r&s project

8/2/2019 R&S PROJECT

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A STUDY ON RECRUITMENT AND SELECTION AT THE TOP

BRASS WITH SPECIAL REFRENCE TO HEALTHCARE INDUSTRY

Summer Training project report

Submitted in partial fulfillment of the requirements for the award of

MASTER OF BUSINESS ADMINISTRATION

By

AKANSHA TOMAR

(MBA 4511/10)

Department of Management

Birla Institute of Technology

NOIDA Campus

BIRLA INSTITUTE OF TECHNOLOGY,

(Deemed University U/S of UGC Act, 1956)

MESRA, RANCHI, JHARKHAND


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DECLARATION CERTIFICATE

This is to certify that the work presented in the summer training project entitled RECRUITMENT &

SELECTION AT THE TOP BRASS submitted in partial fulfillment of the requirement for the award of

degree of Masters of Business Administration to Birla Institute of Technology, Mesra, Ranchi, is an

authentic work carried out under my supervision and guidance.

To the best of my knowledge, the content of this project does not form a basis for the award of any

previous degree to anyone else.

Date: Dr. ASHA PRASAD

Department of Management

Birla Institute of Technology

NOIDA (U.P)


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CERTIFICATE OF APPROVAL

The foregoing project entitled RECRUITMENT & SELECTION AT THE TOP BRASS is hereby

approved as a creditable study of research topic and has been presented in satisfactory manner to warrant

its acceptance as pre-requisite to the degree for which it has been submitted.

It is understood that by its approval, the undersigned do not necessarily endorse any conclusions drawn or

opinions expressed therein, but approve the project for the purpose for which it is submitted.

Mrs. Meenakshi Sharma Prof. Dr. S. L. Gupta

In-charge Management Academic Coordinator

Director

BIT- Noida


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ACKNOWLEDGEMENT

The work done under the titleRECRUITMENT AND SELECTION IN TOP

BRASSrepresents not just my efforts to realize the goal of learning & training; in fact it reflects a

combination of able guidance, recommendations & suggestions of a number of people.

First of all, I would like to thank Mr.ArunTrikha for providing me with this opportunity to attend

Internship program at, TOPBRASS HEALTHCARE& prepare this valuable project report.

I also want to thankthem for giving their valuable time & suggestions for thecompletion of this project.

I am profoundly grateful to Dr. AshaPrasad, Birla Institute of Technology, Noida my mentor and guide for

the project for her support and guidance throughout this project with valuable information and giving me a

better insight of the things, without which the successful culmination of this project would not have been

possible.

AKANSHA TOMAR

(MBA 4511/10)

BIRLA INSTITUTE OF TECHNOLOGY

EXTENSION CENTRE, NOIDA


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TABLE OF CONTENT

1. INTRODUCTION1.1 Recruitment1.2 Selection1.3 Difference between Recruitment & Selection1.4

Industry & Company Profile1.4.1 Industry Profile

1.4.2 Company Profile1.5 Problem Formulation1.6 Scope of Study

2. Literature Review3. Objectives and research methodology

3.1 Objectives3.2 Research Methodology

4. Data Analysis & Interpretations5. Findings of study6. Conclusion & Recommendation

6.1 Conclusions6.2 Recommendations6.3 Learning from the study6.4 Limitations

7. Bibliography8. Annexure ICalling Sheet

Annexure II- Database of Ophthalmologist

Annexure III- Database of Radiologist


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1. INTRODUCTION

1.1RECRUITMENT

Recruitment refers to the process of attracting, screening, and selecting qualified people for a job.

For some components of the recruitment process, mid- and large-size organizations often retain

professional recruiters or outsource some of the process to recruitment agencies.

The recruitment industry has four main types of agencies: employment agencies, recruitment

websites and job search engines, "headhunters" for executive and professional recruitment, and

niche agencies which specialize in a particular area of staffing. Some organizations use employer

branding strategy and in-house recruitment instead of agencies. Recruitment-related functions are

generally carried out by an organization's human resources staff.

The stages in recruitment include sourcing candidates by advertising or other methods, screening

potential candidates using tests and/or interviews, selecting candidates based on the results of the

tests and/or interviews, and on-boarding to ensure the candidate is able to fulfill their new role

effectively.

Agency types

The recruitment industry is based on the goal of providing a candidate to a client for a price. On one end

of the spectrum there are agencies that are paid only if they deliver a candidate that successfully stays with

the client beyond the agreed probationary period. On the other end of the spectrum there are agencies that

are paid a retainer to focus on a client's needs and achieve milestones in the search for the right candidate,

and then again are paid a percentage of the candidate's salary when a candidate is placed and stays with

the organization beyond the probationary period. Today's (march 2011) recruitment industry is fairly

competitive, therefore agencies have sought out ways to differentiate themselves and add value by

focusing on some area of the recruitment life cycle. Here are five types of typical agencies
http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Executive_searchhttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Executive_searchhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Employment


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Traditional agency

Also known as employment agencies, recruitment agencies have historically had a physical location. A

candidate visits a local branch for a short interview and an assessment before being taken onto the

agencys books. Recruitment consultants then work to match their pool of candidates to their clients' open

positions. Suitable candidates are short-listed and put forward for an interview with potential employers

on a contract or direct basis.

Compensation to agencies take several forms, the most popular are:

A contingency fee paid by the company when a recommended candidate accepts a job with the clientcompany (typically 20%-30% based and calculated on the candidates first-year base salary (though

fees as low as 12.5% can be found online, and which usually has some form of guarantee (3090 days

standard), should the candidate fail to perform and is terminated within a set period of time

(refundable fully or prorated).

An advance payment that serves as a retainer, also paid by the company, non-refundable paid in fulldepending on outcome and success (e.g. 40% up front, 30% in 90 days and the remainder once a

search is completed). This form of compensation is generally reserved for high level executive

search/headhunters

Hourly Compensation for temporary workers and projects. A pre-negotiated hourly fee, in which theagency is paid and pays the applicant as a consultant for services as a third party. Many contracts

allow a consultant to transition to a full-time status upon completion of a certain number of hours with

or without a conversion fee.

Headhunters

A "headhunter" is an industry term for a third-party recruiter who seeks out candidates often when normal

recruitment efforts have failed. Headhunters are generally considered more aggressive than in-house

recruiters or may have pre-existing industry experience and contacts. They may use advanced sales

techniques such as initially posing as clients to gather employee contacts as well as visiting candidate

offices. They may also purchase expensive lists of names and job titles but more often will generate their

own lists. They may arrange a meeting or a formal interview between their client and the candidate and

will usually prepare the candidate for the interview, help negotiate the salary and conduct closure to the

search. They are frequently members in good standing of industry trade groups and associations.
http://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Advance_paymenthttp://en.wikipedia.org/wiki/Retainer_agreementhttp://en.wikipedia.org/wiki/Executive_searchhttp://en.wikipedia.org/wiki/Sales_techniqueshttp://en.wikipedia.org/wiki/Sales_techniqueshttp://en.wikipedia.org/wiki/Sales_techniqueshttp://en.wikipedia.org/wiki/Sales_techniqueshttp://en.wikipedia.org/wiki/Executive_searchhttp://en.wikipedia.org/wiki/Retainer_agreementhttp://en.wikipedia.org/wiki/Advance_paymenthttp://en.wikipedia.org/wiki/Employment_agency


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Headhunters will often attend trade shows and other meetings nationally or even internationally that may

be attended by potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate placements (sometimes

more than 30% of the candidates annual compensation). Due to their higher costs, headhunters are

usually employed to fill senior management and executive level roles. Headhunters are also used to recruit

very specialized individuals; for example, in some fields, such as emerging scientific research areas, there

may only be a handful of top-level professionals who are active in the field. In this case, since there are so

few qualified candidates, it makes more sense to directly recruit them one-by-one, rather than advertise

internationally for candidates. While in-house recruiters tend to attract candidates for specific jobs,

headhunters will attract both candidates and actively seek them out as well. To do so, they may network,

cultivate relationships with various companies, maintain large databases, purchase company directories or

candidate lists and cold call prospective recruits.

