PROJECT REPORT ON

“RECRUITMENT & SELECTION LINKAGES AT

MEYER ORGANICS PVT. LTD.”
Bachelor of Management Studies
Semester-V

ACADEMIC YEAR: 2016-2017

SUBMITTED BY
ABHISHEK PATHARE

PROJECT GUIDE
PROF. KHURSHEED SHAIKH

KELKAR EDUCATION TRUST”S

V.G.VAZE COLLEGE OF ARTS, SCIENCE & COMMERCE
MULUND (E), MUMBAI-400081
 DECLARATION

I, Mr. Abhishek Pathare, student of Kelkar Education Trust’s V. G. Vaze College

of Arts, Science and Commerce, Mulund (TYBMS – SEMESTER V) hereby
declare that I have completed this project work on ‘Recruitment Linkages at
Meyer Organics Pvt. Ltd.’ in the academic year 2016-17 under the guidance of
Prof. Khursheed Shaikh, faculty of my college and Mr. Sanjay Thakur,
Assistant HR Manager of Meyer Organics Pvt.Ltd. and it was not submitted to any
other Organization, University & Institutions anytime before. The information is
collected from genuine and authentic source and is true to my knowledge

SIGNATURE OF STUDENT
(ABHISHEK PATHARE)
 ACKNOWLEDGEMENT

In the accomplishment of this project successfully, many people have best

owned upon me their blessings and heart pledged support.

I would like to thank our respected Principal Dr B. B Sharma and chief

coordinator Prof. Seema Pawar (Head of Department). I am highly obliged to
Prof. Khursheed Shaikh, who has guided me right from the beginning and
encouraged me to do the project well.

A special mention must be made of the librarian staff, Mrs. Kavita Mehta and
Mr. Paritosh Pawar who have provided me right information and study material
at the right point of time.

I am also thankful to each and every person involved with me in the project.
Their encouragement and support enabled the project to materialize and
contributed it to its success.
 INDEX
PAGE
TOPIC
NO.
EXECUTIVE SUMMARY 1

DESIGN OF STUDY 2

1) GLOBAL VIEW

1.1) RECRUITMENT 5

1.2) SELECTION 18

2) INDIAN VIEW

2.1) RECRUITMENT PRACTICES 25

2.2) FACTORS INFLUENCING RECRUITMENT PRACTICES 26

2.3) METHODS OF RECRUITMENT 27

2.4) CHALLENGES FACED BY INDIAN COMPANIES

3) COMPANY PROFILE

5) MEYER ORGANICS PVT. LTD.

6) RECRUITMENT LINKAGES IN MEYER

7) DATA ANALYSIS

8) ATTACHMENTS

9) WEBLIOGRAPHY
 EXECUTIVE SUMMARY

An effective recruitment and selection process reduces turnover. These

processes match up the right person with the right job skills. Interviews and
background checks ensure that you employ a candidate who is reliable and
carries out the objectives you planned for providing quality services and
goods to your customers.
It commences with a global perspective. It Describes how world looks at
Recruitment & Selection process.
It is further continued by the Indian perspective. It states various trends,
methods and challenges faced by Indian based Companies.
MEYER Organics is one of the leading pharmaceutical manufacturer in
India, founded in 1982 in technical collaboration with OMEGA – MEYER
Ltd., Jersey (Br. Isles).
Meyer has created a unique portfolio of products in the key segments like
Anti-infective, Nutrition Supplements for all age groups, Infertility
Supplement, Pain Management, etc.

It is well-equipped, modern facilities for Manufacturing, Quality Assurance

and Research and Development in Thane (Maharashtra), 30 km east of
Mumbai. Another state-of-the-art manufacturing facility has been
commissioned in Bangalore (Karnataka) as an expansion of Mumbai facility.

The next chapter describes the different types of recruitment and selection
carried out for recruiting and selecting competent staff for the Company
The study relates to the problems faced by the company, And help resolving
them via new recruitment and selection strategies.

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 OBJECTIVES:
The objectives of this study are as follows:
a) To study the linkages of Recruitment and Selection with respect to
various departments at Meyer Organics. Pvt. Ltd.
b) To analyse the steps undertaken for recruitment process.
c) To analyse duties and responsibilities of an employee towards its
department.
d) To identify the flaws and drawbacks in the current selection procedure.
e) To recommend suitable Recruitment policies to improve quality of
workforce.

LIMITATIONS:

a) Conducting research is a time consuming activity and requires lot of

patience.
b) The Company is reluctant to share treasured information.
c) The Company often denies scheduling time for such activities due to
their occupied schedule.
d) Doping of information can be easily done which may result into wrong
conclusions.

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 RESEARCH METHODOLOGY:

 It was a research conducted from 5 departments of Meyer Organics

namely:
Finance, Sales & Administration, Product Planning, Field Staff and I.T.
department with a sample size of 10 executives each group along with
their Managers, HR Manager & Director of the Company.

 Questionnaire surveys (Primary Method) were conducted for Executives

of different departments

 Personal Interviews (Primary Method) of Mr. Sanjay Thakur, Assistant

HR Manager and Mrs. Uma Kalekar, Director of the Company.

 For other general information on Global as well as Indian View, Internet

and other online information tools were used.

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 1) GLOBAL LEVEL

1.1) RECRUITMENT

1.1.1) TYPES OF GLOBAL RECRUITMENT

1.1.2) FACTORS INFLUENCING GLOBAL RECRUITMENT

1.1.3) SOURCES OF GLOBAL RECRUITMENT

1.1.4) CHALLENGES FACED BY GLOBAL RECRUITMENT

1.2) SELECTION

1.2.1) METHODS OF SELECTION PROCESS

1.2.2) ACCURACY OF METHODS OF SELECTION PROCESS

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 1.1] RECRUITMENT

"Recruitment is the process of searching for prospective

employees and stimulating them to apply for
jobs in the Organisation.”

- EDWIN FLIPPO

Recruitment is about attracting, interviewing and hiring new employees. It is the

process to discover sources of manpower to meet the requirement of staffing
schedule and to employ effective measures for attracting that manpower in
adequate numbers to facilitate effective selection of an efficient working force.
Globalization has created the need for management to extract talents beyond
boundaries. Sometimes, the skills required for particular job demands to hire
individuals beyond the wider applicant pool of one country.
When attracting talent overseas, global employers must navigate the often
complicated compliance requirements, dramatically disparate cultural or business
norms and a litany of other issues that make attracting and selecting top talent
across markets a daunting task for even the most experienced recruiting
organization.
While recruiting people for international operations, the HR managers must
consider following things
1) Identify the global competitiveness of the potential applicants at the time
of the recruiting process.
2) The workforce of an organization should be aware of the nuances of
international business.
3) Understandably, the company must keep international knowledge and
experience as criteria in the recruitment and selection process.
4) Besides, the HR department must have a fairly good idea about the skills
and availability of human resources in different labour markets in the
world.
5) The HR department must have the capacity to foresee the changes in these
markets and exploit those changes productively.

