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CHAPTER-1

Company Profile

Company Profile
The Coca-Cola Company is an American multinational beverage corporation
and manufacturer, retailer, and marketer of nonalcoholic beverage concentrates
and syrups, which is headquartered in Atlanta, Georgia. The company is best
known for its flagship product Coca-Cola, invented in 1886 by pharmacist John
Stith Pemberton in Columbus, Georgia. The Coca-Cola formula and brand was
bought in 1889 by Asa Griggs Candler (December 30, 1851 March 12, 1929),
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who incorporated The Coca-Cola Company in 1892. The company operates


a franchised distribution system dating from 1889 where The Coca-Cola
Company

only

produces

syrup

concentrate

which

is

then

sold

to

various bottlers throughout the world who hold an exclusive territory. The CocaCola

Company

owns

its anchor

bottler in

North

America, Coca-Cola

Refreshments.
Its stock is listed on the NYSE and is part of DJIA; S&P 500 index; the Russell
1000 Index; and the Russell 1000 Growth Stock Index. As of 2015, its chairman
and CEO is Muhtar Kent.

Acquisitions
The company has a long history of acquisitions. Coca-Cola acquired Minute
Maid in 1960, the Indian cola brand Thums Upin 1993, and Barq's in 1995. In
2001, it acquired the Odwalla brand of fruit juices, smoothies, and bars for
$181 million. In 2007, it acquired Fuze Beverage from founder Lance Collins
and Castanea Partners for an estimated $250 million. The company's 2009 bid to
buy a Chinese juice maker ended when China rejected its $2.4 billion bid for
the Huiyuan Juice Group on the grounds that it would be a virtual monopoly.
[11]

Nationalism was also thought to be a reason for aborting the deal. [12] In 1982,

Coca-Cola purchased Columbia Pictures for $692 million. It sold the movie
studio to Sony for $3 billion in 1989.

Revenue
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The Coca-Cola Company's Minute Maid group North America offices in Sugar
Land Town Square, Sugar Land, Texas, United States
According to the 2005 Annual Report, the company sells beverage products in
more than 200 countries. The report further states that of the more than
50 billion beverage servings of all types consumed worldwide every day,
beverages bearing the trademarks owned by or licensed to Coca-Cola account
for approximately 1.5 billion (the latest figure in 2010 shows that now they serve
1.6 billion drinks every day). Of these, beverages bearing the trademark "CocaCola" or "Coke" accounted for approximately 78% of the company's total gallon
sales.
Also according to the 2007 Annual Report, Coca-Cola had gallon sales
distributed as follows:

43% in the United States

37% in Mexico, India, Brazil, Japan and the People's Republic of China

20% spread throughout the rest of the world

In 2010, it was announced that Coca-Cola had become the first brand to top
1 billion in annual UK grocery sales.
Coca-Cola India Private Limited
Coca-Cola India Private Limited produces carbonated drinks. It offers soft
drinks, juice drinks, fruit drinks, and bottled water, as well as ice tea and cold
coffees. The company was incorporated in 1992 and is based in Gurgaon, India.
Coca-Cola India Private Limited operates as a subsidiary of The Coca-Cola
Company.
HCCBPL is the largest bottling partner of The Coca-Cola Company
(www.thecoca-colacompany.com) in India. It is a part of The Coca-Cola
Companys Bottling Investments Group (BIG) and responsible for the
manufacture, package, sale and distribution of beverages under the trademarks of
The Coca-Cola Company.

Coca-Cola India Pvt. Ltd. - (www.coca-colaindia.com) is a WhollyOwned

Subsidiary

of

The Coca-Cola Company, USA. While building the consumer franchise for The
Coca-Cola Company trademarks, it also leads world class governance systems
for the operations of all partners in bottling, suppliers, distributors and other
stakeholders.

Hindustan Coca-Cola Beverages Pvt. Ltd. - As part of the Bottling


Investments Group of The Coca-Cola Company, HCCBPL has 24 bottling plants
at strategic locations in various states spread across India. We cover
approximately 65% of bottling operations for the Coca-Cola System in India.

