Beruflich Dokumente
Kultur Dokumente
BAJAJ
INSTITUTE OF MANAGEMENT & RESEARCH
Approved by A.I.C.T.E & Affiliated to Uttar Pradesh Technical
University, Lucknow
Plot No. 2. Knowledge Park III, Greater Noida Uttar Pradesh 201308
Submitted By:
Niladari. S. Chatterjee
Yasmeen Fatima
GODREJ
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Date :
This is to certify that Ms. Yasmeen Fatima students of G.L.BAJAJ College, MBA I Year
(2014-2016) undertook
Recruitment" with special reference to GODREJ, Direct Sales under my supervision and
guidance.
This project report is an outcome of extensive study on the above subject and by their own
effort as well as dedication.
I recommend this to be evaluated and accepted.
B.B AGARWAL
(Associate Chief Manager)
GODREJ
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ACKNOWLEDGEMENTS
Any piece of research ,being a team work,is almost impossible to complete without the help
of others.It was learning experience to complete our training at GODREJ,DIRECT SALES.
This study also became possible through the whole hearted co-operation of many people as
well as the wellwishers.We deem it as an act of immense pleasure to acknowledge them here.
First and foremost we would like to thank our respected Dean Dr Mukul Gupta and Head of
Department Dr. Deepa Gupta for giving us opportunity to do Summer Internship Training in
Godrej.
Secondly, We would like to express our heartfelt gratitude to Mr. B.B AGARWAL ,
NILADARI. S. CHATTERJEE, PANKAJ CHIKARA and ARIJITA MUKHERJEE of
GODREJ DIRECT SALES , our guide, for constant guidance and suggestions.
Thirdly, I am also deeply indebted to my classmate from College, whose help, stimulating
suggestion and encouragement helped in all the time of research and in completion of project.
Lastly, We also acknowledge the constant support of our parents and our friends.
Date :
Place:
Yasmeen Fatima
GODREJ
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CONTENTS:
INTRODUCTION
PROFILE OF ORGANISATION
CONCEPTUAL & THEORITICAL BACGROUND
MODEL DEVELOPMENT AND DEVELOPMENT
HYPOTHESIS
ACTIVITIES PERFORMED DURING RESEARCH
JOB DESIGN
RESUME
DAILY VISIT REPORT
DATA ANALYSIS AND INTERPRETATION
FINDING
CONCLUSION
SUGESSION
APPENDIX
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CHAPTER 1:
Introduction To The
Study.
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The findings are confined only to this company which cannot be generalized to any other
companies.
QUESTIONAIRRE METHOD
The major motive of taking this method was that it covers large population at a time. One can
have direct contact with the respondents. The questionnaire was prepared with both closed
multiple choice questions and open ended questions for suggestion. This questionnaire was
used to take personal interview of the employees.
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Expedience -For example, include those items readily available or convenient to collect.
Using a target variance for an estimate to be derived from the sample eventually obtained.
Using a target for the power of a statistical test to be applied once the sample is collected.
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CHAPTER 2:
Profile Of the
Organization.
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Established in 1897, the Godrej Group has its roots in India's Swadeshi movement. Our
founder, Ardeshir Godrej, lawyer-turned-serial entrepreneur failed with a few businesses,
before he struck gold with the locks business that you know today. One of Indias most
trusted brands, with revenues of USD 4.1 billion, Godrej enjoys the patronage of over 600
million Indians across our consumer goods, real estate, appliances, agri and many other
businesses. You think of Godrej as such an integral part of India that you may be surprised
to know that over 25 per cent of our business is done overseas.
We promise Godrejites a culture of tough love; take serious bets on them and differentiate
basis performance. We also understand that our team members play multi-faceted roles and
so, we strongly encourage them to explore their whole selves. Our canvas is growing. In fact,
our Vision for 2020 is to be 10 times the size we were in 2010. We truly believe that while
our amazing past distinguishes us, we are only as good as what we do next.
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In conjunction with our vision for brighter living for all our stakeholders, we have
developed a long-term vision for playing our part in creating a more inclusive and greener
India. We have named this the Good & Green vision. By 2020 we aspire to do the
following:
1. Ensuring employability
India has 600 million people below the age of 25 out of which only 80 million (13%) are
employable. The effort is going to be on skilling these people such that they become
employable.
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Our Goal: To train 1 million rural and urban youth in skilled employment to increase their
wage
earning
potential.
In order for our businesses to truly become sustainable, efforts will be focused on creating
carbon neutral, zero waste, water positive and energy efficient businesses.
Our Goal: To become carbon neutral and water positive, achieve zero waste to landfill,
reduce specific energy consumption and increase our renewable energy sources.
The Godrej Group has already been working on these goals as we are signatories to the CII
code for Mission of Sustainable Growth (MSG) which is a 10-point program for
ecologically sustainable business growth.
A good product/ service is that which addresses a critical issue for people living below the
poverty line. The issue could be related to health, hygiene, water, sanitation, housing,
education or livelihoods.
A green product / service is that which reduces energy, water or material consumption by
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20%, GHG emissions by 20%, eliminates toxic materials or uses 100% recyclable,
renewable and / or natural material.
Our Goal: To have a third of our portfolio revenues comprise good and/or green products
and services defined as products that are environmentally superior or address a critical
social issue (e.g., health, sanitation, disease prevention) for consumers at the bottom of the
income pyramid.
The Labs interactions take the shape of curated events of different sizes, most of which are
held within the Godrej campus in Vikhroli and are free and open to attend for all Godrej
employees as well as members of the general public (RSVP is required for non-Godrej
attendees). These include regular monthly events like the Friday Fundas speaker and
performer series, and Film and Book Clubs, with filmmakers and authors in attendance
respectively
.
The Lab also organizes larger events within Mumbai including full day conferences like
Urban (Re)Imagination (January 2011), or events like the Kenya Hara (February 2012) and
Tadao Ando lectures (May 2012). Many of our events like the Museum of Memories
(December 2012) are hard to categorize. (This was a pop-up one-day only event with
performances, music, theatre, tea, yoga, live art, graffiti, videos, dance, robots, alternate
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reality games, and much more set in a 60,000 square foot warehouse that was destroyed the
following day). In addition to the above, we periodically host invitee-only closed-door salons
where we assemble multiple stakeholders around a particular theme (such as Indian design,
or technologies of change) to engage with each other.