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1.1.1 TYPES OF GLOBAL RECRUITMENT
As a global function, Recruitment process varies from approach to
approach. Since the general aim of any recruitment policy is to
select right people for the right task at the right time, International
Companies may adopt one of the following approaches

i. ETHNOCENTRIC APPROACH
An Ethnocentric approach is a strategy where primary positions are held by
the citizens of Home Country (i.e. Parent Country Nationals). Generally, the
higher level positions are filled with emigrant employees from the parent
country in order to represent and protect the interests of headquarters & link
well with the Parent Country. Market giants like Procter & Gamble, Toyota,
Philips, Samsung, etc prefer using this approach. The recruitment process in
this approach involves 4 stages:
1. Self-Selection
Involves the decision taken by the employee himself for his future
course of action in the international arena
2. Creating a Candidate Pool
The employee database is supposed to be prepared on the basis of
manpower requirement of the company for overseas operations.
3. Technical Skills Assessment
The analysis of database takes place to choose the best and most
suitable employee for global assignments.
4. Mutual Decision
Finally, a suitable candidate is identified for overseas assignment
and sent abroad with his consent.

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ii. POLYCENTRIC APPROACH
The polycentric approach is a strategy in which the recruitment is limited to
the nationals of the host country. This strategy is undertaken to understand the
local market conditions, political scenario, cultural and legal requirements
better. Companies from advanced countries like Britain and Japan undertake
this policy.

iii. GEOCENTRIC APPROACH

The Geocentric approach is a strategy in which best candidates for the
international operations are selected, irrespective of their nationalities. It
utilizes a globally integrated business strategy. Since the HR Operations are
constrained by varied factors like political and ethical factors & Governmental
laws, it is generally difficult to adopt this system.

iv. REGIOCENTRIC APPROACH

The Regiocentric Approach is a strategy in which the managers from various
countries are asked to operate within the geographic regions of business. In
short, a region becomes relevant geographical unit (rather than by country).
Many companies like Gillette, Goodyear, HSBC Bank, etc have undertaken
this approach.

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 ILLUSTRATIVE EXAMPLES

ETHNOCENTRIC APPROACH
In this example, U.S. Parent
Company places natives of U.S. in
key positions in Mexico

POLYCENTRIC APPROACH
In this example, Australian Parent
Company places natives of India to
manage subsidiaries of India

GEOCENTRIC APPROACH
In this example, UK Parent
Company places natives of many
countries at company headquarters
and U.S. subsidiary

REGIOCENTRIC APPROACH
In this example, US Parent
Company places natives of U.S. at
company and natives of European
Countries at Italian subsidiary

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 COMPARISION CHART
EFFECTIVENESS

Global Integration
Local Adaptation

APPROACHES TO INTERNATIONAL RECRUITMENT

Studies suggest that Ethnocentric Approach might have higher effectivity

towards Global Integration but nothing productive with Local Adaptation since
the employees recruited are not from the host country. On the other hand,
Polycentric approach shows a decent trend for Local Adaptation but nothing
productive for Global Integration since the diversity between managers overseas
and in the home country creates performance gaps. Geocentric shows a
satisfactory growth in both the aspects yet the differences which evolved due to
the need of diversity management brings drawback to this approach. The
regiocentric approach, on the other hand, shows stability in its balance, but the
growth is not satisfactory.

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1.1.2 FACTORS INFLUENCING GLOBAL RECRUITMENT

A Manager has to analyze some factors in order to recruit people at international

level. Certain factors influence decisions on recruiting employees from host
country, parent country or third country.

Personal Characteristics

Personal Characteristics includes such attributes as flexibility and risk taking

ability, emotional stability, ability to tolerate ambiguous situations and ability to
cope stress. It is best to leave the responsibility to select candidates (among local
and overseas) to the local HR management.

Communication Skills

Communication Skills include language capabilities, nonverbal awareness,

coaching and listening skills and ability to resolve conflicts. Here too the local
HR function is in the best position to make a realistic assessment of the potential
candidates

Organisational Requirements

Organisational Requirements include organisational knowledge, technical

abilities and job-related skills. This may be undertaken by the local HR function
but under the total guidance and participation of the HR function of the parent
company.

Cultural Adjustments

Cultural Adjustments include cultural awareness, cultural adaptability, ability to

accept diversity and multinational experience

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 ETHNOCENTRIC V/S POLYCENTRIC

Ethnocentric and polycentric are two of the most common approaches

undertaken by modern day giants. The factors contribute in the favour
of them specifically as shown below

FACTORS ETHNOCENTRIC POLYCENTRIC

PERSONAL
CHARACTERISTICS

COMMUNICATION
SKILLS

ORGANISATIONAL
REQUIREMENTS

CULTURAL
ADJUSTMENTS

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 1.1.3 SOURCES OF GLOBAL RECRUITMENT
There are various sources through which employees can be recruited as
per the convenience of the company. They are as follows:

1. ADVERTISING
One of the most common recruitment methods for businesses is job
advertisements placed in local and national print and online
publications. The key is to advertise in places that are more likely to
attract the kinds of candidates sought by the company. For example,
technical businesses tend to advertise in specific trade publications and
websites with high traffic rates. Advertisements and promotions
typically include important information such as the location, job title,
description, compensation package and instructions on how to apply for
jobs.
2. SOCIAL NETWORKING SITES
Social and new media can be a fruitful resource, since they connect
professionals on a worldwide basis. Using popular social networking
websites, it is possible to find, collaborate with and get introductions to
many qualified professionals. Social utility websites used primarily for
leisure activities can also be a viable source. LinkedIn, Facebook,
Twitter are seen as popular and conventional sites for recruitment
today.
3. EDUCATIONAL INSTITUTIONS
Direct recruitment from educational institutions for certain jobs (i.e.
placement) which require technical or professional qualification has
become a common practice. A close liaison between the company and
educational institutions helps in getting suitable candidates. The
students are spotted during the course of their studies. Junior level
executives or managerial trainees may be recruited in this way.

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 4. RECRUITMENT MANAGEMENT SYSTEM

A recruitment management system (RMS), also known as an e-

recruitment or online recruitment system, is a multi-component
software tool designed to automate and facilitate the processes
involved in finding, attracting, assessing, interviewing and hiring new
personnel.

It has the capacity to automatically post job listings to the corporate

site and to online job banks. It is online application software that
enforces input in a valid format for retrieval of relevant data. It has
ability to capture and resumes for similar data retrieval.

 Greenhouse
 Zoho Recruit
 Fast Collab
 CATS
 Kortivity

5. TRANSFERS
It is one of the internal sources of recruitment. Transfer involves
shifting of persons from present jobs to other similar jobs. These do not
involve any change in rank, responsibility or prestige. The numbers of
persons do not increase with transfers.
6. CASUAL CALLERS
Those personnel who casually come to the company for employment
may also be considered for the vacant post. It is most economical
method of recruitment. In the advanced countries, this method of
recruitment is very popular. Since this method has a high risk of
uncertainty, it can be used as complementary to other source but not be
the only source

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 7. FORMER EMPLOYEES:
In case employees have been laid off or have left the factory at their
own, they may be taken back if they are interested in joining the
concern (provided their record is good).

Most Preferred Sources of Recruitment

Former Employees
Transfers 3%
5%
Casual Callers
2%
Business Schools
20%

LinkedIn
7%

Advertising
22% Social Networking
15% Facebook
5%

Twitter
3%
Recruitment
Management System
33%

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1.1.4 CHALLENGES FACED BY GLOBAL RECRUITMENT
Management of human resource in different economies, legal, and cultural
system presents serious challenges in recruitment and selection. Most common
obstacles of effective recruitment and selection of HR management are
demographic beliefs, cultural differences, economic factors, political factors, and
racism.