HCCBPL has an extensive distribution system spanning more than a


million outlets operating with world class execution standards. The focus of the
system is to develop strong customer value while delivering preferred choice of
refreshment at an arm's length of desire to the consumer.
HCCBPL's Product Portfolio has an extensive range to choose from :

Sparkling Beverages Coca-Cola, Diet Coke, Thums Up, Sprite, Fanta,


Limca, Kinley Soda, Schweppes Tonic Water.

Still

Beverages

Maaza,

Minute

Maid Pulpy

Orange,

Minute

Maid Nimbu Fresh, Minute Maid 100% Juices (Apple, Grapes, Orange, Mixed
Fruit), Minute Maid range of fruit flavoured drinks.

Water - Kinley, Bonaqua.

Over the years, Hindustan Coca-Cola Beverages Pvt. Ltd. has focused on
building world class operations based on principles of safety, profitability and
solid governance to claim sustained growth. As part of our journey of moving
towards being a World Class Company, we have strengthened our organization
in terms of Supply Chain, Infrastructure, Market Execution, People, Processes,
Compliance, Governance and Route-to-Market. This approach has enabled us to
build our portfolio through launching new packs and brands, coupled with a
competitive pricing strategy based on a balance of value pricing and eliminating
waste.

Vision , Mission and Value

SWOT ANALYSIS
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STRENGTH :
1.

Good brand image.

Good quality of flavor.

Customers satisfaction on Coca-Cola Company.

Coke has a good distribution network as it has a number of bottling facility.

WEAKNESS:
1

Low time of expiry date.

Less grievance handling.

Improper allocation of schemes.

Lack of advertisement of Coca Cola than Pepsi.

OPPORTUNITY:

High growth rate of cold drinks market.

Hotels, restaurants, parks can have good consumption of flavors.

Nursing home offering flooding for patients can have good consumption of
mineral water.

Major outlets should arrange some schemes for parties, marriage and
festivals.

Good and tasty flavors for healthy body.

THREATS:
1.

Presence of high level of competition in the market.

2.

Due to the problem of supply, people of rural areas fail to get their

demanded

quantity at the time of marriage or their special occasions.

BRINDAVAN AGRO INDUSTRIES PVT. LTD.


Brindavan Agro Industries Pvt. Ltd is a renowned group and is the First Bottler
for Coca-Cola India since 24th Oct 1993 and with its continuous efforts in 1994,
it has been awarded as Best Bottler of Company for two successive years. Thirst
of Success has led this group to be the Best Bottler in terms of Sales Growth in
the years, 2003 and 2004 respectively. It took a long time and a lot of efforts to
repeat the Golden History, but with our zeal we stood runner up to The Best
Bottler of Year-2007 and in the Year 2009 we again become the Best Bottler of
the Year with 82% Growth in Physical case.

The Crown of these achievements is to Mr. Gulab Chand Ladhani,


Managing Director and Chairman, Brindavan Agro Industries (P) Ltd., one who
has built the business from scratch to a Rs. 140 crore operation.
In the year 2005 company entered into the field of Wind Power Generation by
putting up 2 Wind Mills of 600KW each in Karnataka and later on 4 more Wind
Mills of 800KW each were installed at Karnataka and 2 wind mills at Jaiselmer
(Rajasthan) and at present the total installed capacity of wind Power Generation
is 6 KW with generation 110 Lac unit of Green power.
In the year 2008 the group has started construction of 141 Rooms Five Star hotel
under the brand name of Country Inn & Suites By Carlson (one of the Brands of
Carlson Hotels Worldwide, USA). We reviewed the project at length in 2010.
Keeping in view, the size of the property and its grandeur, we decided to switch
over to the brand 'RADISSON' which is an up market brand of Carlson Hotels
Worldwide. The Management of Carlson Hotels, USA agreed in principal to this
with certain changes in exterior & interior of Hotel Building. Accordingly, we
took up the restructuring of Front elevation & Public area and interior of the
hotel. Finally, the property got operational on 1st April 2011 with the flagship of
Radisson Hotel Agra. At present the Hotel is doing well and has made his solid
presence in the market.
Mr. Ladhani is a visionary and a hardcore businessman who had diversified his
business group by entering other industries of business, after the establishment
of the Bottling Business. Mr. Ladhani has also been charitable in discharging his

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services to the community and the society in every possible way whether it
is donations or community services.
"The success of the group lies with the human resources who have made
commendable efforts in every situation and delivered the desired results,
thereby performing better and better over the years."