VISION
Godrej in Every Home and Workplace
MISSION
Enriching Quality of Life Everyday Everywhere
VALUES
Integrity Trust To Serve Respect Environment
now called Pirojshanagar in the suburbs of Mumbai, where the Godrej Group has its
headquarters.
Godrej & Boyce Mfg. Co. Ltd., the holding company of the Godrej Group, started its
journey with the manufacture of high quality locks in 1897. Today, we have 15 diverse
business divisions offering consumer, office, and industrial products and services of the
highest
quality
to
every
corner
of
India
OUR BUSINESSES:
Appliances
AV Solutions (Prima)
Construction
Electricals & Electronics
Furniture (Interio)
Lawkim Motors
Locks
Material Handling
Precision Engineering
Precision Systems
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and
across
the
globe.
Process Equipment
Security Solutions
Storage Solutions
Tooling
Vending (Prima)
We value integrity, trust, service and respect for individuals and for the environment. We
pride ourselves for being one of Indias most respected corporate houses known for our
philanthropy and initiation of labour reforms besides being recognized for our fair,
transparent and ethical dealings. Our people are our assets who are groomed to deliver their
best. What makes us special? At Godrej, its more than a career. Its an opportunity to live
your dreams and be part of a culture that nurtures ambition, challenges and provides
freedom to operate and express your ideas.
The Godrej Group touches the lives of 400 million Indians who use at least one of our
products every single day. Our commitment to quality, attention to detail and customer
centricity has helped us earn the trust of generations of Indians
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BOARD OF DIRECTORS :
Jamshyd Godrej
Jamshyd Godrej is the Chairman of the Board of Godrej & Boyce Mfg. Co. Ltd. He
graduated in Mechanical Engineering from Illinois Institute of Technology, USA. He is the
Chairman of Aspen Institute India.
Adi Godrej
Adi Godrej is Chairman of the Godrej Group. The Godrej Group is mainly privately held,
an over 100 year-old family conglomerate, with operations in India and several other
countries.
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Nadir Godrej
Nadir Godrej is the Managing Director of Godrej Industries and Chairman, Godrej
Agrovet. He is also a Director of numerous firms including Godrej & Boyce, Godrej Foods
Kavas Petigara
of Scitech Corporation. He has been associated with chemical and allied business activities
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Vijay Crishna
Vijay Crishna is the Executive Director of Lawkim Motors Group. He joined Lawkim Ltd,
a bankrupt light engineering company taken over by the Godrej Group at the behest of
Phiroze Lam
Phiroze Lam is the Executive Director & President of the Company and has been
associated with the Company since 1975. Prior to joining Godrej, he was a partner in the
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KyamasPalia
KyamasPalia is the Executive Director (Finance) of the Company and has been associated
with the Company since 1970. He holds a Masters Degree in Commerce and a Diploma in
Pradip Shah
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Pradip Shah started IndAsia, a corporate finance and private equity advisory business, in
April 1998. IndAsia entered into a joint venture with AMP in 2001 for the private equity
business in India. Prior to starting IndAsia, he helped establish the Indocean Fund in 1994
in association with affiliates of Chase Capital Partners and Soros Fund Management.
Anita Ramachandran
Strategic HR. Cerebrus has a national presence with offices in the five metros and has 70
HR professionals.
Anil Verma
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Anil Verma is the Executive Director (Personnel & Administration) of the Company and
has been associated with the Company since 1983. He is an Engineering graduate and has
Navroze Godrej
Navroze directs strategy and innovation at Godrej & Boyce, India. His belief that the
innovation process can be used for identifying hidden opportunities which can ameliorate
the lives of people in unforeseeable ways led him to set up the Innovation Centre at Godrej
& Boyce.
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KekiElavia
for more than 40 years and was also a partner of S. R. Batliboi& Co- Chartered
Godrej Industries
India's leading manufacturer of oleochemicals making more than a hundred chemicals for
use in over two dozen industries. Its products also include edible oils, vanaspati and bakery
fats.
Godrej Properties
One of Indias leading real estate development companies focusing on residential,
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Godrej Agrovet
Diversified agribusiness company with interests in animal feed, oil palm plantations, agro
chemicals and poultry. It is indias largest animal feed company.
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Started in 2005 as a single fresh food store, it has today morphed into a much admired chain
of premium Gourmet Stores strategically located at high street locations in Mumbai,
Delhi/NCR, Pune, Hyderabad and Bangalore.
Other Companies
Godrej Infotech
Godrej Efacec Automation & Robotics
Geometric
International Operations
Frost Free
Direct Cool
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Air Conditioner
Window AC
Split AC
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Washing Machine
Fully Automatic
Semi Automatic
Microwave Ovens
Convection
Solo
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Medical Refrigerators
Furniture
Furniture
home,
for
office,
educational
institutions,
establishments,
labs, hospitals,
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shipyard...
FMCG
Real Estate
Residential,
commercial
and
township
developments.
Agri
AV Solutions
plantations,
video
agrochemical
conferencing
s and poultry.
solutions,
electronic copy
boards.
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Batteries
Chemicals
Godrej
and Oleochemicals
zinc
chloride,
alkaline &
rechargeable
batteries and a
range
of
chargers.
of
construction
services
Industrial
like automation,
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real
estate power
development,
ready
distribution,
concrete,
solutions
horticulture
green business
and
&
enviro- commissioning.
tech.
IT &
Locks
Software
Solutions
Locking
solutions
for
security needs
service to
industry.
ensure
optimum
safety.Some of
the well known
brand...
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Material
Motors
Handling
Specialized
Counter
custom
balance
compressor
trucks,
motors.
forklift
Calibration
trucks,
built
&
tyre Inspection
handlers,
all Services
(ISO
accre...
attachments
and
accessories.
Precision
Aerospace
Engineering
Machining
&
Critical
fabrication,
custom-built
precision
treatment,
engineering
assembly,
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equipments
for
testing
&
multiple supply
of
applications.
complex...
Process
Security
Equipment
Solutions
heat banking
exchangers,
automation
columns,
products,
and security
other
systems,
custom...
premises
security & hitech
doors.
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Storage
Tooling
Solutions
Die
casting
Warehousing
dies,
press
solutions,
tools,
automation
purpose
and
machines
consulting.
engineering
special
and
services.
Vending
High quality table top beverage
vending machines, services and
beverages.
Research shows some of the most popular reasons why companies choose direct sales .
Direct sales is a good way to own a business thus catering to gainful self employment.