 Demographic beliefs
One of the challenges that has been experienced by the HRM is the demographics
believes in some countries. According to the study carried by Bjorkman and
Lerwick (2007), most countries believe that the position of the CEO, directors
should be occupied by old people who have been in the fields and have enough
experience pertaining that particular position. Another survey carried by
Bjorkman and Lerwick (2007) revealed that only 20% of the employees in United
States have directors who are 40 years and below in age. This issue has affected
most human resource management since they cannot hire young people
irrespective of their ideologies and skills. As such, they are forced to look back at
old people whose records have not been fully evaluated.

 Culture
Cultural forces represent another imperative facet that affects international human
resource and its recruitment and selection process. According to Dowling and
Welch (2004), culture is composed of the societal forces that affect beliefs,
actions, and values of distinct group of individuals. Cultural differences exist
between nations and can also exist within the country. Getting people from
different ethnic group, origin who have diverse attitude to work together has been
difficult in some parts of the world (Dowling & Welch, 2004). One way in which
culture affects the functions of the HR is that the response to the management
differs among culture. In countries where certain cultures are observed so much,
it becomes difficult for HR to select individuals from outside that culture.

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  Legal and political factors
The stability and political system vary from one country to another. Most of the
developed countries are accustomed to a stable and peaceful environment where
everybody would wish to work. Most US companies and Europe companies are
situated in free war zones where recruitment and selection is very easy.Mead and
Andrews (2009) posit that war tone areas such as Syria and someparts of Middle
East regions are war prone places that bar suitable CEOs, and directors. Mead
and Andrews (2009) say most of the managers in such places enjoy big wages
that comes as a result of risk allowances. Attempt to attract good employees to
manage multinational corporates in such areas is always challenging since the
applicants are either few or lack needed qualifications. HR laws and regulations
vary among countries in details and characters. In most Western European
countries, regulations and laws of employment and labor unions make it difficult
to implement certain processes of selection and recruitment. On the same note
the compensation of the expatriates and the services they enjoy vary from one
country to another. Although most organizations use consistent compensation and
benefits procedures transversely in Europe, like the variable compensation
packages, the definite mechanism of how workers are paid is a country-specific.
The majority of firms use the global policies or European-wide practices, like
performance-related pay, profit sharing, share options, bonus schemes, pension
schemes or company cars. These system are very limited by the national
legislation and public practices in various countries. The compensation benefits
may be a stumbling block for the HR to select the most suitable candidate for a
particular position.

 Economic factors
According to Holbeche (2009), the sole reason why people shift from one
job to another is the wages they get from the company. Although most people
may terminate their jobs due to frustration and uncomforting situations, most
people do it for the purpose of “green pasture”. On other hand, companies also
try to reduce the production cost so that a big profit margin is realized.

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 One of the way companies reduce the production cost is by paying low
salaries or by condensing the number of employees in a firm. In this situation, the
two parties (company and workers) have self-interest of making more money.
As a result, most HR managers have been faced by challenges related to
financial status of the company which bars them from selecting the most potential
candidate. Some countries still function with a modified form of communism,
which has fundamentally failed and is hated by most workers. For instance, in
China communism is the indorsed economic approach that most companies use.
The economic situation in developing countries, like low interests, poor
infrastructure unemployment may result into a destabilized environment that does
not attract any suitable individual at work. As such, the HR selection process may
not be achieved due to the few participants. Bird and Mukuda (2009) say that the
more the number of candidate, the wider the field of selection that will give the
best candidate.

 Racism and tribalism

Aspects of racism and tribalism have been seen in many parts of the world.
Tarique, Schuler & Gong (2006) describes it as a poison to the HR
function. It is a situation where one cannot qualify for a particular job
because of his/her color or ethnic background. For example, in Nigeria a
policy known as nigerilaization declares that a Nigerian must be
considered first in all projects that are executed by project promoter in
Nigeria. This policy implies that anybody outside Nigeria origin can only
be recruited after all people from the host country have been employed
(EDWARDS, MARGINSON, & FERNER, 2013). This act challenges the
Functions of the HR which value skill, integrity, performance, and track
record as key factors for a productive workforce

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 1.2] SELECTION

“Selection is the process in which candidates for employment are divided in two
classes, those who are to be offered employment, and those who are not.”

- DALE YODER

Finding the interested candidates who have submitted their profiles for a particular job is
the process of recruitment, and choosing the best and most suitable candidates among
them is the process of selection. It results in elimination of unsuitable candidates. It
follows scientific techniques for the appropriate choice of a person for the job.

The recruitment process has a wide coverage as it collects the applications of interested
candidates, whereas the selection process narrows down the scope and becomes specific
when it selects the suitable candidates.

This section looks at the process of selecting candidates. A variety of methods are
available and consideration needs to be given as to which are suitable for a
particular post. The following factors considered in order to select an employee
in the host country are:

1) Ability to adjust to foreign culture

2) Length of the work assignment.

3) Employees’ willingness to move.

4) Work related factors that may affect employee.

5) Whether to select local, parent country or third country nationals

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1.2.1) METHODS OF SELECTION PROCESS

A variety of methods are available and consideration needs to be given as to

which are suitable for a particular post. The methods described here are:

 Application forms and CVs

the traditional approach to applying for jobs in the public sector is to
complete a fairly lengthy application form. This may be off-putting for some
candidates. Therefore, application forms, if used, should only address the
really important areas to allow shortlisting to take place. The benefit of using
an application form from the organisation's perspective is that it ensures that
the same information is gained from candidates which help to achieve a level
of consistency in the short-listing process.

 Online screening and shortlisting

Initial screening of applications is usually based on an assessment of a
candidate's experience and qualifications against the job's requirements. On-
line systems are now available which can filter applications automatically.
An on-line selection facility screens applications against set criteria through
key word searches. It may also provide a scoring mechanism.
The use of online screening may be a useful way of filtering quickly through
a huge volume of applications or sorting applications, if there are a number of
jobs that have been advertised at the same time (for example through
selecting applications with the same job reference number). This approach
requires that all applications are received online and therefore links with the
use of the Internet as a recruitment tool.
It may be difficult to ensure that the key words used in the search do not
overlook any applications which could potentially match the person
specification. Some organisations that use this approach have had to develop
long application forms in order to ensure that the candidate includes all
appropriate information in sufficient detail for their application to be selected
through the word search. Other organisations only use this approach as a first
step in attempting to select candidates and then go through the applications
again manually to double check that all appropriate applications have been
selected.