COCA COLA BOTTLING


Beverage major, Coca Cola's Chhata bottling plant was inaugurated on 24
October, 2013.
The plant, owned by Brindavan Agro Industries, was set up with a total
investment of Rs 125 crore at Chhata in Uttar Pradesh.
The new plant has two bottling lines - a sparkling PET line and a sparkling glass
bottle line. Both the lines have the capacity to produce 600 bottles each per
minute.
In 2012, Coca Cola had announced an investment of $5 billion in India by 2020.
The company has already invested around $2 billion in the country between
1993 and 2011.
The investments in the country are being made to increase bottling lines, to add
new bottling plants, and to enhance back-end chain infrastructure as well as
marketing.

To become one of the fastest growing group in India, pursuing excellence in all
spheres and achieving it. With ideal diversification and innovation, the Group

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aims to become the most respectable, most sought after group in India where
employee's vision are fulfilled and planet is as significant as its profitability"
Our vision serves as the framework for our Roadmap and guides every aspect of
our business by describing what we need to accomplish in order to continue
achieving sustainable, quality growth.

Paritosh Ladhani
Executive Director

CHAPTER-2
Introduction of the topic
Recruitment and Selection Process
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The recruitment and selection (also recruitment and staffing) belongs to


value added HR Processes. The recruitment is about the ability of the
organization to source new employees, keeps the organization operating and
improving the quality of the human capital employed in the company. The
quality of the recruitment process is the main driver for the satisfaction of
managers with the services provided by Human Resources.
The main goal of the recruitment and selection is about finding the best
recruitment sources, hiring the best talents from the job market and keeping the
organization competitive on the job market. The recruitment and selection
process is about managing high volumes of job resumes and the ability to choose
the right candidates and pushing them quickly through the organization. The
recruitment process usually needs a strong support by the dedicated recruitment
software solution. It can be provided externally, or the software can be run
internally. Many vendors provide the recruitment software solution, but the
organization has to choose carefully the right solution to meet its needs.

Choose carefully the right solution to meet its needs.

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The recruitment process needs a complete process description. It is not


possible to solve the job candidates individually. HR Recruiters have to follow
the process, and they have to keep the candidates flowing to right managers to
achieve the consensus, and decision about the hire quickly. The described
process helps to set and achieve the right limits. The performance of the
recruitment process has to be measured, analyzed, and new, innovative
recruitment solutions have to be implemented. The recruitment is the expensive
HR Process, and it eats a large proportion of the HR budget. The recruitment is
about time to hire and the cost of hiring in most organizations. The HR is
responsible for the proper management of the process to improve the
performance of the recruitment process to keep the managers satisfied. The
competitive HR management always starts with the competitive recruitment
process. The organization builds the competitive advantage with its employees.
The recruitment process has to determine the best sources on the job market. The
HR Recruiters have to utilize the recruitment sources and managers have to
make the right and quick hiring decisions. This is the basic set-up of the
competitive recruitment process.

Main Recruitment and Staffing Areas

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Recruitment
Recruitment Process Description
Internal Recruitment
External Recruitment
Recruitment Sources Management
Recruitment Agencies Management
Recruitment Outsourcing
Recruitment Software
Staffing
General Staffing Rules and Principles
Job Design and Job Descriptions
Organizational Design and Organizational Planning
Headcount Planning and Headcount Management
Job Vacancies Management
Talent Gap Analysis
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The Recruitment Process Starts With a Vacancy Arising.


