research: Questionnaire: To test the

validity and effectiveness of the recruitment and selection procedures within the

organisation and to test th validity and effectiveness of the policies and procedures within

the organisation. The basic rationale of Questionnaire is to ascertain the perception of the

non-HR departments in terms of the validity and effectiveness of the policies and

procedures used by the organisation. It is also in line with the assessment of any

suggestions/recommendations that the respondents from

these Departments might have in terms of the use of an alternative source/device of

recruitment and selection, than what already forms the current practice of the HR

Department. Questionnaire would be administered to 15 respondents, holding a senior

designation within the Personnel

Department of the organisation. It will also be administered to at least 15 respondents

belonging to typical Departments within the organisation and holding senior designations

within their respective Departments. Sampling Element For the purpose of administering

the Questionnaire, the respondents would comprise of personnel holding senior

designations within the Personnel Department of the organisation. The respondents for

the Questionnaire will also be preferably being panel members of the Recruitment &

Selection Board of the organisation. The respondents would comprise of personnel

holding senior designations within certain typical Departments

identified within the organisation, namely:

Stores

Finance Operations

4
COMPANY

PROFILE

5
 INTRODUCTION TO THE ORGANIZATION

Vadilal group has its humble beginning, more than 95 years ago, when its

founders started manufacturing Ice-cream with a hand cranked machine.

Today it is a diversified Business Group with major interests in Ice-creams,

Food Processing, Real Estate Development and Specialty Gases.

Head Quartered in Gujarat, the most industrialized State in India, the Group

had a turnover (1998-99) exceeding Rs.1500 million. Major companies of

the Group are listed in several Stock Exchanges of. India. The Group has a

large investor base and its brand name "Vadilal" commands an excellent

equity.

The "Vadilal" philosophy of providing its customers with quality products

and services at affordable prices has resulted in the brand being a household

name in India.

Vadilal Industries Ltd. (VIL) is the flagship company of Vadilal Group.

VIL is a public limited company listed in major Stock Exchanges of India.

VIL's primary interests are in Ice-creams and Food Processing.

6
Vadilal is having one fourth of the Indian Ice-cream market as its share.

With its successful track record spanning seven decades, Vadilal is

synonymous with Ice-cream in several parts of the country.

The Processed Foods Division processes and markets a wide variety and

range of fruits, vegetables and ready-to-serve Indian Foods. The Division

also exports several of these products to the European Union, the Middle

East, Asia Pacific Region and the US.

VADILAL ICECREAM

Vadilal, the name conjures up images of ice cream laden bowls and a

plethora of new flavours. Starting from one man show with a hand cranked

machine in 1926 as a small retail outlet, the ice cream division now has a

production capacity of 1 lacks litters/day at 3 sophisticated plants, located at

Ahmedabad, Pundhra and Bareilly. These ISO 9002 certified plants for

Pundhra and Bareilly are established in such a way that they are in

consonance with the market expansion strategies of the division.

Vadilal has one of the largest cold chain networks in India, comprising of 15

C&F agents, 250 distributors and 15,000 retailers. The network is kept alive

by a large fleet of refrigerated vehicles. Refrigeration equipments and retail

freezers are sourced from world leaders in the technology so as to deliver

quality products to the consumers, which is a commitment at Vadilal.

7
Vadilal has 25% of the Indian ice cream market as its share. But that's no

surprise considering that the group has the largest range of ice creams in the

country in a variety of flavours, packs and forms. The group has a product

matrix of over 200 SKUs comprising of cones, cups, candies, family and

party bricks and bulk packs. Vadilal introduced the concept of "flavour of

the month" under which the company develops and markets one new flavour

every month for its customers delight.

Product range

Vadilal has the maximum range of ice-cream products in India i.e. over 200

SKUs. It has preference for tastes as per budgets. There are rich creamy ice

creams for the connoisseurs and low fat frozen desserts for the health

conscious. There are plain favourites, chocolate ecstasies, romantic ripples,

nutty delight, fresh fruit fantasies and are guaranteed to spark your taste

buds. Vadilal has priced its products on the principle of real value for

money.

Quality

At Vadilal, commitment to Quality is an Attitude. Vadilal Ice Creams

contains only the best ingredients, be it cashew nuts, almonds, pistachio

chocolate or fresh fruits. Great pains are taken to find the finest ingredients

from around the globe. State-of-the art-technology ensures that each scoop is

8
dense, rich and filling, with no extra air or ice-flakes. Special care is taken

during packaging, storing, transit and delivery so that consistency in quality

is maintained. This is why when the end product reaches the customer; he is

convinced that quality shines through in everything the group does.