Headhunters are increasingly using social media to find and research candidates. This approach is often

called social recruiting.

Niche recruiters

Specialized recruiters exist to seek staff with a very narrow specialty. Because of their focus, these firms

can very often produce superior results due to their ability to channel all of their resources into networking

for a very specific skill set. This specialization in staffing allows them to offer more jobs for their specific

demographic which in turn attracts more specialized candidates from that specific demographic over time

building large proprietary databases. These niche firms tend to be more focused on building ongoing

relationships with their candidates as is very common the same candidates are placed many times

throughout their careers. Niche firms also develop knowledge on specific employment trends within their

industry of focus (e.g. The energy industry) and are able to identify demographic shifts such as aging and

its impact on the industry.

Social recruiting

Social recruiting is the use of social media for recruiting

Employee referral
http://en.wikipedia.org/wiki/Cold_callinghttp://en.wikipedia.org/wiki/Social_mediahttp://en.wikipedia.org/wiki/Social_recruitinghttp://en.wikipedia.org/wiki/Social_recruitinghttp://en.wikipedia.org/wiki/Social_mediahttp://en.wikipedia.org/wiki/Cold_calling


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A employee referral program is a system where existing employees recommend prospective candidates for

the job offered and if the recommendation turn out to be a successful hire, the employee who reffered

receives a cash bonus

In-house recruitment

Under pressure to reduce costs, both large- and medium-sized employers tend to undertake their own in-

house recruitment, using their human resources department, front-line hiring managers and recruitment

personnel who handle targeted functions and populations. In addition to coordinating with the agencies

mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate

internal employee referrals, work with external associations, trade groups and/or focus on campus

graduate recruitment. Some large employers choose to outsource all or some of their recruitment process

(recruitment process outsourcing) however a much more common approach is for employers to introduce

referral schemes where employees are encouraged to source new staff from within their own network.

Executive research firms and sourcing firms

These firms are the new hybrid firms in the recruitment world able to combine the research aspects

(discovering passive candidates) of recruiting and combine them with the ability to make hires for their

clients. These firms provide competitive passive candidate intelligence to support companies' recruiting

efforts. Normally they will generate varying degrees of candidate information from those people currently

engaged in the position a company is looking to fill. These firms usually charge a daily rate or fixed rate.

Many times this uncovers names that cannot be found with other methods and will allow internal

recruiters the ability to focus their efforts solely on recruiting.

Executive Research began as an extension of headhunting or executive search businesses. Initially used

to support advertising strategies, executive research quickly overshadowed advertisements as a much

more focused and successful alternative.

The ability of researchers to pinpoint top talentpassive or otherwisegave the headhunting businesses a

much higher success rate and quicker turnaround time, especially with the harder to fill vacancies.

Soon the gap in the market became apparent, and executive research moved away from in-house to a

more main stream market, although still remaining behind the scenes in the recruitment industry.

More recently, the economic downturn has forced businesses to review their recruitment practices that

have resulted in them working directly with the research firms. By removing the middleman businesses
http://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Employer


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have direct access to much more cost-effective solutions, and have been able to retain a firmer grasp on

their recruitment drives and processes. Business also have access to full disclosure on market intelligence

which has proven to be vital for more forward thinking businesses, especially with regards to succession

planning.

PROCESS

Job analysis

The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended

requirement of the job to be performed. This information is captured in a job description and provides the

recruitment effort with the boundaries and objectives of the search Oftentimes a company will have job

descriptions that represent a historical collection of tasks performed in the past. These job descriptions

need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting a

recruitment with an accurate job analysis and job description ensures the recruitment effort starts off on a

proper track for success.

Sourcing

Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing multiple

media, such as the Internet, general newspapers, job ad newspapers, professional publications, window

advertisements, job centers, and campus graduate recruitment programs; and 2) recruiting research, which

is the proactive identification of relevant talent who may not respond to job postings and other recruitment

advertising methods done in #1. This initial research for so-called passive prospects, also called name-

generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV,

and be screened.

Screening and selection

Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer

skills. Qualifications may be shown through rsums, job applications, interviews, educational or

professional experience, the testimony of references, or in-house testing, such as for software knowledge,

typing skills, numeracy, and literacy, through psychological tests or employment testing. Other resume
http://en.wikipedia.org/wiki/Job_analysishttp://en.wikipedia.org/wiki/Job_descriptionhttp://en.wikipedia.org/wiki/Sourcing_(personnel)http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Job_(role)http://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/wiki/Application_for_employmenthttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Psychological_testshttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Screening_Resumeshttp://en.wikipedia.org/wiki/Screening_Resumeshttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Psychological_testshttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Application_for_employmenthttp://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/Job_(role)http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Sourcing_(personnel)http://en.wikipedia.org/wiki/Job_descriptionhttp://en.wikipedia.org/wiki/Job_analysis


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screening criteria may include length of service, job titles and length of time at a job. In some countries,

employers are legally mandated to provide equal opportunity in hiring. Business management software is

used by many recruitment agencies to automate the testing process. Many recruiters and agencies are

using an applicant tracking system to perform many of the filtering tasks, along with software tools for

psychometric testing.

Onboarding

"Onboarding" is a term which describes the process of helping new employees become productive

members of an organization. A well-planned introduction helps new employees become fully operational

quickly and is often integrated with a new company and environment. Onboarding is included in the

recruitment process for retention purposes. Many companies have onboarding campaigns in hopes to

retain top talent that is new to the company; campaigns may last anywhere from 1 week to 6 months.

Internet recruitment and websites

Such sites have two main features: job boards and a rsum/curriculum vitae (CV) database. Job boards

allow member companies to post job vacancies. Alternatively, candidates can upload a rsum to be

included in searches by member companies. Fees are charged for job postings and access to search

resumes. Since the late 1990s, the recruitment website has evolved to encompass end-to-end recruitment.

Websites capture candidate details and then pool them in client accessed candidate management interfaces

(also online). Key players in this sector provide e-recruitment software and services to organizations of all

sizes and within numerous industry sectors, who want to e-enable entirely or partly their recruitment

process in order to improve business performance.

The online software provided by those who specialize in online recruitment helps organizations attract,

test, recruit, employ and retain quality staff with a minimal amount of administration. Online recruitment

websites can be very helpful to find candidates that are very actively looking for work and post their

resumes online, but they will not attract the "passive" candidates who might respond favorably to an

opportunity that is presented to them through other means. Also, some candidates who are actively

looking to change jobs are hesitant to put their resumes on the job boards, for fear that their companies,

co-workers, customers or others might see their resumes.

Job search engines
http://en.wikipedia.org/wiki/Screening_Resumeshttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Applicant_tracking_systemhttp://en.wikipedia.org/wiki/Psychometric_testinghttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Psychometric_testinghttp://en.wikipedia.org/wiki/Applicant_tracking_systemhttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Screening_Resumes


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The emergence ofmeta-search engines allows job-seekers to search across multiple websites. Some of

these new search engines index and list the advertisements of traditional job boards. These sites tend to

aim for providing a "one-stop shop" for job-seekers. However, there are many other job search engines

which index solely from employers' websites, choosing to bypass traditional job boards entirely. These

vertical search engines allow job-seekers to find new positions that may not be advertised on traditional

job boards, and online recruitment websites

Recruitment Process Outsourcing is a form ofbusiness process outsourcing (BPO) where an employer

outsources or transfers all or part of its recruitment activities to an external service provider.