Job Analysis and Description
Once a vacancy arises the human resource manager will first identify and record
the responsibilities and tasks which are related to the job. After analyzing the
responsibilities and tasks they are noted down which becomes the Job
description for the job. It includes:

A job title
Department of the business in which the new employee would work
Details of the tasks to be performed
Responsibilities involved
Place in the hierarchical structure
Methods of assessing the performance

Job Specification
On the basis of Job description, a job specification is made. It is a document
which outlines the requirements, qualifications and qualities, skills and
knowledge required for the job. It is also known as person specification.
Job Advertisement
After completing the person specification (job specification) the vacancy is
advertised. It can be advertised internally (on the company notice board or
newsletter) or may be advertised externally in a newspaper or magazine. The
advertisement will usually contain the elements of a person specification with
additional information like the name and profile of the company, date and time
of interview, address of the company and the contact person etc.
Applications Received and Shortlisted

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Once a job is advertised, there might be hundreds of application received.


All of the applications received might not be suitable for the job. Thus a short
listing of the applications will be done. The applications most near to the job
specification will be called for interview and those who do not qualify the
criteria will be rejected.
Interview
The shortlisted candidates will be called for an interview to verify their
qualifications, personal qualities and aptitude for the job. It may involve a face
to face discussion between the interviewer and interviewee. The firm may also
conduct skill test, aptitude tests or personality test if it deems fit so.
Selecting the Suitable Candidate
The candidate who scores the maximum in the interview will be selected for the
job and given an appointment letter.

Effective Recruitment and Selection


The key to successful recruitment is to ensure that the criteria of suitability are
overt and relevant to the job itself. Once these criteria are agreed and shared it is
possible to make more rational decisions about someone's suitability for a job,
based on evidence rather than gut feeling or instinct. Effective recruitment and
selection should not be about the luck of the draw. Systematic planning and
preparation will increase the likelihood of taking on the right person. The key to
effective recruitment is preparation: knowing the job and what is required of

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someone to perform it well. The costs of recruiting the wrong person can be
significant. The cost of employing someone may be at least twice their salary
when factors such as training, expenses and employer's contributions to their
pension are added.
Incorrect assumptions about class, gender, ethnic group or physical ability, or
any other type of discrimination, can cloud your objectivity in recruitment and
selection. At worst this may contravene legislation that exists to protect
individuals from discrimination. Other prejudices may be generated by particular
organizational traditions regarding the type of person considered suitable.
However, it is important to ensure that the qualities of the successful applicant
match what the organization requires, perhaps in terms of being forward looking,
customer focused or market orientated. It is easy to discriminate in the
recruitment and selection process through personal responses and reactions to
certain types of people. The recruiter's perception is often influenced by striking
characteristics or similarities to themselves. This is called the halo effect and
can work in either a positive or negative direction (the latter is sometimes called
the horns effect). The halo effect acts as a filter to any information that
contradicts first impressions. For example, someone who attended the same
college or university as the recruiter would be at an advantage, while a person
not wearing a suit would not be management material. It is often the case that
people judge more favorably those individuals with whom they have something
in common. Ultimately, you are seeking the best person for the job and any
discrimination, intentional or not, may prevent you from achieving that.
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Before we look more closely at the recruitment process, spend about ten
minutes on the following activity.

Methods of Selection
The Interview as a Selection Method: Pros and Cons
Traditionally, the interview has been the main means of assessing the suitability
of candidates for a job. Almost all organizations use the interview at some stage
in their selection process. Similarly, most applicants expect to be interviewed.
Interviews are useful for assessing such personal characteristics as practical
intelligence and interpersonal and communication skills. The interview can be
used for answering applicants questions, selling the organization and
negotiating terms and conditions. It is a matter of debate whether an interview
accurately assesses ability at work, relevant experience and work skills. A further
problem with interviews is that factors that are not related to the job influence
the decision: clothing, color, ethnic origin, gender, accent, physical features or a
disability might be such factors. There is also evidence that interviewers make
decisions very rapidly on little information. You need to be aware of the
potential pitfalls in using selection interviews and may choose to supplement
them with a variety of tests. Some of these are considered below.