New Launches

 Recently the group has launched Fresh Fruit Ice-cream with ripples

under the Fantasy range viz. Fresh Orange Fantasy, Fresh Mango

Fantasy, Fresh Strawberry Fantasy and Fresh Black Currant Fantasy.

 Three new Koolfi's have hit the market. Namely Mango Koolfi, Mava

Koolfi and Pista Koolfi, these koolfis priced at Rs.10/- is a big hit in

the market place.

 Two new Sundaes ---- Chocolate Sundae & Strawberry Sundae at Rs.

10/- each have been introduced.

New Promotional Schemes

 .1+1 scheme on cup of butter scotch, kaju kish mish, Mango cup.

 Mango dolly free with Bomber,& Rasb berry dolly free with CONE

No 1

 1+1 Party Pack Scheme: Yet another Bumper offer was the scheme of

One party pack free with one.

9
  Purchase discount with the slab of 5%,6% & 7%

Market Reaction to Vadilal's activities

The recent promotional schemes have a tremendous response from the

consumers. Consumers have been writing letters with requests for the

extension of the scheme period. The growth in sales during the scheme

period was ten times over the normal sales.

Happinezz Parlour

Vadilal introduced exclusive ice cream parlours under the name "Happinezz

Parlours" to meet the expectations of our valued customers.

Happpinezz provides cosy, nice & cool ambience where one can enjoy

world-class ice creams, ice-cream sundae, shakes and other various ice

cream concoctions to his heart's content.

Presently Vadilal has 23 such parlours in India and it expects to increase its

number very soon. To open a Happinezz parlour following requirements

have to be met.

10
Operational Requirements

1. A place at a prominent location with at least 15' frontage and at least

400 sq. ft. area reserved for ice creams only.

2. Minimum two display dispensers- one storage deep freezer unit and

one soda fountain freezer unit as equipment are required.

3. Proper space for sitting or standing for serving ice creams.

4. Inside parlour walls should be clean and may have product display to

enhance the general mood and give feeling of excitement.

Translite of products with their prices and attractive photograph should be

displayed properly to create the right ambience in the parlour

11
Recruitment and

selection process

12
 RECRUITMENT

All organizations are basically human organizations. They need people to carry out the

organizational mission, goals and objectives. Every organization needs to recruit people

.The recruitment policy should, therefore, address itself to the key question; what are the

personnel/human resource requirement of the organization in terms of number, skills,

levels etc to meet present and future needs of production and technical and other changes

planned or anticipated in the next years.

Recruitment is the process of searching for prospective employees and

stimulating them to apply for jobs in the organization .To recruit means to enlist,

replenish or reinforce. It refers to the process of bringing together prospective employees

and employer with a view to stimulate and encourage the former to apply for a job with

the latter. The primary purpose of recruitment and selection is to achieve one desired aim

i.e. picking the right person for the right jobs.

The recruitment process begins when an employee is to be transferred or promoted

to another post, notice of resignation or dismissal is given or retirement is planned. The

five keyways to develop top quality people:

 Recruitment-getting the right people in the right job

 Developing people-through training & development.

 Monitoring-to ensures long-term development and performance.

 Developing Managers-ensuring that these key people are delivering what the

organization requires.

 Managing for performance- techniques that ensure top quality performance.

13
 Factors Affecting Recruitment: -

In recruiting new employees management must consider the nature of labor market, what

sort of potential labor are available and how do look for works.

The factor affecting can be summed up under the following heads:

 Labor Market Boundaries:- The knowledge of the boundaries help management

in estimating the available supply of qualified personnel form, which it might

recruit. A labor market consists of a geographical area in which the forces of

demand and supply interact and thus affect the price of labor.

 Available Skills:- Companies must locate the areas where they can find

employees who fit the jobs according to their skills.

 Economic Condition:– Economic conditions also affect recruitment.

Unemployment worker may swamp a new plan located in a depressed labor

market whereas a firm trying to establish it or to expand in an area where a few

qualified workers are out of wok has quite a different recruitment problem.

 Attractiveness of the Company: –The attractiveness of the company in terms of

higher wages, clean work, better fringe benefits and rapid promotions serves as

influencing factor in recruitment.