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  Interviews
Structured interviews are the most effective type of interview. The interview
process is formed through identification of the key requirements of the job
and a list of questions is drawn up. A panel of interviewers works through
each set of questions with each candidate and scores them on their answers.
At the end of the interview process the overall scores are considered and the
best candidate chosen. If additional selection methods are chosen this is fed
into the overall process at the end and again the best-fit candidate is offered
the appointment.
Even where the interview is structured, this does not mean that follow up
questions cannot be asked to probe more deeply into a candidate's skills and
experience. An interview which does not do this, but instead sticks to a rigid
list of questions, will not allow the interviewer to obtain the information
required to make a proper decision.
Members involved in the interview process should be trained in interviewing
skills and the sorts of questions they should or should not ask.
 Psychometric testing
A range of attributes are best tested through psychometric testing. This term
is often confusing but in essence, means that a 'mental measure' is used.
Therefore, psychometric testing covers ability testing, aptitude testing and
personality profiling.
Organisations should be advised before attending for interview that
testing/profiling will be used as part of the selection process. They should
also be provided in advance with a sample of the type of test that they are
going to encounter.
Organisations should be wary of claims made by psychometric test
companies in relation to their tests. Organisations should check the
information published in the test manual, or get an independent consultant to
do this. Test publishers may not be open about data relating to equal
opportunities and this should be checked as a negative impact of tests on
minority groups is common.

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  Ability and aptitude tests
the term 'ability tests' is used broadly and in this context will encompass
aptitude tests too. Ability tests may cover a range of areas including:
 General intelligence;

 Verbal ability;
 Numerical ability;
 Spatial ability;
 Clerical ability;
 Diagrammatical ability;
 Mechanical ability;
 Sensory and motor abilities.

 Personality profiling
An individual's personality may affect their suitability for some posts.
However, personality profiling does not have a 'right' or 'wrong' answer and
individuals may be sifted through identifying particular behaviours that are
better suited to the job than others. It is therefore important for those
undertaking the selection process to be clear on the characteristics required to
perform well in the job.
 Presentations
Presentations are frequently used as a selection tool, particularly in senior
jobs. The applicant is provided with a topic and given a timeframe to deliver
a presentation on that topic. In some organisations the presentation topic is
sent with the interview letter. It is now often given to applicants on the day of
the interview and the applicant has a set period to prepare the presentation
before the interview.
 Group exercises
Candidates are given a topic or a role-play exercise and are invited to discuss
the topic or role-play in a group. During the discussion/role play, observers
who are looking for specific attributes award marks to each candidate. This
of course means that you may need four or more candidates to make this a
meaningful exercise and enough people to mark the candidates properly.

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  Assessment centres
Assessment centre techniques date back to the Second World War where they
were used to select officers. Assessment methods are based on the principle
of multiple testing processes. This may include ability and aptitude testing,
group exercises, in-tray exercises, presentations as well as personality
profiling.
The important issue for all testing is to ensure that there is clarity about what
is to be tested and that the test is appropriate. An assessment centre should be
devised to specifically examine important aspects of the job and measure
how well individuals are likely to perform in the job.
An assessment centre should be fair and unbiased. It should also give
individuals without a 'traditional' academic background the opportunity to
demonstrate their skills and abilities. Good practice indicates that individuals
attending assessment centres should have practical equalities support. For
example, assessors should be of mixed gender and where possible of mixed
ethnic origins if this is appropriate.
 References
References are also used as a selection method. Occasionally, unsatisfactory
references may affect decisions to appoint individuals.

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 1.2.2) ACCURACY OF METHODS OF SELECTION PROCESS

If degree of perfection of a selection process method is considered to be 1,

following is the accuracy of various methods

0.625
Psychometric Tests

Aptitude Tests 0.525

0.425
Personality Profiling

0.133
References

0.166
Presentations

0.35
Structured Interviews

0.45
Assessment Centres

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7

Accuracy

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 2) INDIAN LEVEL

2.1) RECRUITMENT PRACTICES IN INDIA

2.2) FACTORS INFLUENCING RECRUITMENT DECISIONS IN

INDIA

2.3) METHODS OF RECRUITMENT IN INDIA

2.4) CHALLENGES FACED BY INDIAN COMPANIES

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2.1) RECRUITMENT PRACTICES IN INDIA

The recruitment practices in India have a diligent, peculiar and rightful culture.
India is a major capital for labour and professionals. Hence, Indian industries
rely more on human conduct rather than automation. Some of the key features of
Recruitment Practices in India are:

 English is the main language of business, and job interviews would typically
be conducting in English.
 In comparison to the other countries, relationships between managers and
staff in India are more formal and hierarchical. Although this is changing as
more MNCs establish in the country.
 It is not unusual for candidates to address interviewers as ‘Sir’ or ‘Madam’.
 Indian employees value secure and long lasting jobs. As a result contract jobs
are often seen as a last resort and “freelancing” is not as widespread as in
UK, or seen as a particularly desirable state of employment.
 Job titles and designations are very important. For much of the population
their employment forms the basis of their social status, eligibility for a
mortgage, and even marriage prospects. Indian candidates are extremely
sensitive about the role they accept, their designations, and even the
company’s status as a brand. In this regard globally acclaimed companies
have soft advantage as products and services and brands from other countries
are generally viewed positively.
 Senior Indian professionals have an international outlook and think globally.
They most likely speak English as their first language, have often been
educated abroad, and look for clear career progression and career paths
before accepting a job offer.

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2.2) FACTORS INFLUENCING RECRUITMENT DECISIONS IN
INDIA

1. Supply and Demand

The availability of manpower both within and outside the organization is an important
determinant in the recruitment process. If the company has a demand for more
professionals and there is limited supply in the market for the professionals demanded
by the company, then the company will have to depend upon internal sources by
providing them special training and development programs. India witnesses high
fluctuations in supply and demand of manpower. Hence, Management should be
watchful and undertake constant analysis.

2. Labour Market
Recent legislation has provided trade unions with a right to recognition by employers in
certain circumstances. Trade Unions in India also influence, or sometimes suppress
employers to consider and impose their views on recruitment

3. Political-Social- Legal Environment

Various government regulations prohibiting discrimination in hiring and employment
have direct impact on recruitment practices. For example, Government of India has
introduced legislation for reservation in employment for scheduled castes, scheduled
tribes, physically handicapped etc. Also, trade unions play important role in recruitment.
This restricts management freedom to select those individuals who it believes would be
the best performers. If the candidate can’t meet criteria stipulated by the union but union
regulations can restrict recruitment sources.

5. Unemployment Rate
One of the factors that influence the availability of applicants is the growth of the
economy (whether economy is growing or not and its rate). When the company is not
creating new jobs, there is often oversupply of qualified labour which in turn leads to
unemployment. 7.32 is the average unemployment rate in India (1983 – 2013). Hence,
proves to be influential to recruitment decisions.

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 2.3) METHODS OF RECRUITMENT IN INDIA

Apart from the most usual recruitment methods practiced throughout the world,
there are some methods too, contributing to the recruitment needs of the
Company. They are as follows:

1. Employment Exchanges:
Employment exchanges in India are run by the Government. For unskilled, semi-
skilled, skilled, clerical posts etc., it is often used as a source of recruitment. In certain
cases it has been made obligatory for the business concerns to notify their vacancies to
the employment exchange. In the past, employers used to turn to these agencies only as
a last resort. The job-seekers and job-givers are brought into contact by the
employment exchanges.

2. Recommendation of Existing Employees:

The present employees know both the company and the candidate being recommended.
Hence some companies encourage their existing employees to assist them in getting
applications from persons who are known to them.

In certain cases rewards may also be given if candidates recommended by them are
actually selected by the company. If recommendation leads to favouritism, it will
impair the morale of employees.