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Tests as a Selection Tool


There are various types of tests and ways in which they might be used as part of
the selection process. Before using any kind of test you should ensure that you
know why you are using it and how it relates to the job specification.
Selection tests
Aptitude Tests
Tests of physical ability: used for the selection of manual workers. For
example, a test of the ability to perform lifting operations might be used.
Mental ability tests: tests of literacy, numeracy and intelligence.
Analogous tests: tests which simulate some of the actual tasks in the job,
for example a typing or word-processing test for secretaries. Group
problem-solving exercises and presentations may be suitable for
managerial jobs.
Personality Tests
The use of these in selection comes from the assumption that certain jobs require
certain personalities and that test can identify them. The most common form of
personality test is questionnaires designed to rate respondents on various
personality dimensions. The individual is rated for being persuasive, socially
confident, competitive, decisive, introspective, artistic, conceptual, traditional,
independent, extravert, stable, optimistic, and so on. Most reputable personality
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tests need to be administered and scored by trained and licensed users.


Organizations selling personality tests usually recommend that they are not the
only method used for selection.
Assessment Centre
This is a process, rather than a place, that uses a number of selection techniques
in combination. A typical assessment centre would assemble 12 applicants after
screening and subject them to tests such as intelligence tests, presentations,
group work and interviews.
Tests can be very useful in the selection process as they actually replicate certain
parts of the job, whereas a selection interview can only indicate whether the
person has that ability. However, most tests are time-consuming to administer
and can be used indiscriminately. It would be very unusual to use a test as the
sole means of selecting and, particularly with personality tests, it should not be
the major evidence on which the decision to appoint or not is made. Very often
the results of personality tests are used in interviews as the basis for further
investigation and questioning about an applicant's abilities.
The Selection Interview
The aim of the selection interview is to determine whether the candidate is
interested in the job and competent to do it. A selection interview also has the
following functions:

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To explain the work of the organization, the job and any features such
as induction and probation
To set expectations on both sides, including a realistic discussion of any
potential difficulties (if appropriate)
To enable the candidate to assess whether they want the job being offered.
Selection interviews are not easy to conduct and it is preferable-some
organizations insist on it -that everyone involved has participated in some kind
of training. Most managers believe they can interview competently but probably
few have subjected their interviewing practice to close scrutiny and thought
about how they can improve their performance. Important decisions have to be
made, such as how many people should be on the interview panel, who would be
the most appropriate people, and what role they should play. One-to-one
selection interviews are difficult to conduct, not least because there is more
likelihood of subjectivity creeping in.
What Does the Interviewer(s) Need for the Interview?
Job description, person specification
Individual application forms, CVs, etc.
Details of terms and conditions of employment: hours of work, fringe
benefits, perks, etc.

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Information on general prospects, training, induction etc. within the


organization
What Does the Candidate Need?
Details of venue; to be met on arrival
Access to facilities: toilets, any special needs for candidates with
disabilities
Comfortable waiting area
Location Requirements
Suitable room and layout: consider whether formal or informal and what
type of setting to create
Freedom from interruptions and other discomforts and distractions such
as extraneous noise, uncomfortable furniture, extremes of temperature,
etc.
Appropriate access for people with special needs
Requirements of a Good Interview
A structured interview plan enabling the interviewer(s) to assess what
they are looking for in the candidate and whether the person:

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Could do the job (assessment against the person specification)

Could do the job (judgments of motivation and commitment)

Would fit (elements of person-organization fit)

(Note: a well-developed person specification should include criteria


relating to all three areas)
A clear idea of the areas of questioning for each candidate to check that
they fulfill the criteria
Agreement on the roles of those involved in the interview if there is a
panel: who will chair and how questions will be divided among the panel
members in an organized way
A disciplined approach to timing: enough time for each candidate and not
too many candidates per day.
Interviews have distinct and recognizable stages, and individuals have certain
expectations about what should happen when, but try not to become
reutilized or mechanistic in your approach.