14
 PROCESS OF RECRUITMENTS

PLACING
HUMAN RECRUITTING SELECTING SELECTED
RESOURCE REQUIRED QUALIFIED PERSONNEL
PLANNING PERSONNEL PERSONNEL ON JOBS

SEARCH FOR
FINDING AND PROSPECTIVE
DEVELOIPING EVALUATING
EMPLOYEES: EFFECTIVENESS
SOURCES OF a). DEVELOPING
POTENTIAL OF
TECHNIQUES RECRUITING
EMPLOYEES b). ATTRACTING
CANDIDATES

TRANSFERING TO
INTERNAL PERSONNEL NEW JOBS
SOURCES RESARCH

JOB POSTING UPGRADING IN

SAME POSITION
EXTERNAL
SOURCES EXPERIENCE
PROMOTING TO
HIGHER JOBS

EMPLOYEE
REFERALS

PROVIDING
ADVERTISING INFORMATION

SCOUTING CLARIFYING
DOUBTS

15
Recruitment begins by specifying the human resource recruitment, initiating activities

and action to identify the possible sources form where they can be met, communicating

the information about the jobs, terms and conditions and prospects they offer, and

enthuse the people who meet the recruitment to respond to the invitation by applying for

jobs. Thereafter the selection process begins. The process is as follows:

a) Decide on how many people you really need:

If everything is being done to improve performance and still there is a gap between

what the current performance is and the goals set, then the best way is to recruit more

people.

b) Analyzing the job:

Analyzing the job is the process of assembling and studying information relating to

all aspects of a particular post. Analysis is done to find possible details about:

 Purpose: Identify the aims and objectives of job and what the employee is

expected to achieve within department and company.

 Position: The job title, its position in the hierarchy and for whom it is responsible

ought to be recorded. A sample organization chart may be useful for this purpose.

 Main Duties: A list of key tasks may be written out; standards that need to be

reached and maintained must also be maintained. Methods of recording, assessing

and recording the key tasks must be determined.

 The work Environment: Study the physical and social environment in which the

work is out because the work environment influences the quantity and quality of

work.

16
 c) Drafting a job description:

After job analysis is done, job description is made. Job description describes the job.

The job description decides upon the exact knowledge, skill and experience needed

to do the job.

Job description must be drafted around these heading:

 Job title

 Responsible to

 Responsible for

 Purpose of job

 Duties

 Responsibility

 Signature and date

d) Drawing of employee specification:

Employee specification is also known as job, person or personnel specification. It lists

the skills; knowledge and experiences required doing the job successfully. Studying

the description makes it. An employee specification will help in deciding where to

advertise what to include in job advertisement to attach the right person. It is based

upon:

 Physical make-up

 Attainment

 Specific aptitude

 Interest

 Disposition

 Circumstances

17
e) Evaluation future needs

For Evaluation future needs manpower is drafting. A manpower plan evolves

studying the make-up of present work force, assessing forthcoming changes and

calculating future workforce, which is required. Manpower planning helps in devising

long-term recruitment plans.

f) Finding sources of recruitment:

The human resource requirement can be met from internal or external sources.

18
 SOURCES OF RECRUITMENT

Internal Sources

These refer to persons already employed in the organization. Promoting persons from lower

levels may fill up vacancies at higher levels. Shortage of manpower in one branch \ factory may

be met by transferring surplus staff from another branch \ factory. Promotion means shifting of

an employee to higher post caring greater salary, status and responsibility. On the other hand

transfer refer to the shifting an employee with salary, status and responsibility. Some time ex-

employee of the organization may be re-employed.

Advantages of Internal Sources:

1. Filling vacancies for higher job by promoting employees from with in the organization

helps to motivate and improved the morale of the employees. This induces loyalty among

them.

2. Internal requirement has to minimize labor turnover and absenteeism. People wait for

promotion and the work force is more satisfied.

3. Candidates working in organization do not require induction training. They are already

familiar with organization and with the people working in it.

19
Disadvantages of Internal Sources:

1. There may be inbreeding, as fresh talent from outside is not obtained. Internal candidates

may not be given a new outlook and fresh ideas to business.

2. Unsuitable candidates may not be promoted to positions of higher responsibility because

the choice is limited.

3. The employees may become lethargic if they are sure of time bound promotion. There

may be infighting among those who aspires for promotion with in the organization.

4. Internal recruitment cannot be complete method in itself. The enterprise has to resort to

external recruitment at some stage because all vacancies cannot be filled from with in

organization.

External Sources

It refers to recruitment of employees from outside the organization. External sources provide

wide choice of the required number of the employees having the desired qualification. It also

provides the people with new ideas and specialized skills required to cope with new challenge

and to ensure growth of the organization. Internal competitors have to compete with the

outsiders. However, existing employees resent the policy of filling higher-level vacancies from

outsiders. Moreover it is time consuming and expensive to recruit peoples from outside.

Recruitment from the outside may create frustration among the existing employees that aspires

for promotions. There is no guarantee that the organizations will attract sufficient number of

suitable candidates.