Women empowerment and point of purchase
Convenience to customer
Direct sales offers flexible work schedules
Direct sales is a good way to earn extra income
Direct sales is a medium to attract customers through attractive schemes and prices.
Direct selling is the sale of a consumer product or service, person-to-person, away from a
fixed retail location, marketed through independent sales representatives who are sometimes
also referred to as consultants, distributors or other titles. Direct sellers are not employees of
the company. They are independent contractors who market and sell the products or services
of a company in return for a commission on those sales.
Orders are usually placed in person or via the consultants Web page. Sometimes the phone is
used to place orders or reorders, but only about 12% of sales take place this way. Home
shopping parties are the most widely recognized sales method, where friends, family or
acquaintances get together for a few hours to learn about or sample a range of products or
services. However, the majority (about 70%) of the direct selling industrys sales actually
occur using a one-to-one approach where one seller may present the products or services to a
single consumer.
Just about any product or service can be purchased through direct selling somewhere in the
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world. Many people think of cosmetics, wellness products and home dcor as products that
are often sold through direct sales, but add to that countless other product categories
including kitchen products, jewelry, clothing, organic gardening supplies, spa products,
scrapbooking supplies, rubber stamps and much, much more.
Direct selling should not be confused with other types of sales that take place away from a
fixed retail location such as magazine sales, home repair services, telemarketing,
wholesaling, real estate sales, or work-from-home businesses such as envelope stuffing or
product assembly.
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CHAPTER 3:
Conceptual Or
Theoretical
Background
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SOURCING:
Sourcing is the process of finding resumes within the recruitment process. Recruiters, both
third party and corporate, need to find qualified candidates for their open job orders,
oftentimes with very unique or niche work experience. Sourcing refers to the initial part of
recruiting (actually finding the candidates through a variety of methods.)
some recruiter perform the sourcing function through to placement; other recruiting
professionals specialize in only one aspect of the recruitment cycle.
Professional recruiters who specialize only in the initial procurement of names and candidates
are called sourcers.
Many larger companies and specialist staffing firms employ teams of sourcing
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The sourcers then hand off the candidates to a different department of team of recruiters
which handle qualification, interview, and placement.
Sourcing is many times used to refer to highly specialized talent searches.
Effective sourcing, therefore, requires a much deeper understanding of the industry and job
order that they are working on than simply looking at clusters of resume keywords. To source
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candidates productively, an experienced sourcing professional knows the best places to look
for great talent and the kind of experience to look for in individual resumes.
However, sourcing is also more than specialized resume search and candidate name
generation. Sourcing is also an integral part of any companys overall hiring and talent
acquisition strategy. Sourcing also refers to the strategy surrounding large portions of hiring
effort.
For example, it might be necessary to source the next generation of management talent
through a comprehensive college recruiting program. A company might need to formulate a
sourcing strategy for skilled machine operators in a certain city where they open a plant.
Sourcing is therefore not relegated to unique searches, but the term can encompass deep
organizational talent strategy issues and in general, the practice and need to acquire human
talent for any source of business need.
With the trend of globalization, sourcing strategy is at the forefront of recruiting issues.
Recruiting talent in different countries and in different languages presents a very difficult
challenge for any talent acquisition team. You can imagine that recruiting professionals
would not know where to begin to find talent overseas in a market that they do not
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understand. In many cases, the sourcing team might be local to the actual hiring effort, and
then send qualified candidates to a centralized corporate recruiting team. Modern sourcing
efforts are an incredibly complex aspect of the global talent supply chain. Effective sourcing
strategies not only leverage effective employment brands and marketing efforts, but take into
consideration hyperlocal factors of economy, education, and specialization of labor markets.
In the recruiting industry, therefore, sourcing when referred to as a tactic, often means
the practice of finding specialized candidates on the Internet or through phone work.
When referred to as a strategy, sourcing can mean a number of different broad hiring
initiatives or approaches to particular labor markets. Because of factors contributing to
increased complexity in sourcing, the trend of specialization within the recruiting function
continues unabated. Sourcing as a separate function will most likely continue, and the
sourcing role will continue to develop as a challenging and unique profession
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SOURCING RESOURCES
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Among larger employers, the resume search aspect of the recruitment process is
sometimes
delegated to specialized recruiters. Sourcing professionals specialize in finding resumes
through online recruiting and advanced use of search engines.
Tenured sourcers also add value to organizations by building competitive intelligence,
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creating lists for future hiring, generating referrals, and mapping out local and industry hiring
demand and compensation. Additionally, sourcing professionals will often consult with
employers to reduce recruitment costs and design and implement efficient recruitment
tactics.
Sourcing refers to finding job candidates through use of recruiting techniques. The
critical step of discovering candidates is performed by either an internal recruiter,
agency, or a designated sourcing professional (referred to as a sourcer).
Candidate sourcing activity usually ends when all of the information for a potential employee
is received by the candidate sourcer. To further develop potential employees, companies will
sometimes have a second person contact the people on the list to pre-screen the candidate
based on the job requirements and determination of the candidate interest level in hearing
about new job opportunities. This is called "candidate profiling" or "candidate prescreening".
Websites specifically used for candidate sourcing include LinkedIn, Facebook, Twitter,
internal ATS/CRM systems, ZoomInfo, Google, and large job boards, such as Monster,
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Sourcing professionals use one contact as leverage to discover the list of related industry
contacts. By doing this, sourcers generate large lists of potential candidates for which to
further profile and interview.
The actual act of sourcing for candidates is performed by either a recruiter (be it an internal
corporate recruiter or agency recruiter) or a dedicated recruiter just focused on the sourcing
function. The definition of sourcing needs to be clearly defined by what it is, as much as what
it is not. Candidate sourcing activity typically ends once the name, job title, job function and
contact information for the potential candidate is determined by the candidate sourcer. To
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further develop a list of names that were sourced some companies have a second person then
reach out to the names on the list to initiate a dialogue with them with the intention of prescreening the candidate against the job requirements and gauging the interest level in hearing
about new job opportunities.
This activity is called "candidate profiling" or "candidate pre-screening". The term candidate
sourcing should not be confused with candidate research.
In some situations a person that "sources" candidates can and will perform both 'primary' and
'secondary' sourcing techniques to identify candidates as well as the candidate profiling to
further pre-screen candidates but there is a growing market for experts solely focused on
"telephone sourcing", "internet sourcing/researching" and candidate profiling.
The actual act to source candidates can usually be split out into two clearly defined
techniques: primary sourcing and secondary sourcing.