Recruitment and Selection Process

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PURPOSE:
To define the recruitment and selection process for regular staff positions, which
involves identifying vacancies or new positions, posting these positions,
recruiting for them, and selecting, hiring, promoting, and transferring staff
employees.
POLICY:
The University is committed to filling positions with the best qualified
individuals. Recruiting and selecting candidates are the mutual responsibilities of
Human Resources (HR) and the departments/units where positions exist. The
University encourages promoting qualified University staff employees.
DEFINITIONS:
A regular position is a job that is expected to last at least twelve (12)
consecutive months. A regular staff employee who works twenty (20) hours per
week or more is eligible for benefits.
An applicant is an individual who requests to be considered for employment,
completes a profile/application via the online employment site (UChicago Jobs),
submits all required materials (such as a resume and other required documents
and information), identifies a specific job opening, expresses interest in a timely
manner, and is basically qualified for a specific job opening. Basically
qualified is defined as possessing the knowledge, skills, education, and
experience listed as required on a job posting.
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GUIDELINES:
All recruitment and selection efforts must be coordinated through HR. HR
provides guidance and assistance throughout the process.
The hiring manager may collaborate with the Human Resource Administrator
(HRA) and HR but has primary responsibility for overseeing the recruitment
and selection process to ensure the development of a comprehensive position
description, completion and retention of information and documentation. The
hiring manager has primary responsibility for ensuring employment decisions
are in compliance with University and department policies and procedures.
HR will review the selection process and employment decisions for
compliance with University policy and applicable law.
The HRA and hiring manager should attend training regarding staffing and
recruitment and affirmative action/equal employment opportunity and are
encouraged to participate in job fairs and other outreach efforts.
Recruitment
The HRA, hiring manager, and HR collaborate in developing and
documenting objective non-discriminatory criteria for a job posting. The
criteria used to screen job seekers include education, experience, essential
skills, abilities, and competencies.

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To post and fill a position, the HRA or hiring manager must complete a
requisition that identifies the job classification, duties, specific qualifications,
working conditions, and physical and mental requirements through the online
employment site.
Each position must be posted for at least seven (7) calendar days. Any
position posted for six (6) months will be removed from the online
employment site.
HR notifies units whether additional Affirmative Action (AA) efforts may be
needed to recruit for posted jobs or job groups. Prior to commencing
recruitment efforts, the hiring manager or HRA must submit specific plans
for expanded outreach efforts to HR-Staffing and Recruitment. HR-Staffing
and Recruitment will assist HRAs and hiring managers, in expanding
outreach efforts and recruiting applicants if the availability of women or
minorities is significantly greater than their incumbency in a job or group.
A job opening must first be posted on the UChicago Jobs Web site before
advertising through other avenues, including print ads or other Web sites. To
ensure compliance with regulations, all recruitment advertising must be
approved by HR.
Advertising and other notification of a vacancy or new position must be
nondiscriminatory and must include reference to the Universitys
commitment to affirmative action through equal opportunity using the

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following tagline: The University of Chicago is an Affirmative


Action/Equal Opportunity Employer. Advertisements must list the same
qualifications and job requirements.
A position posted via the Web site will also automatically appear on the
(AJE) Web site and/or other required sites.
The HRA or hiring manager should direct an interested job seeker to
complete the online application process. To be considered, a job seeker must
complete the online application process.
Unsolicited resumes should not be considered. Unsolicited resumes should be
directed to the HRA or HR-Staffing and Recruitment, which will direct
individuals to the online application process.
HR will provide reasonable accommodations to complete the application
process upon request by any applicant with a disability.
To comply with affirmative action requirements, certain data is requested as
part of the online application and new hire process. This voluntary
information is provided at the individuals discretion. However, such
information will be required as part of the employment process when an
applicant is hired.

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Search Firms
A unit considering the use of a search firm or employment agency must
consult with HR and use the standard University search firm agreement
template before making any arrangements with an outside firm or agency.
Any search conducted by an outside agency or search firm must meet the
same federal, state, local, and University guidelines as searches conducted
directly through HR. Departments/Units must consult with HR and, if
appropriate, the Office of Legal Counsel before agreeing to any substantive
changes to the search firm agreement template.
The search firm works on behalf of the University and is responsible for the
same applicant tracking HR would otherwise do, including keeping records
of Affirmative Action outreach efforts, and the recruitment and selection
process. The department/unit that contracts with a firm or agency is
responsible for ensuring that any firm or agency is fully informed regarding
its responsibilities for meeting the Universitys (AA/EEO) search
documentation responsibilities.
The search firm must submit a copy of all search records to the hiring
department/unit before the University processes payment of the final invoice
or expense reimbursement.