20
Advantages of External Sources:

1. The entry of fresh talent in to the organization is encouraged. New employees bring

new ideas to the organization.

2. External sources provide wider sources of personnel to choose from.

3. Requisite type of personnel having the required qualifications, training and skill are

available from the external sources.

Disadvantages of External Sources:

1. The enterprise can make the best selection since selection is made from among a large

number of applicants.

2. There is a greater decoration in employer- employee relationship, resulting in industrial

strikes, unrest, and lockouts.

3. The personnel’s selected from outside may suffer from the danger of adjustment to the

new work environment.

21
METHODS OF RECRUITMENT

All methods of recruitment can be put into three categories:

a) Direct method

b) Indirect method

c) Third-party method

a) Direct Method:

These include the campus interview and keeping a live register of job seekers. Usually under

this method, information about jobs and profile of persons available for jobs is exchanged

and preliminary screening is done. The short listed candidates are then subjected to the

remainder of the selection process. Some organization maintains live registers or record of

applicants and refers to them as and when the need arises.

b) Indirect Method:

They cover advertising in newspapers, on the radio, in trade and professional journals,

technical journals and brochures.

When qualified and experienced persons are not available through other sources, advertising

in newspapers and professional and technical journals in made. Whereas all types of

advertisements can be made in newspapers and magazines, only particular types of posts

should be advertised in the professional and technical journals.

22
 A well thought-out and planned advertisement for appointments reduces the possibility of

unqualified people applying. If the advertisement is clear and to the point, candidates can

assess their abilities and suitability for the position and only those who possess the requisite

qualifications will apply.

c) Third Party Method:

Various agencies are used for recruitment under these methods. These include

commercial and private employment agencies, state agencies, and placement offices of schools,

colleges and professional associations, recruiting firms, management consulting firms,

indoctrination seminars for college professors, friends and relatives.

Employment Agencies:

They are specializing in specific occupation like general office help, salesman, technical

workers, accountants, computer staff, engineers and executives and suitable persons available

for a job. Because of their specialization, they can interpret the needs of their clients and seek

out particular types of persons.

State or Public Employment Agencies:

They also knew as Employment or Labor Exchanges, are the main agencies for public

employment. They also provide a wide range of services, like counseling, assistance in

getting jobs, information about the labor market, labor and wage rates, etc.

23
Executive Research Agencies:

They maintain a complete information records about employed executives and recommend

persons of high caliber for managerial, marketing and production engineers’ posts. These

agencies are looked upon as ‘head hunters’, ‘raiders’, and ‘pirates’.

Trade Unions:

The employers to supply whatever additional employees may be needed often call on Trade

Unions. Unions may be asked for recommendations largely as a matter of courtesy and an

evidence of goodwill and cooperation.

Professional Societies:

They may provide leads and clues in providing promising candidates for engineering,

technical and management positions. Some of these maintain mail order placement services.

24
 SELECTION

Selection is the process of carefully screening the candidates to choose the most suitable person

for the job vacancies to be filled. Under it qualifications, training, experience, and background of

applicant are evaluated in the light of job requirement. It divides the candidates into two

categories namely,

a) Those who are employed

b) Those who are to be rejected.

A formal definition of selection is as following:

“It is the process of differentiating between applicants in order to identify (and hire) those with a

greater likelihood of success in a job.”

Selection process assumes and rightly so, that there are more number of candidate

actually selected candidates are made available through recruitment process.

25
 BARRIERS TO EFFECTIVE SELECTION

The main objectives of selection are to hire people having competence and commitment.

This objective is often defeated because of certain barriers. The impediments, which check

effectiveness of selection, are perception, fairness, validity, reliability and pressure.

Fairness: Fairness is selection requires that no individual should be discriminated against on the

basis of religion, region, race or gender. But the low numbers of women and other less-privileged

sections of the society in middle and senior management positions and open discrimination on

the basis of age in job advertisements and in the selection process would suggest that all the

efforts to minimize inequity have not been very effective.

Reliability: A reliable method is one that will produce consistent results when repeated in

similar situations. Like a validated test, a reliable test may fail to predict job performance with

precision.

Pressure: Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and

peers to select particular candidates. Candidates selected because of compulsions are obviously

not the rights ones. Appointments to public sector undertakings generally take place under such

pressures.

26
 SELECTION PROCEDEURE

The selection procedure is concerned with securing relevant information about an applicant. This

information is secured in a number of steps and stages. The objective of selection process is to

determine whether an applicant needs the qualification for a specific job and to choose the

applicant who is most likely to perform in that job.

The hiring procedures not a single acts but it is essentially a series of methods or steps or

stages by which additional information is secured about the applicant. At each stage, facts may

come to light, which lead to the rejection of the applicant. A procedure may be considered to a

series of successive hurdles or barriers, which an applicant must cross.