PRIMARY (PHONE)
In recruiting and sourcing, this means the leveraging of techniques (primarily the phone) to
identify candidates with limited to no presence of these individuals in any easily accessible
public forum (the Internet, published list, etc.). It requires the uncovering of candidate
information via a primary means of calling directly into organizations to uncover data on
people, their role, title and responsibilities. The term "phone sourcers" or "phone name
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SECONDARY (INTERNET)
In recruiting and sourcing, this means using of techniques (primarily Internet research and
utilizing advanced Boolean operators) to identify candidates. Individuals in the recruiting
industry that have deep expertise in uncovering talent in the harder to reach places on the
internet (forums, blogs, alumni groups, conference attendee lists, personal home pages, social
networks etc.). With the boom of social networks and the more people sharing information
about themselves on the internet the amount of data has become unmanageable. Many time
sourcers turn to application to help them data mine this information. There are application for
every majors social site that allow you screen scrape informationThe term "internet sourcer",
"Internet name generator" or "internet researcher" generally applies to the use of secondary
sourcing techniques.
Sourcing for candidates refers to proactively identifying people who are either a) not actively
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looking for job opportunities (passive candidates) or b) candidates who are actively searching
for job opportunities (active candidates), though the industry also recognizes the existence of
'active candidate sourcing' using candidate databases, job boards and the like.
Though there has been much debate within the staffing community as to how to accurately
define an "active candidate" versus a "passive candidate," typically either term is irrelevant to
a candidate sourcer as the status of any particular candidate can change from moment to
moment or with a simple phone call from a recruiter that happens to present a job
opportunity.
The status of being an "active" or "passive" candidate is fluid and changes depending on the
circumstances, including the position being offered.
Activities related to sourcing in recruiting can also be categorized into "push activities" and
"pull activities." Push activities are activities undertaken to reach out to the target audience.
This generally includes headhunting, HTML mailers, referral follow-ups, etc.
Pull activities are activities that result in applicants coming to know of an opportunity on
their own. Pull activities may include the following: advertising on a microsite with a
registration process (this makes search engines index the ad), advertising (in newspapers, on
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cable TV, through flyers/leaflets, etc.), posting a job in job portals, etc.
In summary, a push activity is akin to a direct marketing activity, whereas pull activities are
more indirect marketing of the same concept. Both ideally result in applicants becoming
interested and the interest triggering a response (applying, referring, calling, sending an SMS,
etc.). These action triggers are also sometimes referred to as Call To Action (CTA) steps.
PROACTIVE TECHNIQUES
Networking with individuals to uncover candidates. This includes the use of social
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"Phone sourcing" or cold calling into companies that might contain individuals that
REACTIVE TECHNIQUE
INTERNET RESEARCHING
Internet research is a highly specialized field that takes time to master. Many of the best
sourcers started out as recruiters who found they enjoy the thrill of the hunt more than the
rest of the process and became successful because of their heightened research skills and
abilities. Another common origin for strong sourcers is from professions where research or
investigative skills are an imperative (journalists, librarians, fact-checkers, academic
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researchers, etc.), which is a common skillset within the field of competitive intelligence.
Several recruiters can rely on the same sourcer to generate leads and fill their pipelines with
pre-screened or pre-qualified candidates. Sourcers are often the initial point of contact with a
candidate, qualifying whether they are a real job seeker or just a job shopper. As a result,
sourcers are uniquely positioned to sell or pre-close candidates before the candidates enter
the rest of the recruitment process.
TELEPHONE SOURCING
Phone sourcing is using the telephone to gain information about a topic or person. In
personnel sourcing, the telephone is used to locate persons with specific titles or job functions
inside specific organizations. It is considered "primary" research and as such is not to be
confused with the practice of finding information elsewhere (on the Internet) and then using
the telephone to "check" it for verification (is the person "still there"; has the person's title
changed?). True phone sourcing is practiced by a minority in the personnel sourcing
community and requires a mastery of verbal communication techniques.
Telephone sourcing brings forth the majority of the existing workforce that are not locatable
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on the Internet.
It is a recognized fact that some industries/professions are better represented than others on
the Internet; Information Technology (IT) and Recruiting being some of the most well
represented.
DIVERSITY SOURCING
ACQUISOURCING
use. Acquisourcing is a solution for companies that are interested in acquihiring. There
is a school of thought that as demand increases for talent (especially technical talent) it
becomes harder and harder to recruit (acquire) that talent. Some companies are turning to a
technique called acquihiring wherein they acquire whole workforces by purchasing a
company just to acquire that company's workforce. Many times product lines and market
verticals are discarded in this process - the (only) objective being to acquire a talented
workforce. acqui-hiring (acquisition + hiring) translates to hiring by acquisition.
One feature that is driving acquihiring and the need for acquisourcing is the desire to acquire
whole teams inside companies because there is recognition emerging that development
efforts are many times enhanced by a team that already works well together.
The first step in candidates sourcing is to identify a number of potential candidates for an
open position. Nowadays recruiters are also using social networks to identify candidates.
This approach is limited because their work is not entirely dedicated to candidates sourcing.
Only a few companies have recruitment departments with a dedicated sourcing function with
the focus, training and expertise to source effectively - And those that do have a very limited
capacity.
At Serendi we regard the sourcing function as success critical and that is why we
have a ratio of 2:1 - two sourcing consultants to support one recruitment consultant.
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A professional talent sourcing strategy implies that all niches and candidate channels on the
web are searched for potential candidates. This means to contact and network extensively and
comprehensively with all appropriate profiles, to leverage professional networking sites and
sources like LinkedIn, Xing, Viadeo and Twitter and social networking sites and sources like
Facebook and MySpace. Searching these sites and the open web can be difficult and most
search strings when written are not well designed resulting in hundreds of results - so the
knowledge of how to build the right search strings is essential.
Once the pipeline of candidates has been built they need to be contacted. This requires an
email address, telephone number or the acceptance to connect on a network (social or
professional).
A dialogue is initiated to evaluate the interest of the candidate. Some of them will not be
interested in a new position, some will not have the required skills and some will not respond.
.
Is it worth all the effort? Definitely yes! Not only is the pool of potential candidates much
bigger with passive candidates, but we increase the likelihood of identifying more top talent
who would never be found through traditional sources like job boards.
And with an increased talent pipeline open positions can get closed faster, which
significantly reduces the time to hire.