3. Factory Gates:
Certain workers present themselves at the factory gate every day for employment. This
method of recruitment is very popular in India for unskilled or semi-skilled labour. The
desirable candidates are selected by the first line supervisors. The major disadvantage
of this system is that the person selected may not be suitable for the vacancy.

4. Labour Contractors:
This method of recruitment is still prevalent in India for hiring unskilled and semi-
skilled workers in brick klin industry. The contractors keep themselves in touch with
the labour and bring the workers at the places where they are required. They get
commission for the number of persons supplied by them.

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2.4) CHALLENGES FACED BY INDIAN COMPANIES

 Recruiting the right person for the right job:

Companies today don’t look for recruiting individuals with good academic records,
but those who have the skill and talents to cope with the present challenging work
atmosphere. With high competition surging through every nook and corner of the
industry, employers are forced to look for creative minds with futuristic ideas.
Choosing the right person for the right job requires extra ordinary interpersonal
skills to understand an applicant in the limited interview process time. This is
crucial for the company to move forward in its field and bring about an image for
itself. For this, right from the beginning, the owner or employer should find people
who are not only talented and experienced, but also trustworthy and loyal and seek
the wellbeing of the organization as much as they require themselves to succeed.

 Attracting “hard-to-find” talent:

India has a huge population and also a great number of people who are unemployed
and looking for jobs. But Companies today require, not just those who have the
required qualifications, but those who have that additional skill which most lack.
For a company to attract hard-to-find talent it must not only be well known but it
must also offer impressive packages to employees so as to increase job satisfaction.
It is not easy to recruit talented workforce. And it is very much difficult to retain
these employees even in the instance that the employer finds them. Retaining hard-
to-find talent is possible only when the company offers them in return as much as
they offer to the company. Their talents and efforts must be matched with the
remuneration and other monetary allowances and they must be motivated to work
through non-monetary measures as well. These may be in the form of recognition of
their hard work, awards or even promotions. All this requires the employer to be
financially sound which may not be the case at all times. For well-known
companies, attracting talented individuals is not a problem but recruiting the right
one for the right job is. But for Companies which are not so famous, attracting
talented individuals is almost impossible and will remain so. The reason behind this
is obvious. The talented work force doesn’t settle for any other company, but they
want to be a part of one of the best companies.

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  Ability to find Talented Individuals
Another important aspect of the issue of not being able to find the required talent is
because most of them aspire to go and work abroad. They do not wish to work in
India; rather they want to work abroad where they get both exposure as well as
good pay for their skills. It may also be said that, many consider the prospect of
working abroad as ‘a dream’ or ‘an ambition’ which they intend to make in to
reality at the first chance they get. If this is the case, then it is justified that
employers face obstacles in this regard.

 Training and Development of Employees:

When an employee is recruited, he requires training in order to know about the
functioning of the organization, the nature of his job and also the targets he is
expected to accomplish. And naturally, there will be hundreds of employees who
require the initial induction training. The organization should provide training to all
these newly recruited employees and must also provide trainings to existing
employees regularly to keep them up with the latest techniques and ideas in the
particular field. This is also a way of motivating employees to perform better. In
order for the training conducted to be effective, it must be delivered in a well-
planned and systematic manner. And not all trainers can do this. Employers must
select the best trainers to train the employees of their organization and this again
requires money.
Employers spend a fortune on training employees with the hopes that these
employees will work for the betterment of the Organisation.

 Retention of Talents
It is common to find individuals jumping from one organization to another. They
take up a job and then move on to another job in a matter of months and this keeps
repeating. When an employer provides training, he expects the employee to give
back to the company as much as he has received from it. But, practically this deal
may not be fulfilled on the employee’s side. They often leave when they find better
opportunities.

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 3) COMPANY PROFILE

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 MEYER ORGANICS PVT. LTD.

“Meyer Organics strives to respond sensitively to consumer needs, researching and

developing scientifically proven healthcare solutions of a quality and efficacy
suitable for world healthcare markets.”

INTRODUCTION:
MEYER Organics is one of the leading pharmaceutical manufacturers in India,
founded in 1982 in technical collaboration with OMEGA – MEYER Ltd., Jersey
(Br. Isles). Headquartered in Mumbai, India with global presence in more than 30
countries. Through shared marketing know-how and promotional support, Meyer
Organics’ strategy is to provide professional and comprehensive support for its
international partners. Meyer has manufactured innovative health care products for
over two decades; Meyer is committed to excel in human health care and
research. Manufacture is fully according to good manufacturing practice(GMP)
under conditions approved by relevant authorities such as the MCA,FDA. Meyer
has created a unique portfolio of export products in the key segments like Anti-
infective, Nutrition Supplements for all age groups, Infertility Supplement, Pain
Management, etc.

QUALITY:
Meyer has achieved certificate of quality system assessment from Geotek Global
Certification Services for establishment of quality management system with
international quality system standard ISO and Q 9001-2000. High emphasis has
always been laid on improving the production technology, safety and environment
protection in our production system.

DOMESTIC NETWORK:
Meyer has a Marketing Field Force of 1000+ personnel. Meyer has presence all
over India. We are handling 1100+ stockists through our C & F Headquarters in
India.
We have our C & F and Super-Distributors in Delhi, Mumbai, Chennai, Bangalore,
Kolkata, Hyderabad, Pune, Goa, Cochin, Baroda, Nagpur, Lucknow, Bhopal,
Jaipur, Dehradun, Cuttack, Gauhati, Patna, Ranchi, Raipur, Jabalpur, Zirakhpur,
Ambala, and Ghaziabad.

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GLOBAL NETWORK:
Meyer has global presence in more than 30 countries and currently involved in
establishing or growing existing markets in many countries worldwide. Meyer
Organics works with its partner companies to develop marketing strategies tailored
to each individual market. This may involve full medical detailing to GPs and
hospital specialists, using specially produced detailing aids, or consumer promotion
using innovative marketing techniques.

CSR POLICY:
As a part of Meyer’s Corporate Social Responsibility the Company intends to make
a positive difference to society. Our aim is

 to deliver superior and sustainable value to all our customers, business

partners, employees and to the society.

 To contribute to sustainable development in areas of Health and Education

through initiatives designed in a manner that addresses the challenges faced
by the Indian Society especially in rural India.

 To collaborate with Organizations / Foundations / Institutions to contribute

for eradication of poverty and hunger especially in rural areas through
empowering women economically, supplementing primary education and
such other initiatives

 To work actively in the areas of preventive health and sanitation, education,

skills for employability & and income generation, Sustainable livelihood and
Infrastructure development.

CAREER OPTIONS;

Meyer Organics provides excellent work and growth environment to people coming
from diverse backgrounds. Each of these personnel possess an extensive array of
experience. The culture thrives on hard work, innovation, mutual respect, and a
sense of accountability and responsibility.

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PRODUCTS:
DOMESTIC PRODUCTS:

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EXPORT PRODUCTS:

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 4) LINKAGES OF RECRUITMENT &
SELECTION PROCESS IN
MEYER ORGANICS PVT. LTD.

4.1 OVERVIEW

4.2 RECRUITMENT SOURCES OF MEYER ORGANICS

4.3 SELECTION LINKAGES OF MEYER ORGANICS

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 4) LINKAGES OF RECRUITMENT AND SELECTION
PROCESS IN MEYER ORGANICS PVT. LTD.