These are indented as screens and they are designed to eliminate an unqualified applicant at

any point in this process. That technique is known as the successive hurdle technique. Not all

selection process includes all these hurdles. The complexity of process usually increases with the

level and responsibility of the position to be fulfilled.

A well-organized selection procedure should be designed to select sustainable candidates

for various jobs. Each step in the selection process should help in getting more and more

information about the candidate. There is no idle selection procedure appropriate for all cases.

Steps in the selection process:

 Preliminary Screening

 Application Blank

 Employment Tests

 Selection Interview

27
  Medical or Physical Examination

 Checking Reference

 Final Approval

Preliminary Screening:

This is essentially to check whether the candidate fulfills the minimum qualification. The

preliminary interview is generally quite brief. Its aim is to eliminate the unsuitable candidate.

The job seekers are received at the reception counter of the company. The receptionists or other

official interviews the candidates to determine whether he is worthwhile or the candidate to fill

up the application blank. Candidates processing the minimum qualification and having some

chances of being selected are given the prescribed application form known as application blank.

Application Blank:

The candidates are required to give full information about their age, qualification, experience,

family background, aptitude and interests act in the application blank. The application blank

provides a written record about the candidate. The application form should be designed to obtain

all relevant information about the candidates. All applications received from the candidates are

carefully scrutinized. After the scrutiny more suitable candidates among the applicants are short-

listed for written tests and others are rejected.

Employment Tests:

 Candidates are asked to appear for written or other tests. Tests have become popular

screening devices. These tests are based on the assumption that human traits and work

28
 behaviors can be predicted by sampling, however tests are not fully reliable and they also

involve time and money. Test is more useful in identifying and eliminating unsuitable

candidates therefore should be used only as supplements rather than an independent

technique of selection. The main types of tests are

 Intelligence tests

 Aptitude Test

 Interest Test

 Personality Test

 Dexterity Test

Selection Interview:

It involves a face-to-face conversation between the employer and the candidate; the selector asks

a job related and general questions. The way in which a candidate responds to the question is

evaluated. The objectives of the interview are as following:

 To find out the candidate’s overall suitability for the job.

 To cross-check the information obtained through application blank and tests, and

 To give an accurate picture of the job and the company.

Interview is the most widely used step in employee selection. However, interview suffers from

several drawbacks:

Firstly, it is a time consuming and expensive device. Secondly, it can test only the personality of

the candidate and not his skill for the job. Thirdly, the interviewer may not be an expert and may

29
fill to extract all relevant information from the candidate. Fourthly, the personal judgment or bias

of the interviewer may make the result of the interviews inaccurate.

Interview should be properly conducted in a proper physical environment. The interview room

should be free from noise and interruptions. The environment should be confident and quite.

People generally talk freely and frankly when there is privacy and comfort. Therefore, candidates

should be put at ease. The interviewer should pay full attention to what the candidates have to

say.

30
Medical or Physical Examination:

Candidates who are found suitable after interview are called for physical examination. A Panel

of doctors to insure that they are healthy and physically fit for the job does a medical check-up of

such candidates. A proper medical examination will also ensure that the candidates selected do

not suffer from any serious desirous which may create problems in future.

Checking Reference:

Generally, every candidate if required to state in the application form, the name and address of at

least two responsible persons who know him. The reference may not give their Frank opinion

unless promises made that in all information will be kept strictly confidential. Moreover the

information given by them may be biased in the form of candidate.

Final Approval:

The candidates who are found suitable after the medical check-up and background investigation

are formally appointed by issuing appointment letter to them. They are asked to join duty by the

specified date. No selection procedure is foolproof and the best way judge a person is by

observing him working on the job. Candidate who gives satisfactory during the probationary

period are made permanent.

31
SUCCESSIVE HURDLES IN THE SELECTION PROCESS

32
 Suggested Selection Criteria for Students

It 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 guide:

a. Academics – Focus on students who have consistently done exceptionally well

b. Extra and Co curricular activities – Focus on Leadership, Initiative

c. Personality and Attitude – Focus on Communication, Presentation and Teamwork

At the end of the selection process, the Campus Recruitment Team will compile a list of selected

candidates and handover the same to the Placement Officer. An announcement can also be made

to inform students at the same time.

Offer Letters:

Offer Letters will be sent to the selected candidates within 7 days of the selection process at the

Campus. Candidates have to indicate his/her acceptance by signing and returning the copy of the

letter to HR not more than15 days after receipt of the letter. Where required blank offer letters

will be carried to the Campus and given at the time of placement itself.