However to keep talent sourcing efficient and cost effective professional setup, technology
and experience are needed.
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I firmly believe that candidate identification is the most critical step in the
talent.acquisition/recruiting life cycle you cant build a relationship with, receive a referral
from, network with, or hire someone you havent found in the first place.
From the very beginning of my recruiting career, Ive leveraged technology for talent
identification. Ive learned that searching databases, the Internet, and social media offers
intrinsic advantages over other methods of candidate sourcing, and Ive compiled a list of
what I believe are the top 10 best practices for searching for candidates.
So whether youre searching LinkedIn, Twitter, Facebook, Monster, your ATS/CRM, or
youre Googling for candidate leads on the Internet following and integrating these search
best practices into your candidate sourcing routine can dramatically increase your ability to
more quickly find more of the right people.
In particular order the steps are:
1.THINK BEFORE YOU SEARCH
Give me six hours to chop down a tree and I will spend the first four hours sharpening the
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2.
Adhere to the Cardinal Rule of Candidate Sourcing: take your understanding of the
position and intelligently select titles, skills, technologies, companies, responsibilities,
terms, etc. to include (or purposefully exclude!) in a query employing appropriate
Boolean / Extended Boolean operators, query modifiers, and semantic search
techniques.
3.
While reviewing the results of your initial searches to assess relevance, scan the
results for additional and alternate relevant titles, search terms, phrases, and companies
that you can incorporate into your next search
4.
Based upon the observed relevance of and intel gained from each successive
search, modify the search strings appropriately and run them again.
5.
Repeat steps 3 and 4 until an acceptably large volume of highly relevant results is
achieved.
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You should always take time to analyze your search criteria to assess the possibility that your
search terms may not find all qualified candidates, and in fact might actually be eliminating
viable candidates. I have found that the more time I spend on the front-end of a search, the
more relevant my results become, which in turn increases my productivity by enabling me to
find more and better candidates more quickly. Imagine that!
.
2: DO NOT OVERANALYZE RESUMES:
Chances are that the people you are trying to find and recruit are not professional resume
writers. Whether they are software engineers, lawyers, physical therapists, project managers,
or database administrators they are NOT professional resume writers, nor do I think
we should expect them to be.
Writing a great and 100% complete resume isnt easy. What is easy to forget to add some of
your responsibilities and every little detail of your professional experience (applications,
environments, etc.). Candidates may not think to express every last bit of their experience in
their resume and if youre looking specifically for one of those little bits and its not there,
its all too easy to assume that the person who wrote the resume doesnt have the requisite
experience youre looking for. Dont make assumptions about candidates from their resumes
give them the benefit of the doubt. Ever hear the phrase, Dont judge a book by its cover?
Resumes are by nature imperfect and are poor representations of a persons experience and
capabilities, so I suggest you apply what I call the 10-second rule: Dont read resumes
scan them. If you cant absolutely disqualify/rule out a candidate based on reviewing their
resume in 10 seconds, pick up the phone and call them.
Youll be pleasantly surprised. Youll call people you would not likely have called before, and
youll find out that some of those candidates actually DO have the skills and experience you
need it just wasnt obviously or explicitly expressed in their resume.
Always remember you (and/or your clients) hire PEOPLE, not PAPER.
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be aware that people who are in fact too junior or too senior for your current needs might fit
future needs. Additionally, people who are either too junior or too senior for a particular
position might work with or know someone who is an exact match.
my own database on on a job board, and once I made contact, they explained they were just
checking to see whats out there. Doesnt sound too active to me!
Also, just because a resume is 3-6+ months old you have NO idea what their job search
status is. You cannot safely assume they are not looking and are off the market.
They could be:
1.
Still passively looking, having not found the right match yet.
2.
Available because they are finishing up a contract position they took 3-6 months ago.
3.
In a new position, but extremely unhappy because its nothing like they were led to
believe it would be.
4.
In a new position, but their a) boss is leaving, b) position is in jeopardy due to layoffs,
c) division is being acquired, etc. you get the drift.
Ultimately, you should want to find the BEST candidates possible, regardless of silly job
search status labels (active, passive, blech!). Everyone is a candidate!
Never limit yourself to only searching resumes posted in the last 30 days some of the best
passive and active candidates have resumes 31 to 365 + days old.
And most people dont call them.
course not. Just because YOU didnt catch the fish you were looking for, it doesnt mean they
werent there to be caught.
And if youre the type who believes that the job board resume databases are filled with
active candidates, you might be surprised to know that approximately 75% of all resumes
in the major job boards resume databases are dated over 30 days old. Some are 2-4+ years
old. Are they still active candidates? Do you think anyones calling them?
Dont be a sourcing snob. As I pointed out in best practice 6 your goal should be to find
the BESTpossible candidates, regardless of what side of the tracks they live on.
found elsewhere and entered in! And when it comes to finding candidates on the Internet vs.
the job board resume databases, see these two articles for an eye-opening apples-to-apples
comparison of Monster vs. Google search results, see Monster vs. Google Round
1 and Round 2. Facts are facts, folks.
High yield sources of candidates are 1 Highly Searchable, and 2 Deep on candidate data. Of
the social networking sites out there, LinkedIn is the most searchable and has the deepest
candidate data, and you dont need more than a free account to leverage it like a rock star.
Also if you have access to any of the major job boards they have highly effective search
capability, actually have a larger percentage of passive job seekers than active, and they
have some fantastic candidates see best practices 6 and 7.
RECRUITMENT!
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Definition:
According to Edwin B. Flippo, It is a process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organisation. He further elaborates
it, terming it both negative and positive.
He says, It is often termed positive in that it stimulates people to apply for jobs, to increase
the hiring ratio, i.e. the number of applicants for a job. Selection, on the other hand, tends to
be negative because it rejects a good number of those who apply, leaving only the best to be
hired.
In the words of Dale Yoder, Recruitment is the process to discover the sources of manpower
to meet the requirements of the staffing schedule and to employ effective measures for
attracting that manpower in adequate numbers to facilitate effective selection of an efficient
working force.
In personnel recruitment, management tries to do far more than merely fill job openings. As a
routine the formula for personnel recruitment would be simple i.e., just fill the job with any
applicant who comes along.
PROCESS OF RECRUITMENT:
Recruitment Process Passes through the Following Stages:
(i) Searching out the sources from where required persons will be available for recruitment. If
young managers are to be recruited then institutions imparting instructions in business
administration will be the best source.