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Internal Applicants
The University encourages the consideration of current employees of the
University

for

open

positions

through

promotions

and

transfers.

Departments/Units and managers are encouraged to allow staff employees to


take reasonable time off for interviews.
A regular University staff employee in good standing who has successfully
completed his/her probationary period may apply for a posted position by
completing the online process. The probationary period lasts six (6) months
for staff employees paid monthly and three (3) months for staff employees
paid biweekly but may be extended upon the written approval of HR. The job
performance of staff employees who apply and are hired into new positions
will be closely reviewed (similar to a probationary period) during the first six
(6) months for staff employees paid monthly and three (3) months for staff
employees paid biweekly.
A regular University staff employee who has not completed the probationary
period, but who meets the stated basic requirements, may apply for a posted
position only with permission from the current supervisor and from HR.
A regular University staff employee who has progressed beyond the verbal
counseling or verbal warning corrective action step within the previous six
months may not apply for a posted position, unless permission is obtained

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from HR-Employee/Labor Relations (E/LR). (Policy U703 Progressive


Corrective Action)
Pursuing a job opportunity within the University should not in any way
jeopardize a staff employees present position. The hiring manager should
regard an application as confidential until the employee is a finalist and
references are to be checked.
The University also encourages the consideration of individuals associated
with the University (e.g., alumni, spouses/partners of faculty, staff, and
students) when appropriate and consistent with University policy and
applicable law.
Selection
The hiring manager may consider candidates immediately upon receipt of all
application materials, including reviewing resumes for basic qualifications. A
job seeker who does not meet all the required qualifications as provided in
the job posting is not an applicant and should not be considered.
Selection must be based on job-related qualifications including, but not
limited to: required and preferred education; experience; knowledge, skills,
and abilities as identified in the job description; and references.
Qualifications including mental and physical demands must be bona fide
occupational qualifications. An applicant who is hired must meet the required

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qualifications listed in the job description, and may not, directly or


indirectly, provide the University with funding to support the position.
The applicant pool should be sufficient to enable selection of qualified
applicants for interviews. If not, the HRA or hiring manager should contact
HR to discuss further recruitment efforts. If there are no well qualified
candidates for a position and qualifications are modified to increase the
applicant pool, the position must be re-posted for at least seven (7) calendar
days, and all applicants for the re-posted position must be considered.
The HRA or hiring manager must ensure consistent administration of the
interview process. Consistent administration includes equal treatment of
applicants, avoidance of discriminatory questions, and uniform interview
content.
Upon request by an applicant with a disability, the HRA or hiring manager
must provide reasonable accommodations, as determined by HR or the
Provosts Office during the interview and testing processes.
An applicant may be tested for job-related competencies using a properly
validated test or other selection procedure. Prior to administering a test or
other selection procedure, it must be disclosed to HR by the hiring
department/unit. To ensure compliance with federal guidelines for employee
selection procedures, HR in conjunction with departments/units will partner
with third parties such as industrial psychologists or other appropriate experts

32

to review and validate tests. The hiring departments/units shall be


responsible for the cost of review and validation by third party vendors.
When used, approved tests and selection procedures must be given to
applicants under equivalent conditions, must be scored, evaluated, and used
as a selection factor equally for applicants, and must be maintained with
other application and selection materials. Such information must be retained
with the search files for three (3) years following the date of the last action
on the position (e.g., start date, date candidates were notified of the position
being filled).
Reference and Background Checking
For guidance regarding reference and background checks.