33
A. Trainee Scheme (A)

Once selected, all trainees will be provided with an HR brochure that lists the details of the

trainee scheme as outlined below:

Travel: Management Trainees will be provided with AC class Train Fare from home to the

company. Conveyance expenses such as travel (taxi) from the Railway station to the place of

posting etc. will be provided.

Accommodation: Trainees will be provided with shared accommodation (for

bachelors/spinsters). Guest House (twin sharing) will be provided for one month for outstation

candidates. Any accommodation required after this period will be deducted from the trainees’

stipend.

34
 TYPICAL REASONS FOR EMPLOYEE TRAINING AND

DEVELOPMENT

Training and development can be initiated for a variety of reasons for an employee or group of

employees, e.g.

1.) When a performance appraisal indicates performance improvement is needed

2) To "benchmark" the status of improvement so far in a performance improvement effort

3) As part of an overall professional development program

4) As part of succession planning to help an employee be eligible for a

planned change in role in the organization

5) To "pilot", or test, the operation of a new performance management system

6) To train about a specific topic (see below)

35
 TYPICAL TOPICS OF EMPLOYEE TRAINING

1. Communications: The increasing diversity of today's workforce brings a wide variety of

languages and customs.

2. Computer skills: Computer skills are becoming a necessity for conducting administrative and

office tasks.

3. Customer service: Increased competition in today's global marketplace makes it critical that

employees understand and meet the needs of customers.

4. Diversity: Diversity training usually includes explanation about how people have different

perspectives and views, and includes techniques to value diversity.

5. Ethics: Today's society has increasing expectations about corporate social responsibility.

Also, today's diverse workforce brings a wide variety of values and morals to the workplace.

6. Human relations: The increased stresses of today's workplace can include misunderstandings

and conflict. Training can people to get along in the workplace.

7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,

benchmarking, etc., require basic training about quality concepts, guidelines and standards for

quality, etc.

8. Safety: Safety training is critical where working with heavy equipment , hazardous chemicals,

repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.

9. Sexual harassment: Sexual harassment training usually includes careful description of the

organization's policies about sexual harassment, especially about what are inappropriate

behaviors.

36
 GENERAL BENEFITS FROM EMPLOYEE TRAINING AND

DEVELPOMENT

There are numerous sources of on-line information about training and development. Several of

these sites (they're listed later on in this library) suggest reasons for supervisors to conduct

training among employees. These reasons include:

1. Increased job satisfaction and morale among employees

2. Increased employee motivation

3. Increased efficiencies in processes, resulting in financial gain

4. Increased capacity to adopt new technologies and methods

5. Increased innovation in strategies and products

6. Reduced employee turnover

7. Enhanced company image, e.g., conducting ethics training (not a good reason for ethics

training!)

8. Risk management, e.g., training about sexual harassment, diversity training

Every time I see a recruitment ad or manual that makes a reference to "on the job training," I

cringe. Would this be one of those situations where there is effectively "no training?" Designing

a program for employee training and development is not a trivial process that can be left to

chance. It is not enough to "hope" that employees will get trained "on the job."

But, before I make a case for effective employee training and development, let us examine the

reasons for developing employees.

37
  You will be perceived as a premium employer as employees' skill sets will be enhanced

while they are with you.

 Superior employee training and development will ensure that serious succession related

issues do not creep up.

 The organization will be able to constantly adapt to changes in technology, regulation,

and the business environment in general.

The list can go on and on. But, since I have made an effective case for organizations to take

interest in employee training and development, let us look at some of the don't dos:

 Employee training and employee development are not goals in themselves. There is the

risk of the HR function developing a divergent set of objectives from the objective set of

the organization.

 Budgeting for employee training and development is a very tricky process. On the one

hand, I have noticed enthusiastic organizations which, in a fit, allocate as much as 40% of

personnel budgets on training. On the other, I have seen employee training and

development budgets being the first victim of budget cuts. The ideal situation would be to

budget moderately, making sure that the development program can be sustained.

 Gee-whiz and buzz word training can be fun (especially for the trainer), but does not

result in employee development. Care must be taken to ensure that the trainer and the

training program designer are the best that money / time / effort can buy.

Keeping some of these ideas in mind, the human resource manager can help senior management

chart out the organizational strategy for personnel planning.

Management training programs can be very beneficial for your business and your employees.

38
Ongoing education is a key ingredient to any firm's ability to grow, both as a business and in

terms of a competitive advantage.

If the employees are nurtured and provided with opportunities once on-board, it will not only

lead to a greater retention rate, but also growth potential in your industry.