(ii) Developing the techniques to attract the suitable candidates. The goodwill and reputation
of an organisation in the market may be one method. The publicity about the company being
a professional employer may also assist in stimulating candidates to apply.
(iii) Using of good techniques to attract prospective candidates. There may be offers of
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2. Employment Conditions:
The employment conditions in an economy greatly affect recruitment process. In underdeveloped economies, employment opportunities are limited and there is no dearth of
prospective candidates. At the same time suitable candidates may not be available because of
lack of educational and technical facilities. If the availability of persons is more, then
selection from large number becomes easy. On the other hand, if there is a shortage of
qualified technical persons, then it will be difficult to locate suitable persons.
3. Salary Structure and Working Conditions:
The wages offered and working conditions prevailing in an enterprise greatly influence the
availability of personnel. If higher wages are paid as compared to similar concerns, the
enterprise will not face any difficulty in making recruitments. An organisation offering low
wages can face the problem of labour turnover.
The working conditions in an enterprise will determine job satisfaction of employees. An
enterprise offering good working conditions like proper sanitation, lighting, ventilation, etc.
would give more job satisfaction to employees and they may not leave their present job. On
the other hand, if employees leave the jobs due to unsatisfactory working conditions, it will
lead to fresh recruitment of new persons.
4. Rate of Growth:
The growth rate of an enterprise also affects recruitment process. An expanding concern will
require regular employment of new employees. There will also be promotions of existing
employees necessitating the filling up of those vacancies. A stagnant enterprise can recruit
persons only when present incumbent vacates his position on retirement, etc.
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In situations where multiple new jobs are created and recruited for the first time, or the nature
of a job has substantially changed, a job analysis might be undertaken to document
the knowledge, skills, abilities and other characteristics (KSAOs) required or sought for the
job. From these the relevant information is captured in such documents as job descriptions
and job specifications. Often, a company already has job descriptions for
existing positions. Where already drawn up, these documents may require review and
updating to reflect current requirements. Prior to the recruitment stage, a person specification
should be finalized to provide the recruiters with the project's requirements and objectives.
2. SOURCING
Sourcing is the use of one or more strategies to attract or identify candidates to fill job
vacancies. It may involve internal and/or external recruitment advertising, using appropriate
media, such as local or national newspapers, specialist recruitment media, professional
publications, window advertisements, job centers, or in a variety of ways via the internet.
Recruiters typically assess suitability for a job by looking for a candidate with the KSAOs
(see above) desirable for that job. They determine these via one or more of:
Job applications
RECRUITMENT PROCEDURE:
Before going to recruitment, careful study is needed about jobs which are to be kept under
recruitment. Careful study is nothing but doing Job analysis which is otherwise called as
collection of every information about the job so as to figure out exact candidate needed to
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HR manager needs careful attention and should be diligent while going for recruitment of
human resource, since it grabs attention of prospective employees at large. However it is not
so easy to find out skilled people. Hence various tests in selection process helps to identify
potential candidate needed for an organisation.
Coming to procedure for recruitment, it depends on nature and size of organisation. But
concept of recruitment is one and same.
Recruitment does in various modes which are basically categorised into two out of that first
one is internal recruitment and external recruitment, which are elaborately explained in
detailed below.
Whatever the mode of recruitment preferred by an organisation, it should be clear in what
An organisation needs and easily understandable by prospective employees at large so as to
avoid frivolous and unsolicited applications which will consume lot of time for an
organisation to identify them. Hence organisation should be clear and thoroughly check
before posting recruitment
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Contains information about gender needed for the jobs. (For example: Male
or
female)
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specifications
It contains most important information that is, Job description, which is the
statement of information about duties and responsibilities of the job
.
In planning recruiting activities, an organization needs to know how many applicants must be
recruited. Since some applicants may not be satisfactory an others may not accept the job
offers, and organization must recruit more applicants than it expects to hire. Now we will
discuss the different sources of recruitment that are available to organization:
Recruitment sources
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Internal Recruitment
External Recruitment
Promotions
College recruitment
Transfers
Employee Referrals
Employment agencies
Former Employees
Labour unions
Retrenched Employees
Basically organizations are available by the two main sources of recruitment which
are: Internal vs. External Recruiting
Advantages and disadvantages are associated with promoting from within the organization
(internal recruitment) and hiring from outside the organization (external recruitment) to fill
openings. from within generally is thought to be a positive force in rewarding
good work, and some organizations use it well indeed. However, if followed exclusively, it
has the major disadvantage of perpetuating old ways of operating. In addition, there are equal
employment concerns with using internal recruiting if protected-class members are not
already represented adequately in the organization.
The recruitment process begins when you know you need someone new in the Department,
either because an existing staff member has left, or because there is new work to be done. It
doesn't finish until after the appointment has been made.
The main stages are identified in the below flow chart
The hiring process is the process of reviewing applications, selecting the right
candidates to interview, testing candidates, choosing between candidates to make the
hiring decision and performing various pre-employment tests and checks.
During the hiring process, a human resources manager will use the following steps to
determine the best possible fit for the job:
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The first step Mr. Pugsley will take is to review the applications. Application review means
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reading each application that is received to determine whether the candidate possesses the
skills, education, experience or other qualifications needed for the job.
separate those candidates into who will be interviewed and who will be retained on file for a
period of time.
Testing candidates will be the next step and generally involves testing candidates for job
skills or knowledge to determine whether the candidate is qualified for the position. Tests
might include personality tests, skills tests and physical tests. We choose several
candidates and sent them all for testing. Once he receives the results of the testing, he will
narrow down the selection to fewer candidates.
Interviews are scheduled next. An interview is a meeting between the job seeker and the
employer to evaluate whether the candidate has the right qualifications for the job. Although
testing provided Mr. Pugsley with a good idea of whether the candidates would be right for
the job, the face-to-face interview will tell him more about the candidate, like personal
hygiene, timeliness and manners. Once the interviews have been completed, candidates will
be selected on the basis of the results of the testing and the interview. This step will narrow
the pool of candidates down even more. A set of pre-determined criteria is developed and
may include skills, knowledge, experience and education.
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Choosing a candidate is done by comparing the candidate's qualifications to a predetermined list of qualifications or criteria necessary to perform the job. Sometimes the
candidate selection is done by one person. Sometimes a committee peruses the applications
and interview notes and makes the decision. carefully review his interview
notes and test results for all of the candidates and make the final decision.
Once the right candidate is chosen, background checks and reference checks are
necessary.