The Recruitment Process Outsourcing Association defines RPO as follows: "when a provider acts as a

company's internal recruitment function for a portion or all of its jobs. RPO providers manage the entire

recruiting/hiring process from job profiling through the onboarding of the new hire, including staff,

technology, method and reporting. A properly managed RPO will improve a company's time to hire,

increase the quality of the candidate pool, provide verifiable metrics, reduce cost and improve

governmental compliance."

The RPO Alliance, a group of the Human Resources Outsourcing Association (HROA), approved this

definition in February 2009: "Recruitment Process Outsourcing (RPO) is a form of business process

outsourcing (BPO) where an employer transfers all or part of its recruitment processes to an external

service provider. An RPO provider can provide its own or may assume the company's staff, technology,

methodologies and reporting. In all cases, RPO differs greatly from providers such as staffing companies

and contingent/retained search providers in that it assumes ownership of the design and management of

the recruitment process and the responsibility of results."

Occasional recruitment support, for example temporary, contingency and executive search services is

more analogous to out-tasking, co-sourcing or just sourcing. In this example, the service provider is "a"

source for certain types of recruitment activity. The biggest distinction between RPO and other types of

staffing is Process. In RPO, the service provider assumes ownership of the process, while in other types of

staffing the service provider is part of a process controlled by the organization buying their services
http://en.wikipedia.org/wiki/Meta-searchhttp://en.wikipedia.org/wiki/Vertical_searchhttp://en.wikipedia.org/wiki/Business_process_outsourcinghttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Business_process_outsourcinghttp://en.wikipedia.org/wiki/Vertical_searchhttp://en.wikipedia.org/wiki/Meta-search


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Recruiting Companies

Adecco Arithon AIMS International Association of Executive Search Consultants Computer Futures EgonZehnder International Gary Kaplan & Associates Kelly Services Arise IT Solutions Korn/Ferry Michael Page International Nels Olson Nonprofit Professionals Advisory Group R. William Funk & Associates Raines International Randstad Holding Rosenzweig& Company Talent Zoo The AmropHever Group Transearch International Treeline, Inc.
http://en.wikipedia.org/wiki/Adeccohttp://en.wikipedia.org/wiki/Arithonhttp://en.wikipedia.org/wiki/AIMS_Internationalhttp://en.wikipedia.org/wiki/Association_of_Executive_Search_Consultantshttp://en.wikipedia.org/wiki/Computer_Futureshttp://en.wikipedia.org/wiki/Egon_Zehnder_Internationalhttp://en.wikipedia.org/wiki/Gary_Kaplan_%26_Associateshttp://en.wikipedia.org/wiki/Kelly_Serviceshttp://en.wikipedia.org/w/index.php?title=Arise_IT_Solutions&action=edit&redlink=1http://en.wikipedia.org/wiki/Korn/Ferryhttp://en.wikipedia.org/wiki/Michael_Page_Internationalhttp://en.wikipedia.org/wiki/Nels_Olsonhttp://en.wikipedia.org/wiki/Nonprofit_Professionals_Advisory_Grouphttp://en.wikipedia.org/wiki/R._William_Funk_%26_Associateshttp://en.wikipedia.org/wiki/Raines_Internationalhttp://en.wikipedia.org/wiki/Randstad_Holdinghttp://en.wikipedia.org/wiki/Rosenzweig_%26_Companyhttp://en.wikipedia.org/wiki/Talent_Zoohttp://en.wikipedia.org/wiki/The_Amrop_Hever_Grouphttp://en.wikipedia.org/wiki/Transearch_Internationalhttp://en.wikipedia.org/wiki/Treeline,_Inc.http://en.wikipedia.org/wiki/Treeline,_Inc.http://en.wikipedia.org/wiki/Transearch_Internationalhttp://en.wikipedia.org/wiki/The_Amrop_Hever_Grouphttp://en.wikipedia.org/wiki/Talent_Zoohttp://en.wikipedia.org/wiki/Rosenzweig_%26_Companyhttp://en.wikipedia.org/wiki/Randstad_Holdinghttp://en.wikipedia.org/wiki/Raines_Internationalhttp://en.wikipedia.org/wiki/R._William_Funk_%26_Associateshttp://en.wikipedia.org/wiki/Nonprofit_Professionals_Advisory_Grouphttp://en.wikipedia.org/wiki/Nels_Olsonhttp://en.wikipedia.org/wiki/Michael_Page_Internationalhttp://en.wikipedia.org/wiki/Korn/Ferryhttp://en.wikipedia.org/w/index.php?title=Arise_IT_Solutions&action=edit&redlink=1http://en.wikipedia.org/wiki/Kelly_Serviceshttp://en.wikipedia.org/wiki/Gary_Kaplan_%26_Associateshttp://en.wikipedia.org/wiki/Egon_Zehnder_Internationalhttp://en.wikipedia.org/wiki/Computer_Futureshttp://en.wikipedia.org/wiki/Association_of_Executive_Search_Consultantshttp://en.wikipedia.org/wiki/AIMS_Internationalhttp://en.wikipedia.org/wiki/Arithonhttp://en.wikipedia.org/wiki/Adecco


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1.2 SELECTION

Employee Selection is the process of putting right men on right job. It is a procedure of matching

organizational requirements with the skills and qualifications of people. Effective selection can be done

only when there is effective matching. By selecting best candidate for the required job, the organization

will get quality performance of employees. Moreover, organization will face less of absenteeism and

employee turnover problems. By selecting right candidate for the required job, organization will also save

time and money. Proper screening of candidates takes place during selection procedure. All the potential

candidates who apply for the given job are tested.

But selection must be differentiated from recruitment, though these are two phases of employment

process. Recruitment is considered to be a positive process as it motivates more of candidates to apply for

the job. It creates a pool of applicants. It is just sourcing of data. While selection is a negative process as

the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process.

Selection involves choosing the best candidate with best abilities, skills and knowledge for the required

job.

Employee selection Process

1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimumeligiblity criteria laid down by the organization. The skills, academic and family background,

competencies and interests of the candidate are examined during preliminary interview.

Preliminary interviews are less formalized and planned than the final interviews. The candidates

are given a brief up about the company and the job profile; and it is also examined how much the

candidate knows about the company. Preliminary interviews are also called screening interviews.

2. Application blanks- The candidates who clear the preliminary interview are required to fillapplication blank. It contains data record of the candidates such as details about age, qualifications,

reason for leaving previous job, experience, etc.

3. Written Tests- Various written tests conducted during selection procedure are aptitude test,intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the

potential candidate. They should not be biased.


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4. Employment Interviews- It is a one to one interaction between the interviewer and the potentialcandidate. It is used to find whether the candidate is best suited for the required job or not. But

such interviews consume time and money both. Moreover the competencies of the candidate

cannot be judged. Such interviews may be biased at times. Such interviews should be conducted

properly. No distractions should be there in room. There should be an honest communication

between candidate and interviewer.

5. Medical examination- Medical tests are conducted to ensure physical fitness of the potentialemployee. It will decrease chances of employee absenteeism.

6. Appointment Letter- A reference check is made about the candidate selected and then finally heis appointed by giving a formal appointment letter.


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1.3 Difference between Recruitment and Selection

Basis Recruitment Selection

Meaning It is an activity of establishing contact

between employers and applicants.

It is a process of picking up more

competent and suitable employees.