AREAS OF TRAINING

Areas of training can be classified into the following categories:

1. Training in company policies and procedures (induction training)

2. Training in particular skills

3. Training in human relations

4. Training in problem solving

5. Managerial and supervisory training

6. Apprentice training

39
 HYPOTHESIS

This survey is conducted under the presumption of the functioning of the Recruitment and

Selection Procedure in VADILAL ICE CREAM .

In testing the above hypothesis the following aspects will be considered: -

 Manpower Planning

 Recruitment Policy

 Sources of Recruitment

 Latest Techniques of Recruitment

 Recruitment of Summer/In-plant Trainees

 Selection Policy

 Feedback of Recruitment and Selection Procedure

40
Data analysis and
interpretation

41
1. How long have you been working in the organization?

Option Response
less than 1 year 11
1 to 4 year 15
more than 4 year 24

response
less than 1 year
22%

more than 4
year
48%
1 to 4 year
30%

42
2. Were you aware of the company brand before applying for a position?

response
yes 46
no 4

response

no
8%

yes
92%

43
3. Were you satisfied with the recruitment process?

response
yes 37
no 4
could have been
better 9

response
yes no could have been better

18%

8%

74%

44
4. Do you think the present profile / position will help you to grow individually ?

response
yes 40
no 3
can't say 7

response
no
6% can't say
14%

yes
80%

45
5. Which internal source of recruitment is followed by the company and given more
priority?

response
internal
promotion 22
employee
referrals 24
transfer 4

response
transfer
8%

internal
promotion
44%
employee
referrals
48%

46
6. Which source of recruitment is relied upon when immediate requirement arises?

response
internal 35
external 15

response

external
30%

internal
70%

47
7. What would be your primary reasons for leaving the company ?

response
benefits & salary 11
better job opportunity elsewhere 24
conflict with co-worker/ higher
authority/management 1
working conditions 3
job expectations 10
poor performance evaluation 1

response
25
20
Axis Title

15
10
5
0
benefit better conflict working job poor
s& job with conditi expecta perfor
salary opport co- ons tions mance
unity worker evaluati
elsewh / higher on
ere autho…
response 11 24 1 3 10 1

48
8. Do you clearly understand the basis on which your performance is judged?

response
yes 34
no 7
not sure 9

response
yes no not sure

18%

14%

68%

49
 9. Which quality of candidate your organization looks while selecting a candidate for a
job?

response
knowledge 37
nature 1
past 6
experience
team work 3
others 3

response

40
35
30
25
20 response
15
10
5
0
knowledge nature past team work others
experience

50
10. Which of the following methods does your company choose for sourcing ?

response
campus 15
consultants 5
walk in 6
advertisement 5
job fair 7
portals 3
employee
referrals 9

response
16
14
12
10
8
6
4 response
2
0

51
 11. Have you ever observed or experienced any kind of harassment at this company?

response
caste harassment 3
working hours
harassment 4
required leave
harassment 4
none of these 39

response

40
35
30
25
20 response
15
10
5
0
caste working hours required leave none of these
harassment harassment harassment

52
 12. Do you satisfied with the health welfare and safety schemes of the company?

response
strongly
satisfied 13
strongly
dissatisfied 8
little bit 20
none of these 9

response

20
18
16
14
12
10 response
8
6
4
2
0
strongly strongly little bit none of these
satisfied dissatisfied

53
 ANALYSIS AND FINDINGS

The analysis of the various sources of recruitment and selection devices is presented on the

following pages. The response entailed from the HR Department (as analysed from

Questionnaire) represents current practice within the organisation in terms of the sources of

recruitment and selection devices used. The analysis of the response entailed from all the other

departments (as analysed from Questionnaire) forming the sample, represents the perception of

the respondents from these Departments in terms of the validity and effectiveness of the various

sources/devices of recruitment/selection (specific to these Departments) The analysis further

entails any suggestions/recommendations given by these non-HR Departments (forming the

sample for administering Questionnaire), in terms of any recruitment source and/or selection

device that should be deployed by the organisation International Journal of

Innovation,Management and Technology, Vol. 1, No. 4, October 2010

54
 RECOMMENDATIONS FOR THE

IMPROVEMENTOF THE

RECRUITMENT AND SELECTION PROCEDURE

Based on the survey analysis and suggestion from the respondents, the following are the

proposed recommendation to improve the existing system and practices of recruitment and

selection procedures:

Recruitment Policy

Apart from the director of the company, the operational head should have the authority

for sanctioning the vacancy of a right to recruit the candidates as per the decisions.

Recruitment of summer/in-plant trainees

There should be a provision for the recruitment of summer/in-plant trainees in the

organization.