Reference checks generally involve contacting references, who are usually professional
acquaintances that the candidate worked for in the past. Some common reference check
questions are length of employment, salary, work ethic and reason for separation.
COMMUNICATION
REPUTATION
APPROACHABILITY
We believe that these factors are precursors of peoples trustworthiness rather than
antecedents of affective commitment because they reflect patterns of behaviors signaling that
people from a firm are trustworthy.
COMMUNICATION
First, studies in various domains have documented that effective communication, defined as
the exchange of formal as well as informal (tacit) information, serves as a key vehicle to
build trust among parties.
REPUTATION:
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According yo me without effective communication skill no one will co-ordinate with us.
A second factor consists of the approachability of the people from the respective firms.
Approachability can be defined as the extent to which people of the respective firms are
easily reachable and whether their responses are timely. Although we did not retrieve this
factor in models of trust or commitment, it emerged repeatedly throughout our interviews.
We posit that approachability is an antecedent of trust because being approachable and
reachable is a concrete example of the reliability and predictability components that are
essential to knowledgebased trust.
APPROACHABILITY:
Third, HR managers do not rely solely on firsthand experience about the vendors
trustworthiness (signaled by the approachability and effective communication of people at the
HR vendorWe posit that HR managers will use others assessment of the fairness of an HR
service firm as an important informational element in assessing the trustworthiness of people
from that firm
. A stratified (in terms of region and industry) random sample of 20 Placement agencies,5
ngos10 private colleges was drawn from this list. Research assistants made telephone calls to
the department of these companies and asked whether they outsourced some of their
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Next, they asked the HR professional who was responsible for outsourcing (HR manager or
manager recruitment and selection) to complete the survey. A total of 20 respondents agreed
to participate in the study. Apart from time constraints, the primary reason for not
participating in the study was that the company did not outsource recruitment and selection
related activities.
Participating HR manager received the hyperlink to the survey, wherein they were told to
complete the survey with one specific HR vendor in mind. To increase the variation in the
sample of HR vendors and avoid positive response bias, HR managers were prompted to
think of either a short-term or a long-term partnership.
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CHAPTER :5
ACTIVITIES
PERFORMED
DURING
RESEARCH
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We started with training by detailed knowledge of all the appliance of Godrej from
From 13thjune we started performing field job that is sourcing and recruitment of
sales
executive in godrej direct sales.We visited number of Placement agencies, NGOs,
Colleges in order to source candidates for Sales Executive Job in Godrej Direct
Sales.
FIRSTLY ,We chalked out the plan by printing detailed Job Description of Sales
Executive Job in Godrej Direct Sales. Then we visited some of the Placement
agencies, NGOs, Colleges of our targeted area ie, SOUTH DELHI and GREATER
NOIDA.
SECONDLY, In our training period we went some of the Placement Agencies such
as :
1. VIVID FOUNDATION : Not got positive response.
2. MAVEN WORKFORCE: Met Komal mam and got positive response as she
3. assured that she will provide candidates soon for Sales Executive Job in
4. Godrej Direct Sales.
information and she provided five candidates for Sales Executive Job in Godrej Direct
Sales and all were selected.
5. PERSONEL JUNCTION: Invalid address .no such placement agencies
exist here.
LASTLY, We also contacted and reminded all the Placement agencies, NGOs,
Colleges to whom we visited till now in order to provide some more candidates for
sales executive job.
We uses following JOB DESCRIPTION and INITIAL SCREENING by following details
given below :
Profitable Business
No Escalation (Complaints)
QUALIFICATION:
EXPERIENCE:
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0-1 Year
ESSENTIALS:
SKILLS REQUIRED:
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RESUME
NAME :
PHOTO
FATHERS NAME :
QUALIFICATION:
CONTACT NUMBER:
ADDRESS:
ACHIEVEMENTS , if any:
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EXPERIENCE , if any:
CANDIDATES SIGNATURE
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SR NO.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
CANDIDATES
CONTACT
RESULT
NAME
PACHDEO
NISAR AHMED
ANAND
NANDLAL
YOGESH
SHIV
SONU
ATUL
DEEPAK
VIKAS
AKASH
PRADEEP
DEEPAK
RAVI
SACHIN SHARMA
UMA KANT
GOPAL
SOORAJ
NUMBER
9555671273
8933972847
7838710106
9782174521
9717652206
9873199295
8826735663
8586989409
8800176961
9654467365
9711180255
9953472524
9717416954
9560666652
9953582866
8802189335
9818239240
7503436169
REJECTED
REJECTED
REJECTED
SELECTED
SELECTED
SELECTED
SELECTED
REJECTED
SELECTED
SELECTED
SELECTED
SELECTED
SELECTED
SELECTED
SELECTED
SELECTED
SELECTED
SELECTED
The rapid growth of HR outsourcing exemplifies that for many organizations the decision to
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either make or buy HR activities swings toward the latter. Hence, it is pivotal that
researchers also shift their attention from identifying conditions related to the initial
outsourcing decision to psychological factors related to the continuity of the HR outsourcing
relationship. This study takes a first step in this direction by examining which factors are
related to HR managers commitment to continue the HR outsourcing relationship. Our
conceptual model distinguished between continuance and affective commitment. These two
forms of commitment are grounded in different theoretical frameworks
DESIRE
MOTIVATION
COMMITTMENT
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One key conclusion of our study was that positive, affective-based motivations for continuing
the outsourcing relationship (i.e., the desire for a relationship to continue) were related to a
qualitatively strengthened outsourcing relationship instead of negative motivations (i.e.,
constraints that keep it intact). In fact, affective commitment based on perceived value
congruence was related to the depth and frequency of outsourcing. Conversely, continuance
commitment based on specific investments was unrelated to outsourcing outcomes
They are not in line with assumptions underlying transaction-cost economics theory.
According to social exchange theory, the development of affective commitment and personal
relationships provides a mechanism other than dependency and switching costs to prolong the
relationship between partners. Our findings are also consistent with recent research revealing
that a shared vision can help partner organizations to believe that their goals are cooperatively
related so that they do not feel threatened by opportunistic behavior .
In fact, perceived shared values were significantly related to the development of an affective
bond with people from the partner firm.
. First, an explanation for the fact that continuance commitment was not related to
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CHAPTER:5
DATA ANALYSIS
&INTREPETATION:
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UNIVERSE:
The research work was accomplished in Gr. Noida and South Delhi.