Objective It encourages large number of Candidates

for a job.

It attempts at rejecting unsuitable

candidates.

Process It is a simple process. It is a complicated process.

Hurdles The candidates have not to cross over many

hurdles.

Many hurdles have to be crossed.

Approach It is a positive approach. It is a negative approach.

Sequence It proceeds selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

Time

Consuming

Less time is required. More time is required.


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1.4. INDUSTRY AND COMPANY PROFILE

1.4.1 Industry Introduction

The healthcare industry in India is growing at a rate of about 15% per year. As such, the scope forhealthcare careers in India has grown significantly. The most important aspect of healthcare management

jobs in India seen in the recent years is that the healthcare sector now is not only limited to the

opportunities for doctors but the other areas in healthcare management are also growing. It is expected

that the growth rate of healthcare management jobs will almost double in the next 1-2 years time which

will make it a core sector in the employment arena.

Reasons for Growth of Healthcare Management Job

The growth of healthcare management sector in India can be attributed to a variety of factors.

- Liberalization has made way for corporate world to enter into the healthcare industry that has createdmany new healthcare management careers opportunities.

- Now every city witnesses the growth of hospitals in its every corner. This has created a significantgap in demand and supply of trained healthcare staff. For example, In NCR itself, more than 15 new

hospitals will be opened in the next couple of years that will create thousands of healthcare jobs. A

study by Ernst & Young and KPMG states that India will need to add around 1 lac beds every year for

the next 20 years so that it can meet its healthcare needs. It also estimates that each bed can create 5

direct and 25 indirect healthcare jobs.

- Hospitals today have become state-of-the-art healthcare facilities providers. Therefore, they needhighly skilled and trained healthcare management professionals.

The growth of medical tourism in India has also contributed towards creation of new healthcare careers.

HEALTHCARE INDUSTRY IN INDIA

Healthcare, which is a US$ 35 billion industry in India, is expected to reach over US$ 75 billion by 2012

and US$ 150 billion by 2017 according to Technopak Advisorsin their report India Healthcare Trends

2008. Private Healthcare is estimated to be the largest component of this sector by 2012 and is expected

to double to US$ 38 billion by 2012. Most analysts believe that the healthcare industry is relatively

insulated from the current economic crisis.


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The industry should be able to weather the current economic storm because healthcare is a necessity and is

therefore not likely to be sacrificed, unlike luxuries like certain consumer goods or services.

Areas of Opportunity for the industry

The fast growth in the Indian healthcare sector has created various pockets of opportunities for investors.

A recent FICCIErnst and Young (E&Y) report titled Opportunities in Healthcare Destination India

highlights several such areas within the healthcare sector.

I. ) Medical infrastructure forms the largest portion of the healthcare pie, and according to the report, the

bed per thousand population ratio for India in 2006 stood at 1.03 as against an average 4.3 of comparable

countries (like China, Korea and Thailand). The report points out that India is likely to reach a bed to

thousand population ratio of 1.85 and, in a best case scenario, a ratio of 2 by 2012.

II. )Another area of opportunity is medical equipment. Currently the medical equipment industry is around

US$ 2.17 billion and is growing at 15 per cent per year. It is estimated to reach US$ 4.97 billion by 2012.

Since almost 65 per cent of the medical equipment is imported, it is a key area for forging partnerships

across borders. In addition to this, engineering excellence, cost effective labour, increasing emphasis on

intellectual property rights and most importantly a fast growing domestic market makes India an ideal

manufacturing base.

III.) The growth in medical infrastructure will be complimented by a demand for associated products and

services.

IV.) Opportunity in Hospital Pneumatic Tube Systems in India

India is one of the few locations in the world with the latest in healthcare technologies including

automation, surgical robotics, modular operating theatres, minimal access surgery systems, telemedicine,

radiology, etc.

Although Indian hospitals and healthcare providers excel in the above mentioned fields, however, the intra

facility logistics and materials management remains untouched by the latest innovations in automation in

healthcare logistics, materials transportation and supply chain. In India, logistics comprise almost 90% of

a healthcare facilitys operations, but very small amounts are spent and considered as least important in

the list of hospital procurements. Sometimes, endup procuring outdated and obsolete products and are

not procured at all.


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Inefficient and inadequate intra facility logistics may increase human resources costs, healthcare delivery

costs, energy costs apart from various factors. This in turn increases risks and reduces the quality of

patient care. Current methods used by hospitals in India for such spontaneous transports are Human Based

Transport [HBT} viz using ward boys, orderlies, patients attendants, relatives in some cases who are with

the patient. There are thus several risks that entail HBT logistics delays, theft, exposure, biohazard,

personnel and energy.

In order to overcome these difficulties and to incorporate Automation and Logistics Optimization

Hospital Pneumatic Tube Systems offer unique solutions which are economical, hitech, swift, secure

and a safe solution. Several leading hospitals in India have already adopted this systems and there are

several more to be brought under this influencea market for manufacturers indeed.

1.4.2 COMPANY PROFILE

Introduction

The TopBrass was established in 2009 and from our inception, our focus has been healthcare consulting

with interests in recruitment, training and developments. We specialize in healthcare human resource

recruitments with our 360 Process, the organization also has established credentials in healthcare training

and process streamlining.

The main focus of the organisation has been to provide comprehensive Human resource solutions to our

clients, spread over a wide spectrum of healthcare offering formats and covering the entire range of

positions in the industry. This is achieved through our special assessment process which interfaces a

practicing doctor to the possible candidates and thus assessing each candidate on two levels - Stability and

HR and more importantly - Technical aspects. An exhaustive on the job training of each one of our

Executive Search Consultants, by our Doctor member panel who have developed an expertise in the

industry over the years. Our Consultants are trained to assess capabilities, impart career counselling and

find a right fitment.

The strength of our organisation lies in people retention, with all key Executive Search Consultants having

of experience within the organisation. The TopBrass follows a strict integrity and Professional Code of

Conduct and the difference lies in its capability to understand requirements at both Human resources and

Technical Levels, quick delivery and 24X7 accessibility. The TopBrass is without Doubt the most

effective, professional and best value for money Healthcare Talent Search firm.


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Mission Statement

"The TopBrass has a mission to assist Healthcare Leaders in building their Human Resource Capital, the

key to a Company's success. And to build careers for those who repose their faith in us. It will remain our

true endeavour to enable quality healthcare delivery throughout our client base by assisting in best

selection, retention and up gradation processes."

Services

Turnkey healthcare projects

The turnkey healthcare solutions provide a 360 degree knowledge capital to a healthcare project. From

feasibility study and land allocation to the ideal business mix, The TopBrass provides consultancy on all

aspects of facility Development. The project in divided into various segments. The client can choose the

services required based on the project need.

Following are the projects company is associated with:

Health and wellness Resorts, Clubs and Convention Centers

Hospitals and research institutes.

Hospital canteens, catering and facility management systems.

Healthcare education delivery projects, colleges, training institutes etc

Recruitment and executive search

At The TopBrass, we provide recruitment solutions with a high degree of professionalism and

confidentiality. Our understanding and involvement with the service industry has come about over many

years. We consider our relationships with our clients and candidates as our assets. We plan our processes

on two fields first one is the Human Resource match, where a human resource specialist scan the resumes

for a team match and family match, once the human resource part is matched (salary, location, timings

etc) then a domain specialist scans the shortlisted resumes for an operational match (if the candidate


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credentials match the technical requirements of the position) these are specialist doctors in the particular

faculty!

Thus candidates are better matched and hence are more likely to have successful longer associations!