4.1 Overview

Meyer Organics, a pharmaceutical company, has a strong workforce of about

3,243 people (including managers, employees, workers, etc) serving the
objectives of the company and making a constant move parallel to its mission.
The Company commands over 15 departments namely: Sales & Administration,
Bhiwandi District Depot, Production Planning, Packers & Developers,
Uttaranchal Depot, IT, Product Registration, Precise Lab, Exports, Purchase, HR
Dept., Research & Development, Quality Assurance,etc.
In order to recruit right candidate for the right slot, appropriate procedures for
recruitment and selection is chalked out by the Human Resource Department.
Mr. Sanjay Thakur, Assistant HR Manager of Meyer Organics Pvt. Ltd., along
with his team, frames the recruitment link for all the departments.
Recruitment & Selection at Meyer Organics Pvt. Ltd. is carried out in 3 Steps
wherein the first two steps vary from department to department but the last step is
similar to all departments i.e. an interview with the director, Mrs. Uma Kalekar.
The objective of deploying different links to different departments is to
efficiently evaluate the talents of an employee and their benefits to the company.
HR department holds the responsibility of recruiting and carrying out the
primitive step of the selection process.
HR department utilizes all the conventional and reliable methods of recruitment
to screen candidates.
Internal as well as external communication is the backbone of this strategic
linkage. HR department requires to have an instinct communication bond with its
superiors and candidates to avoid mismanagement.

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4.2 RECRUITMENT SOURCES OF MEYER ORGANICS
Meyer Organics, with a domestic presence in many states, as well as global
presence in 30 countries, has a complex recruitment structure.
The need for recruitment generally arises when a vacancy is created in any of the
department, state or country.
Such vacancy is analysed by the HR department from the Head Office located at
Thane. Meyer does not believe in decentralization of HR Department. Hence, the
HR activities are operated from the centre.
After analysis, it relates the Department to which it belongs to. Based on the
position and characteristic requirement, further activities are undertaken.
The Major sources of Meyer’s recruitment process are as follows:

1) Job Portals (Naukri.com)

The entire process of recruitment and
Job Posted on selection is one in which a considerable
Portal
amount of effort and organizational
resources are employed in order to
ensure that the best possible candidate is
Promising chosen for the available job vacancy.
Candidates
Candidates are
forward Resume
shortlisted
Selecting the most suitable candidate is
not an easy task, and involves a long and
tiring process for the recruiter, which
Screening of includes extensive testing and evaluation
Resume procedures, with the main goal in mind
to choose an applicant who fulfills all
the job requirements. While choosing the ideal candidate is difficult, attracting the
attention of qualified possible candidates towards the job vacancy in an organization
is a much more challenging responsibility. The only way to select the best qualified
candidate is to have a pool of suitable applicants. This is possible only by drawing
the interest of individuals in the market through a thorough and tested means.

This is where job portals come into the sphere. In view of the rising need for
employers to quickly recruit and select suitable candidates for a job vacancy in the
company, the need to inform the qualified individuals in the market about the
various duties and details about a job has become of paramount importance. Job
portals and career sites have emerged as the best possible answer to this challenge.

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 Job portals and career sites are considered as a very effective means, used
by HR Department, to outline a job vacancy in their company, along with a
summary of the various job responsibilities and tasks, on the portals, to
attract interested applicants. These sites and online portals serve as the
bridge of communication between a Meyer and the applicants, and facilitate
in the process of bringing both parties into contact to fulfill their needs and
requirements.

Job portals are expertly designed and managed sites, which assist Meyer
and other companies to easily post their job listings on the portal, with the
skill and qualification requirements for an applicant explicitly stated. This
helps to give an interested individual an implicit idea of the overall
requirements of a company and the duties and tasks they would be required
to perform, along with the skill set and qualifications stated as necessary for
an applicant, by the company.

The career sites give the companies greater exposure and better penetration
into the candidate market, helping them easily generate a pool of suitable
applicants, from which they can simply filter and shortlist the best possible
candidate for the job vacancy.

The efficient operation methods and wider penetration of the job portals
have made them a preferred means of advertising and promoting the job
vacancy in Meyer. For employers who outsource the applicant search
activity, they thus don’t have to worry about managing the process
themselves and putting in a lot of effort and capital, to attract a suitable
number of resumes for a job.

The online application forms are filled in by interested candidates on the

career sites, and the resumes are forwarded, attached with the forms, to the
different organizations, hosting job vacancies. The employers receive the
applications and resumes and then shortlist the applicants they consider
promising, and then the testing and interviewing process begins.

Career sites and job portals ensure great convenience to both job seekers
and HR Department, and assist them to fulfill their purpose, efficiently.

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 2) Educational Institutions

Meyer Organics also believes in

Pre recruiting young, aspiring
Placement
talents from various colleges
Talk
and educational institutions.
Companies are always on hunt
of skilled workforce and hence,
Result Aptitude Meyer established educational
Declaration Test
institutions as a source of
recruiting talented workforce.
The campus recruitment
Personal process begins with
Interviews
Pre Placement Talk where an
HR executive describes the
profile of the company,
Opportunities with the company, etc and some question answer session.
Next, The Aptitude Test, where the students/interested candidates are asked to
solve certain questions based on Logical Reasoning, Verbal Aptitude and
Technical Basics.
The promising students are further called for Personal Interviews to have a clear
picture of the Candidate’s attributes, skills, knowledge, etc.
Meyer Organics generally visits S.I.E.S. College of Arts, Commerce & Science
(Sion), Sydenham College of Commerce & Economics (Churchgate), Bharti
Vidyapeeth College of Pharmacy (Navi Mumbai), K.M. Kundan College of
Pharmacy (Mumbai),etc.

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 3) Employee Referral Programme:

An employee referral program (ERP), whereby employees recommend qualified

friends, relatives or colleagues, can be an excellent source of candidates. For the
employee whose recommendation leads to a hire, there can be various rewards.
Meyer Organics resort to a well defined process of this programme.
1) They actively promote the program. Publicize successful referrals
throughout the workplace, and keep employees interested during lengthy
recruiting campaigns with larger prize draws.
2) They decide what incentives to use. They may award a standard prize each
time, or vary the reward depending on the difficulty of filling a position.
3) They make it simple for employees to spread the word about job openings.
They have job descriptions available in the staffroom or on a company
intranet for easy distribution.
4) They consider implementing communication and training programs to
acquaint staff with the rules and policies surrounding recruitment.
5) They develop a standard form to record details, such as an employee's
connection to a prospect, referral dates and when rewards are due.
6) They reward your employee only after the new hire passes a probationary
period. This will help limit referrals of lesser-quality applicants.
7) They issue rewards in a lump sum immediately following the probationary
period for maximum impact

Meyer believes in prefers non monetary benefits than monetary benefits since,
it makes it easier to retain and satisfy them.