SAMPLING UNIT:
The sampling unit was the colleges,universities,placement agencies and coaching institutes
Where we accomplished our my sourcing and recruitment process.
SAMPLE SIZE:
Sample size was 70-80
TYPES OF SAMPLING:
I took convenience sampling
RESEARCH DESIGN:
After this I design the method of Data collection;primary Data was collected by questionnaire
and scheduling method,observation,and Personal interview &secondary data was collected by
the websites.then I decided how much I needed for the research work.i collected 80
samples.Then I decided how to process and analyse the data after complete these work I
found some conclusion.on the basis of my conclusion I gave my suggestion to the company.
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OPINION
NO OF
PERCENTAGE
RESPONDENT
1
2
Yes
No
45
0
100%
0%
1st Qtr
2nd Qtr
the organization?
S.NO
OPINION
NO OF
PERCENTAGE
RESIDENT
1
Yes
15
No
50%
20%
To some extent
30%
YES
NO
TO SOME EXTENT
OPENION
NO OF
PERCENTAGE
1
2
YES
NO
RESPONDENT
60
30
95%
5%
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NO. OF RESPONDENT
YES
NO
5%
95%
4. Are you satisfied with the present recruitment and selection process for the post of
sales executive?
S.NO
OPENION
NO OF
PERCENTAGE
1
2
YES
NO
RESPONDENT
40
55
58%
42%
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RESPONDENT
YES
NO
42%
58%
5. Do you think the direct recruitment and selection practices is quite long process?
S.NO
OPENION
NO. OF
PERCENTAGE
1
2
YES
NO
RESPONDENT
25
70
89%
11%
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RESPONDENT
YES
NO
11%
89%
OPENION
NO. OF
PERCENTAGE
YES
NO
RESPONDENT
38
60
8%
92%
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YES
NO
8%
92%
7. could you easily navigate the website and easily find the application form?
S.NO
1
2
OPENION
NO OF
PERCENTAGE
YES
NO
RESPONDENT
80
20
80%
20%
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RESPONDENTS
YES
NO
20%
80%
8. .Did you feel that the there was enough information in the job pack(advert job
description and and person specification?to give you a clear of what the job entailed?
S.NO
OPENION
NO OF
PERCENTAGE
1
2
YES
NO
RESPONDENT
75
20
78.94%
21.05
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RESPONDENT
YES
NO
21%
79%
OPENION
NO. OF
PERCENTAGE
1
2
YES
NO
PERCENTAGE
39
24
92%
8%
RESPONENT
YES
NO
8%
92%
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10. .Did this impact on your decision to apply for a job on godrej co.
S.NO
1
2
OPENION
NO OF
PERCENTAGE
YES
NO
RESPONDENT
80
18
%
%
YES
NO
4%
96%
OPENION
NO OF
PERCENTAGE
YES
NO
RESPONDENT
50
30
62.5%
37.5%
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RESPONDENT
YES
NO
38%
63%
12. After being notified of the interview.did u have adequate time in order to make
arrangement to attend?
S.NO
1
2
OPENION
NO OF
PERCENTAGE
YES
NO
RESPONDENT
10
90
10%
90%
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RESPONDENT
YES
NO
10%
90%
13. were you able to access the co. building and car parking without any difficulties?
S.NO
OPENION
NO. OF
PERCENTAGE
1
2
YES
NO
RESPONDENT
67
25
95%
5%
RESPONDENT
YES
NO
5%
95%
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FINDINGS
SUGGESTIONS
AND
CONCLUSION
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FINDINGS:
.
We were interacted many big institutions like JAMIA placement incharge Dr.RIHAN
KHAN SURI who helped us a lot issued a letter of campus Drive without any
difficulties.This institutions can also provides best candidates for other post.
We were found that mostly candidate who were interested in sales executive post
but they were X pass.
We were also found that most of the placement agencies are fraud like vivid
foundation and other real agencies who were deal with co.on contract basis.
Etasha society career and development institute provides candidate without any
contract.it is a best ngo which helps poor people to improve their skills and enhanced
the capability in particular field.
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We went to Gr.Noida colleges mostly colleges deals with MBA and B.tech students
.they were not interested in sales executive.
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CONCLUSION:
GODREJ is a well reputed co, in the market .it was established in 1897 by
ARDHESHIR GODREJ ,it has more than23 branches and 51 showroom.they have
two corporates :
But we have done our internship in DIRECT SALES Its a part of godrej & boyce
manuf. Ltd.
it means that inducing and attracting more and more applicant to apply for job
through various sources like internal and external sources.we have done
external sources of recruitment like done campus drive in big institution like
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.Its a very big challenge for us.its too much difficult task but we have learned
INTERACTED
PERSONALITIES :
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MR.RIHAN KHAN
DIVYAKANT SHARMA
SUGGESTION
HIRING PEOPLE REMAINS ONE OF THE BIGGEST CHALLENGES AND
MYSTERIES FOR STARTUPS
You can use various services possible to find people through internet sites like
linkedin,google,twitter,facebook,naukri.com,monster.com etc.
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Scan every result very quickly and make a snap judgement call as to whether
you want to persue a relationship or not.
If you get nibble from contracting somene,make sure you follow up instantly
otherwise its just plan rude and you can very easily damage your reputation.
Should Provides petrol and diesal to tele salers with income because most of the
candidates reject the jobs of sales executives.
Dont angry on employees if they are not performing the task .firstly asked the
reason why they are not doing the job well.
You should be doing this every single day that youre actively recruiting.
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LIMITATIONS
Went to jamia milia islamia ,got receiving but not able to met placement incharge.
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APPENDIX
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a.Yes
b.No
4.Are you interested in this sales executive post?
a.Yes
b.No
5,could you easily navigate the website and easily find the application form?
a.Yes
b.No
6.Did you feel that the there was enough information in the job pack(advert job description
and and person specification?to give you a clear of what the job entailed?
a.Yes
b.No
7.Do you read our rewards and benefits?
a.yes
b.No
8.Did this impact on your decision to apply for a job on godrej co.
a.yes
b.No
9.Did you attend an interview?
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a.yes
b.No
10.After being notified of the interview.did u have adequate time in order to make
arrangement to attend?
a.Yes
b.No
11.were you able to access the co. building and car parking without any difficulties?
a.Yes
b.No
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BIBLIOGRAPHY:
www.google.com
www.wiipedia.org
www.linked.com
www.script.com
www.godrej.com
www.yahoo.com/question-answer/
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