Training and Development

The essence of each training program conducted by The TopBrass is to transform the participant from

being a departmental worker to experience creator. It is imperative for any successful healthcare venture

to have employees who want to serve the patients rather than being made to serve the patients.

The TopBrass Verticals

Following are the verticals of the company:

1) The TopBrass Learning SolutionsInnovative Online Learning tools for the healthcare industry, clients can chose to lose weight

through company's innovative Naturalean Technique for as little as Rs. 500/- per month with a

weight loss of 3 kg per month - no pills!! Or can prepare for the MCI screening exam with

it'sMLearn process - creating successes!

2) The TopBrassHealthcare recruitments and team creations -

Company specialize in healthcare recruitments and the expertise speaks through it's distinguished

client list with names like St Stephens hospitals as it's esteemed members!

3) TeamTeleradTele Radiology Network - a simple yet complex network of facilities linked to radiologists across

the country leading to provision of top of the line diagnostic expertise access to off located

healthcare units - Empowering Rural India.

4) The MediTrainersTraining the Paramedics to Perfection a 110 strong database of videos on healthcare in all Indian

regional languages with related notes and posters in the chosen language, making healthcare

training a breeze for off located healthcare units - all at just Rs. 950/- per session of training!


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Now you can train your nurses, paramedics for as little as Rs 950/- per session!! What's more - the

training happens in the local language videos and notes and posters in local language as well!

Scope of The Policy

The Policy is applicable to all the employees of The Top Brass across all grades, locations and

departments.

Essential Framework

THE TOP BRASS will work towards designing and institutionalizing the following essential

frameworks/process to ensure the effective deployment of this policy:

1. Productivity and Staffing norms: The company will undertake a process of setting these normsthrough internalbenchmarking across different locations

2. Competency Framework: The company will invest in defining a competency framework which willconsist of the following: Managerial and Technical competencies for all functions Proficiency scale

and competency benchmarks for each unique position, which would define the expected level of

proficiency for each competency.

This framework will guide the interview and selection process and ensure the right that only those

candidates who fit with the organizational requirements are hired.

3. Job Evaluations: A job evaluation/classification exercise will be conducted to understand the value ofeach job so that each job is attached a value or a corresponding grade. A mismatch between required

vacany and candidate (Doctor) will lead to broken trust on the efficiency of firm by the Hospitals.

4. Interviewer Training: A process to certify internal interviewers in selection skills will facilitate instandardization of the process, thereby ensuring the quality of recruitment.

5. Internal Database: An automated database consisting of potential candidates (resumes) willscientifically strengthen the recruitment function with the Company.

6. Grade Structure: Grades are a way of grouping jobs of similar value. The company shouldeventually move to a job value system where each job has a unique value. The main objective is to


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rationalize and simplify the existing grade structure so as improve efficiency in HR processes and to

flatten the organizational structure, thereby improving performance effectiveness.

Manpower Planning

Manpower planning is a key input to the recruitment process. The objective of manpower planning is to

determine the human resource needs of the organization and secure qualified people to meet thoserequirements both through internal and external recruitment. Manpower productivity and staffing norms

will form the basis of manpower planning process, since these will help set standards while forecasting

manpower requirements.

The following schematic outlines the various stages and timeliness for the Manpower Planning process of

the Company.

The overall annual business plan for the Company will be broken down into plans and targets for each

individual department. Each department will calculate their grade wise manpower requirements based on

the staffing norms, and provide quarterly and monthly manpower requirements to corporate HR.

Manpower Inventory: HR will prepare the current manpower status of each department, including an

analysis of the current manpower at each location, grade and skill summary.

Identifying Manpower Gaps The existing number of employees and their skill levels will be compared

with the forecasted requirements to identify qualitative and quantitative gaps.

Options for redeployment through retaining, transfers, promotions will be considered. Where these

options do not exist, options for recruiting from external sources will be taken into account.

Manpower Plans

On the basis of the identified gaps, HR will prepare an overall manpower plan which provides adequate

lead time for transfers, retaining, promotions and external hiring. The plan will also contain details on:

Department wise numbers for transfers, retaining and promotions. Department wise numbers forexternal recruitment.


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The final manpower plan will be prepared. Once completed, it will be put up for approval by all

department heads and the Managing Director.

Recruitments

THE TOP BRASSS is equal opportunity employer and does not distinguish between potential candidates

based on age, gender, disability, nationality, ethnic origin, sexual orientation, religion, race, color and

family status.

Even after the manpower plan is approved, all vacancies will be filled only after the formal requests have

been to fill these vacancies. All requests for a new position must be sent to HR in a Manpower Requisition

Form after approval from the HOD. Human

Resource will then manage the process of recruitment and selection with inputs from the line function.

Internal Recruitment

The Company believes in offering opportunities for growth and career progression to its employees; thus

each time a requirement arises, internal recruitment will be a preferred mode. For every vacancy arises

below. Level, an option of filling the post initially will be considered. HR will place an advertisement

on the intranet. The advertisement will contain the following details:

a. Job Profileb. Educational qualifications, Skills, Experiencec. Last date of receiving Applicationsd. Contact person in HR

All Applications will be screened for the eligibility against pre-determined criteria for the vacancy. HR

will prepare a list of eligible applicants and seek approval from the respective Reporting Manager and

Departmental Head. If approval is given, HR will send a notification to the eligible candidates via email.

Applicants who are not found eligible will also be notified via email.

If no suitable applicants apply within one week from the date of posting the advertisement,external recruitment is initiated.


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Eligible candidates will undergo a panel interview. Travel for Interview: As per eligibility in current grade . Compensation fitment: Wherever the employee is moving to a higher value job, compensation will

be undertaken as if the individual is a new hire.

Handover period: Before the employee takes over his/her new position, there will be a handover period of

one month. However this maybe reduced at the discretion of the current Reporting Manager.

Relocation: If the employee needs to relocate to a different city to take up the new position, the company

will reimburse as per the relocation policy.

External Recruitment

Entry Level Recruitment Entry-level recruitment is used for fresh graduates (MBBS/BDS) who are taken

as INTERNS in the Hospitals.

One year internship is mandatory for all medical graduates for continuing their medical practice.

If candidate possess less than one year of work experience, he/she will be treated as a fresh hire(entry level recruitment).

Depending upon the requirements projected in the Hospitals , the company will recruit in thecountry.

Recruitment Process

The recruitment process for the Doctors will be as initiated as:

Creating TIE UPS with Hospitals government, semi- government as well as private. Tie Up fees is Rs 50,000 + 8.33% of annual CTC. Non member organisations are charged 12.5% of annual CTC.

MEMBERS IN RECRUITMENT & SELECTION PROCEDURE

HR Department of THE TOP BRASS Medical professionals who are the part of The Top Brass Clients (Hospitals) Candidates (Doctors)


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Pre Recruitment Conversation with clients:

HR will coordinate with the Placement Cell of the various Hospitals and create Tie Ups, so that they

would contact organisation directly on requirement of any vacany. This is done through:

Cold calling in various hospitals to maintain Database. Fixation of meetings with the MEDICAL DIRECTORS OF Hospitals with the Managing Director

of The Top Brass, Dr Pranav Sharma.

Pre Recruitment Conversation with Doctors (Candidates):

HR Department maintains a relations with candidates by:

Getting access to resumes of Doctors from Naukri.com. Calling doctors for Data Validation

Eligibility

The following eligibility criteria will be used to short list candidate:

a. A minimum required qualification of MBBS/BDS according to desired specialisation.b. A Post Graduate specialised Degree in the required vacancy field.c. Experience required according to the desired post n salary.

Selection Process

Only candidates whose Resume fulfils the desired eligibility will be accepted.