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4.3) SELECTION LINKAGES OF MEYER ORGANICS

After recruiting required talent through various recruitment sources, the next step
is to select the best of them. Meyer spends a handsome amount on recruitment
activities and thus, they expect superior performance on the side of employees.
Many a times, employees, in search of better opportunities skip from one job to
other and this result in loss in investment. Thus, Meyer resorts to a critical and
accurate selection approach in order to find loyal talents.
The selection process in Meyer Organics is carried out in three steps
1) The first one belong to the HR Manager
2) Second step belongs to the Departmental Manager
3) And third step belongs to the Director.
The first and the third step is usually the same but second step stands as a
differentiating factor. Since, it is carried out by the departmental managers; it
varies from department to department.
Selection is clearly opposite to recruitment. Since, Recruitment deals with
scheduling the promising ones, Selection states “Shred out the rest and get the
best”.
Selection generally means elimination of candidates. And in order to eliminate
candidates on proper grounds, the employers from Meyer (Managers, Director)
are bound to be objective, specific and precise in their approach
The selection process generally starts with an Interview with Mr. Sanjay Thakur
(Assistant HR Manager), after evaluation, the promising candidate moves on to
the nest level. The Department Manager conducts tests or activities for the
candidate to evaluate his/her efficiency. At last, the Director takes the interview
to be satisfied of compliance of both the steps.

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 SELECTION PROCEDURE AT MEYER ORGANICS PVT.LTD.

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 1) SALES AND ADMINISTRATION:
The role of a sales administrator is to deal with incoming customer enquiries and
assisting the sales force with daily sales administration activities.

Duties of a Sales Administrator:

 Processing a high volume of product orders.
 Processing invoices for all sales transactions
 Checking prices and contracts are up to date.
 Reporting monthly sales results to the sales team.
 Supporting the sales force with general operations to help reach the team’s
objectives.
 Taking phone calls from customers.
 Communicating internally important feedback from customers..
 Dealing with and responding to high volumes of emails.

Requirements for the role:

 High organisational skills and ability to manage a number of projects at the
same time.
 Ability to prioritise own workload.
 Strong communication skills.
 Well versed in IT skills for example Microsoft Office Suite and CRM systems.
 An administrative or sales background.
 Must be detail oriented.

Considering the above points, the first level interview is conducted by the HR
Manager or Executive. It is a simple face to face interview, if the candidate resides
within the territories of Thane Office. It can be a telephonic or skype interview if the
employee resides in other state.
In the Second Level, the department managers ask candidates to prepare a
presentation on designing a strategy on product marketing. The time limit to conduct
presentation is 8 minutes. The Departmental Manager tactfully analyse the pros and
cons of the candidate with respect to role requirements.

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 2) INFORMATION TECHNOLOGY DEPARTMENT

This position is responsible for the oversight of all operations that involved the
development and support of information systems.

Duties for I.T. Executive

 Direct the development, implementation and administration of all IT.

 Perform Project management of IT initiatives.
 Ensure timely and accurate delivery of technology products and services.
 Manage multiple areas of technology and multiple departments.
 Oversee hiring, staffing, training, disciplining and performance appraisals.
 Preparation and management of operating and capital budgets.
 Oversee new system facilitation, current system enhancements
 Manage internal/external application upgrades.
 Define and improve all system and network operations processes.
 Negotiate contracts with manufacturers for all software, hardware and
consulting services.
 Create strategic goals and convert to easily implemented plans.
 Manage external vendors’ relationships and services.

Requirements for I.T. Executive Job Position

 Minimum of 8 years experience in senior IT management role or similar.

 Highly advanced analytical abilities with operational vision.
 Minimum Bachelor’s Degree – Master’s preferred in Information Technology,
Engineering, Business Administration or other related field.

The 1st level is conducted the way it is conducted in all other departments. The
second level brings real time technical difficulties to expose the capabilities of
the candidate. Test consists of upgradation of new software, removing malware
and other Trojan affected risks, etc. A time limit is prescribed to this test. The
speed, efficiency and accuracy of the candidate is tactfully analysed by the IT
Manager with respect to the general requirements.

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 3) FINANCE
Accounting executives supervise a company's financial procedures. ccounting executives
instruct financial teams, such as accounting and acquisitions, regarding procedural
reporting practices in order to maintain a constant watch on budgetary concerns.

Recurring Duties:

- Deciding the financial needs

- Raising the funds required

- Allocation of funds

• Fixed assets management

• Working capital management

- Allocation of Income

- Control of Funds

- Evaluation of Performance

- Corporate Taxation

- Other duties : to prepare annual accounts, carrying out internal audit, safeguarding
securities, present financial reports to top management. Etc.

Non recurring Duties:

- Preparation of financial plan at the time of company promotion

- Financial adjustments in times of liquidity crisis

- Valuation of the firm at the time of acquisition and merger etc.

Requirements for the role:

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Most employers require a bachelor's degree in fields such as economics, accounting,
business administration or financing. Some employers only require a high school
diploma and offer a significant amount of on-site training. Many firms host continuous
training for accounting executives on topics such as customer service, new stock market
regulations and accounting software updates, but such highly focused training may only
apply to one particular employer.
According to the BLS listing for top executive positions, many corporations expect their
executives to have a minimum of a bachelor's degree, but most companies prefer a
Master of Business Administration (MBA). The BLS states that executives and financial
agents with an MBA tend to possess a more focused knowledge on current business
procedures due to the legitimate real world experiences found in an MBA program.

In this case, The Finance Manager resorts to a computer test which consists of Microsoft
Excel Operations, Tally software management in order to analyse the financial
management skills of the candidate.

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 4) FIELD STAFF:
Field Sales Executives perform a number of sales activities. They negotiate with
clients, book appointment, attend meetings, discuss proposals and perform
demonstrations of the company’s goods and services. Their job allows them to travel
extensively to client locations.
Duties:
• Attending exhibitions and other trade shows
• Negotiating payment and pricing
• Developing sales strategies
• Following up on business leads and referrals
• Travelling to various client locations
• Meeting sales targets
• Conducting presentations and product demonstrations
• Trading with SME's and Corporates
Requirements for role:
Field Sales Executives are qualified professionals who often hold a Bachelors or
Masters Degree. They pursue their studies in areas such as Business, Management,
Marketing, Strategic Marketing or Economics. Some employers offer on the job
training and shadowing to their employees. Customer service
• Being confident and positive
• Being highly focused
• Being creative and adaptable
• Negotiating
• Communication
• Customer service
• Being commercially aware
• Being resilient, willing and diligent
• Information technology
In this department, A job based knowledge test is conducted by the Area Business
Manager. These assessments measure critical knowledge areas that are needed to
perform a job effectively. Typically, the knowledge areas measured represent
technical knowledge. Job knowledge tests are used in situations where candidates
must already possess a body of knowledge prior to job entry. Job knowledge tests are
not appropriate to use in situations where candidates will be trained after selection on
the knowledge areas they need to have.

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 5) PRODUCT PLANNING:
Production planners, also known as production schedulers, managers, controllers and
coordinators, are involved in the logistics of supply chain management. Most of their
time is spent on business and organizational aspects of producing and distributing
products.