Internet Recruitment

Advertisement of jobs on Internet should be an accessible to maximum job seekers.

Service portal like monster.com, jobsahead.com, naukri.com etc should be used.

Sources of recruitment

Company must recruit the individuals through valuable sources of recruitment.

55
Selection Policy

Test developed by the company for the purpose of selection of the candidates should not

be of complex nature.

There must be proper communication between the interviewer and interviewee at the time

of interview.

The reference procedure if adopting, should be analyzed properly before recruitment

them.

Selection Process

During the selection process not only the experienced candidates but also the fresh

candidate should be selected so as to avail the innovation and enthusiasm of new

candidates. These candidates should be kept on the job for some time period; if suitable they

should be recruited. During the selection process, the candidates should be made relaxed

and at ease.

Summer/In plant Management Trainees

In the organization where summer/in-plant/management training facility prevailing then

such kind of practices must be adopted so that the student can learn and again from their

practical views.

56
Steps of Recruitment and Selection

Company should follow all the steps of recruitment and selection for the selection of the

candidates. Selection process should be less time consuming.

Interview

The interview should not be boring, monotonous. It should be made interesting. There must

be proper communication between the Interviewer and the Interviewee any the time of

interview.

Evaluation and Control

Evaluation and control of recruitment and selection should be done fair judgment.

Methods

Methods used for selection of candidates should be done carefully and systematically.

Fair Selection

The attainment of goals and objective of any organization depend on the type and quality

of its manpower. To have right type of men at right job and at right time, the recruitment

and selection procedure should be fair and impartial.

Group Discussion for better assessment

This is indeed an important suggestion and authorities concerned should immediately look

into it and try to implement it.

57
 The Problems and Limitations of the Study

Even though every effort has been done to minimize the variations and present a factual

picture with the help of statistical method, but still there are some limitations: -

 Availability of less time in meager economical support also acted as a constraint towards

improving the quality of the report.

 Due to busy schedule of the HR Officers, they were not able to give more time and

attention.

 Certain important information was kept secret; this is because of the reason certain

hypothesis were taken.

 The respondents may not have marked all responses honestly, being apprehensive of

adverse management reaction.

58
 CONCLUSION

Based on the analysis through the questionnaire responses the following is the conclusion of the

study.

The organization follows the rules and regulation involved in their Recruitment and Selection

Procedure of the organization. However, there is some scope for improvement with regard to

following:

1. The managers are fully satisfied with the existing Recruitment and Selection procedure.

2. The recruitment and Selection procedure should not be lengthy.

3. To some extent a clear picture of required candidates should be made in order to search

for appropriate candidates.

4. The Recruitment and Selection procedure should be impartial.

5. In VADILAL ICE CREAM, a proper Recruitment and Selection procedure is followed.

59
 BIBLIOGRAPHY
S. S. Khanka, Organisational Behaviour, Third Edition, S. Chand & Company

C. R. Kothari, Research Methodology, Second Revised Edition, New Age

International Publishers

Fred Luthans, Organisational Behaviour, Eighth Edition, Mc Graw Hill

Stephen p. Robbins & Seema Sanghi, organizational Behaviour, Eleventh

Edition, Pearson Education

WEB SITES:

www.google.com

www.managementparadise.com

www.naukri.com

www.citehr.com

www.wikipedia.com

www.hr.com

60
 QUESTIONNAIRE
1. How long have you been working in the organization?

less than 1 year

1 to 4 year
more than 4 year

2. Were you aware of the company brand before applying for a position?

yes
no

3. Were you satisfied with the recruitment process?

yes
no
could have been
better

4. Do you think the present profile / position will help you to grow individually ?

yes
no
can't say

5. Which internal source of recruitment is followed by the company and given more
priority?

internal
promotion
employee
referrals
transfer

61
6. Which source of recruitment is relied upon when immediate requirement arises?

internal
external

7. What would be your primary reasons for leaving the company ?

benefits & salary

better job opportunity elsewhere
conflict with co-worker/ higher
authority/management
working conditions
job expectations
poor performance evaluation

8. Do you clearly understand the basis on which your performance is judged?

yes
no
not sure

9. Which quality of candidate your organization looks while selecting a candidate for a
job?

knowledge
nature
past
experience
team work
others
10.

62
11. Which of the following methods does your company choose for sourcing ?

campus
consultants
walk in
advertisement
job fair
portals
employee
referrals

12. Have you ever observed or experienced any kind of harassment at this company?

caste harassment
working hours
harassment
required leave
harassment
none of these

13. Do you satisfied with the health welfare and safety schemes of the company?

strongly
satisfied
strongly
dissatisfied
little bit
none of these

63