All eligible candidates will be called by the HR people of the firm for selection process:

Candidates are explained about vacany along with Hospital, place, post, salary, working scheduleetc.

if interested, candidates are called for a HR interview which taken by HR Department of the TheTop Brass, making sure that candidates fulfils all requirements and will be comfortable in the

offered post.


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If selected, candidates is further called for Professional Interview which taken by the highlyqualified Doctors who can judge the capability of candidate and are the part of The Top Brass.

On Clearing the technical interview as well , candidate is made to be suggested for the desiredpost, by the client( Hospital).

Now the client (Hospital) according to its norms and policy may interview candidate again or canrecruit directly.

Suggested Selection Criteria for Doctors

It is imperative to not only recruit those candidates 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. AcademicsFocus on Doctors who have consistently done exceptionally wellb. Extra and Co curricular activitiesFocus on practice and innovations.c. Personality and AttitudeFocus on Communication, Presentation and Teamwork

1.5 PROBLEM FORMULATION

Recruitment & Selection is about selecting the best candidate who fill andfits the vacancies available.

But, this exercise is to be applied by on companies work basis. Few companies use proper methods for

recruitment & selection as this process involves cost also. And in small companies, companies most of the

time uses expert reviews . So, there is a question arise that how much importance this recruitment &

selection holds and how much importance the methods holds which can be used in recruitment &

selection.

Problem is taken in this study :

Do we need proper formal structure for recruitment & selection or we can use any informal method.

1.6 SCOPE OF THE STUDY

The key points of my research study are:-

1. To study the facts about The Top Brass

2. To understand recruitment and selection procedure at THE TOP BRASS.

3. To give recommendations in the recruitment and selection procedure of Doctors in Healthcare industry.


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2. LITERATURE REVIEW

Applicant recruitment and employee selection form a major part of an organization's overall resourcing

strategies, which identify and secure people needed for the organization to survive and succeed in the

short- to medium-term. Recruitment activities need to be responsive to the increasingly competitive

market to secure suitably qualified and capable recruits at all levels. To be effective, these initiatives need

to include how and when to source the best recruits, internally or externally. Common to the success of

either are: well-defined organizational structures with sound job design, robust task and person

specification and versatile selection processes, reward, employment relations and human resource policies,

underpinned by a commitment for strong employer branding and employee engagement and onboarding

strategies.

Internal recruitment can provide the most cost-effective source for recruits if the potential of the existing

pool of employees has been enhanced through training, development and other performance-enhancing

activities such as performance appraisal, succession planning and development centres to review

performance and assess employee development needs and promotional potential.

Increasingly, securing the best quality candidates for almost all organizations relies, at least occasionally if

not substantially, on external recruitment methods. Rapidly changing business models demand skill and

experience that cannot be sourced or rapidly enough developed from the existing employee base. It would

be unusual for an organization to undertake all aspects of the recruitment process without support from

third-party dedicated recruitment firms. This may involve a range of support services, such as: provision

of CVs or resumes, identifying recruitment media, advertisement design and media placement for job

vacancies, candidate response handling, shortlisting, conducting aptitude testing, preliminary interviews or

reference and qualification verification. Typically, small organizations may not have in-house resources

or, in common with larger organizations, may not possess the particular skill-set required to undertake a

specific recruitment assignment. Where requirements arise, these are referred on an ad hoc basis to

government job centres or commercially-run employment agencies.

Except in sectors where high-volume recruitment is the norm, an organization faced with sudden,

unexpected requirements for an unusually large number of new recruits often delegates the task to a

specialist external recruiter. Sourcing executive-level and senior management as well as the acquisition of

scarce or high-potential recruits has been a long-established market serviced by a wide range of search

and selection orheadhunting consultancies, which typically form long-standing relationships with their

client organizations. Finally, certain organizations with sophisticated HR practices have identified a
http://en.wikipedia.org/wiki/Employment_relationshttp://en.wikipedia.org/wiki/Human_resource_policieshttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Succession_planninghttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Curriculum_vitaehttp://en.wikipedia.org/wiki/Short_listhttp://en.wikipedia.org/wiki/Aptitude_testhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Job_centrehttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Executive_(management)http://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Headhuntinghttp://en.wikipedia.org/wiki/Headhuntinghttp://en.wikipedia.org/wiki/Headhuntinghttp://en.wikipedia.org/wiki/Headhuntinghttp://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Executive_(management)http://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Job_centrehttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Aptitude_testhttp://en.wikipedia.org/wiki/Short_listhttp://en.wikipedia.org/wiki/Curriculum_vitaehttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Succession_planninghttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Human_resource_policieshttp://en.wikipedia.org/wiki/Employment_relations


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strategic advantage in outsourcing complete responsibility for all workforce procurement to one or more

third-party recruitment agencies or consultancies. In the most sophisticated of these arrangements the

external recruitment services provider may not only physically locate, or embed, their resourcing team(s)

in the client organization's offices, but work in tandem with the senior human resource management team

in developing the longer-term HR resourcing strategy and plan.

How Management Consulting Firms Influence Building and Leveraging of

Clients Competences: Towards a conceptual Framework.

The focus in research upon resources, dynamic capabilities and competences has challenged firms to

apply these concepts to improve their competitive position. Management consulting firms may assist

clients in these efforts. However, the roles that management consulting firms fulfill in these processes can

differ considerably and are under-researched. Therefore, insight in these different roles and the impact of

these roles on clients competitive positioning in their industries is required. The purpose of this paper

is to develop a conceptual framework that highlights the importance of distinguishing both roles and the

implications for management consulting firms and for their clients. We illustrate the framework by

elaborating on the relationship between both roles and the strategic renewal context of client firms. We

conclude by pointing out the increasing importance of the competence leverage role of management

consulting firms and how this development might contribute to a more hypercompetitive context for their

clients.

Author- Baaij. M.GInternational Journal of Innovation, Management and Technology, Vol. 1, No. 4, October 2010

ISSN: 2010-0248

Recruitment and Selection Process: A Case

Study of Hindustan Coca-Cola Beverage Pvt.Ltd,

Gangyal, Jammu, India

AbstractIn this research paper, study has been made aboutrecruitment and selection process of

Hindustan Coca-colaBeverage Private limited ,Gangyal in Jammu in India. Thestudy indicates that

although the company follows a welldefined recruitment policy. In most of the cases the companydoes

compensate the employees for the expenses incurred bythem. It is also observed that the company has got

all thedatabases fully computerized. All employees said that the
http://en.wikipedia.org/wiki/Recruitment_Process_Outsourcinghttp://en.wikipedia.org/wiki/Recruitment_Process_Outsourcing


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company hires consultancy firms or recruitment agency forhiring candidates. It can be said that in spite of

some odd factors,the company is doing well since establishment.

Index Termsrecruitment, selection, computerization

I. INTRODUCTIONThe term soft drink was originated to distinguishnon-alcoholic beverages from hard liquor, or spirits.

Softdrinks are non-alcoholic carbonated or non-carbonatedbeverages, usually containing a sweetening

agent, edibleacids, and natural or artificial flavors. Soft drinks include cola beverages, fruit-flavored

drinks, and ginger ale and rootbeer. Coffee, tea, milk, cocoa and undiluted fruit andvegetable juices are

not considered as soft drinks. A soft drink is a beverage that does not contain alcohol; generally itis also

implied that the drink does not contain milk or otherdairy products and that it is consumed while cold.