Duties
Production planners are in charge of organizing paperwork, such as purchase orders and
delivery schedules review orders. Most tasks involve keeping and updating records and
information, as well as coordinating purchasing with clients and co-workers. It is the job
of the production planner to ensure smooth operations throughout the production and
distribution life of a given product. Accordingly, duties may also include monitoring
production rates and raw material prices, contacting vendors and checking inventories.
Requirements
Educational Requirements
While many times a high school diploma is sufficient, a job search conducted in
December 2014 on Monster.com indicated that some employers may prefer applicants
who have completed an associate's or a bachelor's degree program. Students may
consider majoring in business, supply chain management or logistics among other fields.
College coursework may include topics in purchasing management, transportation,
operations management, international logistics and inventory management.
Work Experience and Certification
Some companies may favor job seekers who have professional experience, while others
may hire applicants who have attained industry certifications, like the Advancing
Productivity, Innovation and Competitive Success (APICS) Certified in Production and
Inventory Management (CPIM) credential. The APICS CPIM program consists of
professional training and a series of exams meant not only to increase knowledge, but
also showcase ability as well. Once certified, these professionals must complete 75
points of continuing education every five years. Points are awarded for attending APICS
conferences and participating in other approved events.
In this department, the production manager resorts to Structured Interviews. The
interview is the most common selection device used in organizations. Most selection
interviews are unstructured. That is, the questions to be asked are left up to the
interviewer to decide, and there are no agreed-upon standards for evaluating an
applicant’s performance during the interview.

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 5) DATA ANALYSIS

2.1) FINDINGS

2.2) SUGGESTIONS/RECOMMENDATIONS

2.3) CONCLUSION

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 5] DATA ANALYSIS

5.1) FINDINGS
In the interviews with the HR Manager, Departmental Managers and Executives and
Director, many details were flourished. Some of those key questions were:

 Which is the most preferred recruitment source for Meyer Organics Pvt. Ltd.?

Field Staff
Marketing
Information Technology
Production Planning
Finance

Job Portals Educational Employee Referrals

Institutions

The graph suggests that Meyer witnessed maximum recruitments from Job Portals
consistently, irrespective of the departments, than any other source. Hence, it is
clear that Job Portals are the prominent source of recruitment for Meyer Organics.

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  Is the First Level of Selection Process a “Value Addition” level?

Strongly Disagree
9%

Disagree
10%

Agree Strongly Agree

23% 58%

Approximately 60% of the total people surveyed responded affirmative to this

question. HR Interview boosts morale and confidence of a candidate and also
provides him the exposure of the company’s selection process. Also, the first level
interview filters the most efficient match to the requirements of the job.

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  Is the recruitment process, more of a “practical approach”, or just a
Hypothetical tactic?

Practical
Approach

Hypothetical
Tactic

As per the figure, approximately 70% of the total people surveyed depict the
recruitment process in Meyer Organics as Hypothetical Tactic. Many of the
employees surveyed said that there is lack of synchronization between Recruitment
process and Market realities.

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  Is the company competitive in the market on the grounds of Recruitment &
Selection?

4
job Satisfaction Rate

3 Cipla
Novartis
Meyer

0
2013 2014 2015 2016
Axis Title

As the graph suggests, Meyer was never competitive to its rival firms in past few
years due to lack of recruitment sources and synchronization with the market
realities, Job dissatisfaction was at its imperial growth and it moved on consistently
until it upholded the competency of Meyer Organics.

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  Does the Company clearly define the position objectives, requirements and
candidate specifications in the recruitment process?

72%

28%

Yes
No

The above diagram clearly states that Meyer Organics never fails to define the
purpose, objectives and specification of a candidate in the recruitment process.
Meyer has gained a tremendous respect due to its transparency in the recruitment
and selection process.

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5.2) SUGGESTIONS / RECOMMENDATIONS

 Screen for culture fit:

Every organization has a culture of its own. It is up to the HR Department to choose to
define and build it or let it develop on its own. Screening a candidate for a cultural fit is
critical.
 Understand motivation:
Meyer must know what motivates the employees—financial rewards and money is
not always the best way to give the employees drive. The HR department must set-
up non-financial rewards programs like mentorship lunches, featuring special
employees or better parking. Money is not the only driver of strong employees.
 Update Recruitment Sources
Although Meyer utilizes modern methods of recruitment, it has to go beyond the
limitation it has set on the availability of the sources and update the list with some
efficient methods.
 No Deviation
There should not be any deviation between hypothetical tactic and practical
application.

 Be consistent

After setting up appropriate policies and procedures, it should be made sure that these
rules are enforced fairly and consistently across all employees. Nothing undermines the
company’s respect like the perception of playing favourites (and be sensitive to how
things may be perceived). Even if employees do not like certain policies, if they're
enforced consistently it makes it much more difficult to be questioned.

 Give Continuous Feedback

Employees appreciate frequent positive feedback and respond well to it, but
corrective feedback is equally important. Businesses that wait for monthly,
quarterly, or even yearly one-on-one meetings to correct issues are often too late to
be effective. They end up asking for changes to work that has already been
completed. Frequent communication reduces wasted resources and frustration, and
is vital for long-term employee success.

`
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 5.3) CONCLUSION

I can honestly say that my time spent interning with Meyer Organics Pvt. Ltd.
resulted in one of the best summers of my life. Not only did I gain practical
skills but I also had the opportunity to meet many fantastic people. The
atmosphere at the Thane office was always welcoming which made me feel
right at home. Additionally, I felt like I was able to contribute to the company
by assisting and working on projects throughout the summer. For example, I
assisted one of the executives with several informal interviews of candidates.
Also, I helped to structure compensation plan of newly joined candidates. In
addition to these projects, I also helped my superiors to screen resumes &
negotiate on Compensation plan.

While I was able to learn a lot from normal office life, there was a lot to learn
from my peers too. I admired the way our HR team tackled various situations
in a peculiar way. I was also able to interact and make connections with some
executives from other Department who all contributed to this project
efficiently. We shared a great bond even outside the premises of the company.
This was a great experience to interact with everyone in an informal setting
outside of work.

Overall, my internship at Meyer has been a success. I was able to gain practical
skills, work in a fantastic environment, and make connections that will last a
lifetime. I could not be more thankful.

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 WEBLIOGRAPHY

www.whatishumanresource.com/recruitment-methods-companies

www.citehr.com/recruitment-india

www.recruiter.com/selection-

http://futurehrtrends.eiu.com/report-2014

http://www.oracle.com/us/sierra-cedar-global-hcm-bp-2704618.pdf

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ATTACHMENT: QUESTIONNAIRE

Q1. Since how many years have you been working with this organization?
a. 0-5 Years
b. 5-10 Years
c. 10 to 15 Years
d. More than 15 Years

Q2. Does the organization clearly define the position objectives, requirements and
candidate specifications in the recruitment process ?
a. Yes
b. No

Q3. How well are the organization’s affirmative action needs clarified and
supported in the selection process?
a. Poor
b. Adequate
c. Excellent

Q4. Is the organization doing timeliness recruitment and Selection process?

a. Yes
b. No

Q5. Does HR provides an adequate pool of quality applicants?

a. Yes
b. No

Q6. Rate the effectiveness of the interviewing process and other selection
instruments, such as testing?
a. Poor
b. Adequate
c. Excellent

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Q7. Does the HR team act as a consultant to enhance the quality of the applicant
pre-screening process?
a. Yes
b. No

Q8. Does HR train hiring employees to make the best hiring decisions?
a. Yes
b. No

Q9. Which is the most preferred recruitment source for Meyer Organics Pvt. Ltd.?
a. Job Portals
b. Educational Institute
c. Employee Referral Programme

Q10. Is the First Level of Selection Process a “Value Addition” level?

a. Strongly Agree
b. Agree
c. Disagree
d. Strongly Disagree

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