Theadjective soft specifies a lack of alcohol by way of contraston the term hard drink. The word drink,

while nominally neutral, sometimes carries connotations of alcoholic content.Beverages like colas,

flavored water, sparkling water, icedwater, sweet tea, lemonade, squash and fruit punch areamong the

most common types of soft drinks. While hotchocolate, hot tea, coffee, milk, tap water, juices and

milkshakes do not fall into this classification. Many carbonated soft drinks are optionally available in

versions sweetenedwith sugar or with non-caloric sweeteners.In other words; Any drink that is not hard

liquor can bereferred to as a 'soft drink'; however, in this piece 'soft drink'

refers to carbonated, sweetened beverages also known assoda or soda pop.

Regional names for soft drinks:

The terms used for soft drinks vary widely both by countryand regionally within some countries. Common

termsinclude pop, soda, coke, tonic, fizzy drinks, bubbly water,lemonade, circus water and cold drinks.

Carbonated softdrinks are commonly known as soda, pop, coke, cola or tonicin various parts of Unites

States. Fizzy drinks or soft drinks inCanada, Australia or South Africa. Our vision serves as theframework

for our Roadmap and guides every aspect of ourbusiness by describing what we need to accomplish in orderto continue achieving sustainable, quality

growth.Motivations and slogans of Coca-ColaPeople: Be a great place to work where people are

inspiredto be Partners: Nurture a winning network of customers andsuppliers, together we create mutual,

enduring value.Planet: Be a responsible citizen that makes a difference byhelping build and support

sustainable communities.Profit: Maximize long-term return to shareowners whilebeing mindful of our

overall responsibilities.


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Productivity: Be a highly effective, lean and fast-movingorganization.

Winning Culture: Winning Culture defines the attitudes and behaviors thatwill be required of us to make

our 2020 Vision a reality.

Live Values: Values serve as a compass for our actions and describehow we behave in the world.

Leadership: The courage to shape a better future

Collaboration: Leverage collective genius

Integrity: Be real

Accountability: If it is to be, it's up to me

Passion: Committed in heart and mind

Diversity: As inclusive as our brands

Quality: What we do, we do well

Focus on the Market:Focus on needs of our consumers, customers and franchise

Partners .Get out into the market and listen, observe and learn .Possess a world view

Focus on execution in the marketplace every day. Be insatiably curious.

OBJECTIVES of The Company

To engage Coca-Cola in exploring the viability andoptions for using their distribution networks in

developingcountries to distribute social products such as oral rehydration salts (ORS) andrelated educational materials onhealth, hygiene and sanitation.To help engage an appropriate international

NGO, orNGOs, to partner with Coca-Cola at a global level and locallevels on this initiative.To support

Coca-Cola and its partners in modelling different scenarios which combine Coca-Colas

distributionnetwork with local health initiatives in order to achieve ouraims.

To support Coca-Cola and its partners in selecting the mostpromising scenarios as the basis for field

trials.To support the international NGO, or NGOs, to engagelocal NGOs and local Health Institutions in


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order toundertake trials linking this idea with local supportinfrastructure. To engage and inform as many

people as possible,encouraging them to support this campaign, managingexpectations and offers of help

and promoting constructivedebate.To help gather and make available appropriate researchreports and

opinion in this area, and ensure that the group andits supporters are well-informed.

MARKET SHARE:

Coca-Cola is a leading player in the Indian beveragemarket with a 60 per cent share in the carbonated soft

drinkssegment, 36 per cent share in fruit drinks segment and 33 percent share in the packaged water.In

Jammu and Kashmir

Carbonated soft drink segment- 54%

Packaged water- 10%- 15%

Fruit drink segment- 30%

Coca-Cola Slogans:

2000Coca-Cola Enjoy

1993 - Always Coca-Cola

1990 - Cant Beat the Real Thing

1989Cant Beat the Feeling

1986Red, White and You

1982Coke Is It

1976Coke Adds Life

1971I d Like to Buy the World a Coke

1969Its the Real Thing

1963Things Go Better with Coke

1959Be Really Refreshed

1944Global High Sign

1942Its the Real Thing

1936Its the Refreshing Thing To Do

1929The Pause That Refreshes

II. PROFILE OF HCBPL JAMMU

A. History:

J&K is a state with very diverse geographical andecological environment. Mainly it has three provinces

i.e.Srinagar, Jammu &Ladakh. It has two plants, which aresituated at Jammu City & Srinagar. Srinagar

plant is not inoperation at present. Jammu plant is of Ground Field Plant(Not constructed by the company)


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(Other category of plant isGreen field plantConstructed by the Coca-Colacompanye.g. Dasna Plant).

For Jammu Location distribution is almosttotally indirect and company has 78 distributors and morethan

12500 customers all across the length and breadth ofJ&K from Kathua to Jammu, Rajouri, Poonch,

Doda,Kishtwar, Anantnag, Baramulla, and Leh - Ladakh. Despitemuch of the supply chain function being

centrally managed there is still vital importance of local suppliers for JammuLocation. J&K being at the

end of countrys north difficultaccessibility's additional taxation is important issues forsupply chain. There

is definitely need of vendor developmentin case of supply of many services and materials.

B. Brief DiscriptionAbout Jammu Unit:

This unit of Jammu was first started in 1973 under theownership of Parle Soft drinks. In 1973 it was a

FOBO.In the series of takeover in India in 1998-99, JammuBottling Company was taken over and since

then it is runningunder the name Hindustan Coca-Cola Beverages Pvt. Ltd.,It is COBO plant fully owned

by the company with aninstalled capacity of500 Bottles per Minutes.

The plant is spread in around 96,000 Square Feet area.This plant is capable of producing Returnable Glass

Bottles(RGB) & for market supply of PET, Cans & Tetra packs itdepends on other CocaCola plants.

Number of Distributors:

Year 2006 - 50

Year 2007 - 72

Year 2008 - 52

Year 2009 - 61

Year 2010 -78

Number of Outlets:

Year 200619525

Year 200720525

Year 200821600

Year 200922300

Year 201020,000

Number Of Cases Sold:

Year 200625 Lakhs

Year 200728.6 Lakhs

Year 200824.9 Lakhs

Year 200933 Lakhs (plan)

Year 2010 - 78 Lakhs

Brand Wise Market Share (Jammu Plant):


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2008 2009

(%) (%)

Crush 1.0 1.0

Kinley Soda 2.0 1.0

Sprite 8.0 8.0

KinleyWater 10.0 10.0

Coca-Cola 13.0 12.0

Mazaa Mango 16.0 18.0

Thums Up 17.0 16.4

Fanta 17.0 17.0

Limca 17.0 17.0

Under finance manager, there are two area financemanagers. Under Production Manager, there are

Chemistpersons who look after the quality .Persons who look afterthe maintenance part.

III. SCOPE OF STUDY

The scope of study is to observe the degree of satisfactionlevels of the employer as well as the employees

towards theprocess of recruitment and selection techniques adopted bythe company. It will also show the

deviations if any, towardsthis affect that will be experienced in research. Apart from

getting an idea of the techniques and methods in therecruitment procedures it will also give a close look at

theinsight of corporate culture prevailing out there in theorganization. This would not only help to

aquanaut with thecorporate environment but it would also enable to get a closelook at the various levels

authority responsibility relationshipprevailing in the organization. Also the stipulated time for theresearch

is insufficient to undergo an exhaustive study aboutthe topic assigned and moreover the scope of the

topic(recruitment and selection) is wide enough, so it is difficult to

cover all the topic within the stipulated time.

IV. RESEARCH METHODOLOGY

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

design, thesampling procedure, the data collection method, and analysis procedure. Out of total universe

15 respondents fromcoca-cola have been taken for convenience. The sampleprocedure chosen for this arestatistical sampling method.Here randomly employees are selected and interviewed.Information, which I

collected, was based on thequestionnaires filled up by the sample employees.Under secondary method I

took the help of variousreference books which I have mentioned in bibliography andalso by way of

surfing through the company website.

Primary Data


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Questionnaire: Corresponding to the nature of the stud y direct, structured questionnaires with a mixture

of close andopen-ended questions will be administered to the relevantrespondents within the Personnel

and other Departments ofthe organisation.

Secondary Data

Organizational literature: Any relevant literature availablefrom the organisation on the Company profile,

recruitment &selection procedures, Job specifications, department-wisebreak up of manpower strength

and the organisationalstructure.

Other Sources: Appropriate journals, magazines such asHuman Capital, relevant newspaper articles,

companybrochures and articles on www sites will also be used tosubstantiate the identified objectives.

Sampling Plan and DesignA questionnaire will be used for the purpose of research:

Questionnaire: To test the validity and effectiveness of therecruitment and selection procedures within the

organisationand to test the validity and effectiveness of the policies andprocedures within the

organisation.The basic rationale of Questionnaire is to ascertain theperception of the non-HR departments

in terms of the validityand effectiveness of the policies and procedures used by the

organisation. It is also in line with the assessment of anysuggestions/recommendations that the

respondents fromthese Departments might have in terms of the use of analternative source/device of

recruitment and selection, thanwhat already forms the current practice of the HRDepartment.

Questionnaire would be administered to 15 respondents,holding a senior designation within the

PersonnelDepartment of the organisation. It will also be administeredto at least 15 respondents belonging

to typical Departmentswithin the organisation and holding senior designationswithin their respective

Departments.Sampling ElementFor the purpose of administering the Questionnaire, the

respondents would comprise of personnel holding seniordesignations within the Personnel Department of

theorganisation. 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

holdingsenior designations within certain typical Departmentsidentified within the organisation, namely:

Stores

Finance

OperationsSample Extent: The extent of the sample is confined tothe Jammu operations of the HCBPL, specifically

to the Administration.

Sampling TechniqueJudgement Sampling would be used for the purpose ofchoosing the sample for the

purpose of administeringQuestionnaire. The identified expert would have a thorough knowledge about all

the respondents within the PersonnelDepartment of the organisation. Thus his/her expertise wouldbe

incorporated in locating, identifying and contacting therequired respondents.Again Judgement sampling


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would be effectively used inidentifying the typical non - HR Departments within theorganisation and

subsequently for the location andidentification of suitable respondents for Questionnaire.

V. ANALYSIS AND FINDINGS

The response entailed from the HR Department (asanalysed from Questionnaire) represents current

practicewithin the organisation in terms of the sources of recruitmentand selection devices used.

The analysis of the response entailed from all the otherdepartments (as analysed from Questionnaire)

forming thesample, represents the perception of the respondents fromthese Departments in terms of the

validity and effectivenessof the various sources/devices of recruitment/selection(specific to these

Departments)The analysis further entails anysuggestions/recommendations given by these non-HR

Departments (forming the sample for administeringQuestionnaire), in terms of any recruitment source

and/orselection device that should be deployed by the organisationapart from what already constitutes

current practice .The following points are taken into consideration for the

purpose of present analysis-

VI. CONCLUSION

This is concluded from the above mentioned studies thatthe performance of the company is nice. 120 out

of 120employers said that company maintains and managecandidates file including maintenance of

database to ensurecomprehensive data collection of candidates. 70 out of 120employers said that the

company spends about 20%-30% ofits total expenditure on recruitment and selection. 120 out of

120 employeess accepted the fact that coca-cola followsrecruitment and selection procedure. It basically

depends onthe post the candidate is applying for, in most of the cases themcompany does compensate the

employees for the expensesincurred by them. 70 out of 120 employers said that the

company compensates the employees for the expenses madeby them, while 50 employeres said no. 120

out of 120 employers said that company maintains and managescandidates file including maintenance of

database to ensurecomprehensive data collection of candidates. It can beconcluded that this company is

doing very well in the area ofsoft drinks if it is compared with the other competitors.

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Qualified Job Surfer: Its Time the PublicSector Catches the Wave, Public Personnel Management,

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About Authors

GeetaKumari- GeetaKumari did MBA in 2007 and M.Phil in BusinessAdministration in 2010. She is

serving as Assistant Professor in BusinessAdministration Department Since August 2008 at Gurgaon

College ofEngineering, Gurgaon, India.Jyoti Bhatt-Student of Department of Business Administration at

GurgaonCollege of Engineering, Gurgaon, India..K.M.Pandey-K.M.Pandey is serving as Professor in

Department ofMechanical Engineering, National Institute of Technology, Silchar, Asam,

India.

www.ijimt.org Author-GeetaKumari, JyotiBhat and K. M. Pandey,Member, IACSIT

3. OBJECTIVE & RESEARCH METHODOLOGY

3.1 OBJECTIVE OF THE STUDY

TO UNDERSTAND THE RECRUITMENT AND SELECTION PROCEDURE AT THE TOP BRASS

HEALTHCARE CONSULTING FIRM.

3.2 RESEARCH METHODOLOGY

A Research Methodology defines the purpose of the research, how it proceeds, how to measureprogress and what constitute success with respect to the objectives determined for carrying out the

research study.

The appropriate research design formulated is detailed below.

Exploratory research: this kind of research has the primary objective of development of insightsinto the problem. It studies the main area where the problem lies and also tries to evaluate some

appropriate courses of action.
http://www.ijimt.org/http://www.ijimt.org/http://www.ijimt.org/


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The research methodology for the present study has been adopted to reflect these realties and helpreach the logical conclusion in an objective and scientific manner.

The present study contemplated an exploratory research.

The research was Exploratory as it is based on a new concept of having a consulting firm for

Doctors, which is a unique and fresh concept. A standard and formal structure was derived for recruiting

and selecting Doctors

NATURE OF DATA

Primaydata :Primary Data is that which is first hand information and collected through interviews,

questionnaires and research.

Secondary data: secondary data that is already available and published .it could be internal and external

source of data. Internal source: which originates from the specific field or area where research is carried

out e.g. publish broachers, official reports etc.

External source: This originates outside the field of study like books, periodicals, journals, newspapers

and the Internet.

DATA COLLECTION

Primary Data has been used which is collected through Cold calling and interviews.

Secondary data has been used which is collected through books , written information provided by

technical expertise and internet and also through resumes of Doctors.

3.3A Case Study on RECRUITMENT AND SELECTION PRACTICES AND

PROCEDURES AT THE TOP BRASS.


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3.3.1Introduction :

At The TopBrass, we provide recruitment solutions with a high degree of professionalism and

confidentiality. Our understanding and involvement with the service industry has come about over many

years. We consider our relationships with our clients and candidates as our assets.

We plan our processes on two fields first one is the

(1)Human Resource match, where a human resource specialist scan the resumes for a team match and

family match, once the human resource part is matched (salary, location, timings etc)

(2)domain specialist scans the shortlisted resumes for an operational match (if the candidate credentials

match the technical requirements of the position) these are specialist doctors in the particular faculty!

Thus our candidates are better matched and hence are more likely to have successful longer associations!

In our recruitment process we strive to find the perfect match between the employers and the candidates,

something which we achieve by going the extra mile to really get to know both. We work towards the

point where we identify the right skill sets, personality types and life ambitions to fit the right work

culture.

Our search methodology involves identifying agents of change among the professionals in the industry.

We believe in providing provide human resource solutions rather than human resource for organizations.

3.3.2Objectives

The Main Objectives of the Recruitment Policy at THE TOP BRASS are outlined as follows:

Be the best Healthcare Consulting Firm Ensure availability of the rig

r&s project

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