Post Selection
Prior to making a verbal or written offer of employment, the HRA or hiring
manager must consult with HR regarding the starting salary of a new hire to
ensure nondiscrimination and equity. HR will collaborate with the HRA or
hiring manager to identify whether there are similarly situated staff
employees in the department/unit, to evaluate pay equity, and to determine
the starting salary based on authorized and legal factors.
A staff employee may not be offered or start in a position until the required
seven-day posting period has been completed and a proper search has been

33

conducted. In addition, HR verifies that a proposed hire is eligible for


University employment (e.g., meets the basic qualifications, completion of
the job profile, and if applicable, completion of the testing, completion of the
probationary period, not on corrective action, completion of the background
check, and not terminated for cause if previously employed by the
University).
The HRA or hiring manager should use a standard offer letter approved by
HR.
The hire must complete documents listed on the new hire checklist to be
entered into the payroll system.
After accepting a position, a University staff employee is responsible for
giving sufficient notice to his/her former unit; notification is as follows:
(i) for a staff employee paid monthly, provide at least one (1) month
advance notice.
(ii) for a staff employee paid biweekly, provide at least two (2) weeks
advance notice.
Upon beginning a new position in another unit or department, a
current employee will maintain accrued but unused sick,
vacation, and personal holiday time, which will be transferred to
the new unit.

34

The HRA or hiring manager must notify an unsuccessful applicant


who was interviewed by indicating the applicants status in Jobs and also
may send a letter or call the applicant. The HRA or hiring manager must
update the status of applicants in Jobs, review the list of not hired reasons,
and identify the reasons why the applicants were not selected such as did
not have preferred qualifications or less effective phone screen or
interview than applicant hired.

Document Retention
Recruitment and selection records must be maintained with the search
files for three (3) years following the date of last action on the position
(e.g., employees start date, or the date candidates were notified of the
position being filled). These include all materials sent to and received
from individuals who qualify as applicants as well as all job seekers who
request to be considered for the position. These records are listed below,
along with the assumed location where they are stored.
o Search firm contracts (unit and Procurement Services)
o Search firm records (unit and HR)
o Affirmative Action outreach efforts (unit and HR)
o Selection tests or other skills assessment activities (unit or
HR, depending on who conducts them)

35

o Reference checks and notes (unit or HR, depending on who


conducts them)
o Verification of degrees, licensure, other credentials (unit or
HR, depending on who conducts them)
o Background checks (HR)
o Resume
o Cover letter
o Profile
o Reasons why one candidate was selected over another
candidate (unit and
The following recruitment and selection information and documentation
also must be maintained by the department/unit that handled the
recruitment process for a minimum of 3 years:
o any search plan for the position;
o copies of any external ads or position announcements (both
print and electronic);
o a copy of the Equal Employment Opportunity (EEO) report
used to review the applicant pool;
o a list of any affirmative action and outreach efforts such as
job fairs and postings;

36

o documentation of any screening or other criteria used to


narrow the applicant pool;
o a list of applicants phone screened for the position;
o a list of questions, notes, and results of the phone screens;
o a list of applicants interviewed in person;
o a list of interview questions, notes, and results of the
interviews;
o a list of any tests administered to applicants and what these
tests evaluated;
o reference check questions;
o the names of references contacted and their responses;
o criteria used to develop the hiring salary offer; and
o a copy of the offer letter sent to the new hire.

9 Steps in the Recruitment and Selection Process

Step 1: Advertise the job position. Be clear and highlight the capabilities

needed for the job.

Step 2: Resume screening. The goal is to eliminate the applicants who


definitely don't fit the profile you are seeking. John recommends using a
screening tool to ensure you have an objective process to narrow the pool of
resumes.

Step 3: Phone interview. Use the phone interview as the second screening
device. Keep it to ten minutes.
37

Step 4: Face-to-face interview. This should last about an hour and be


held in a neutral place, not your office (example: conference room). Use the
same, predetermined questions with each applicant. Questions should focus

on the capabilities required for the job.

Step 5: Assessment. Use a predictive assessment tool.

Step 6: Secondary face-to-face interview. The goal is to clear up any


discrepancies, sell the candidates on the position, and broadly explain the
compensation package.

Step 7: Job Shadow. The purpose is to see if the applicant is a good


cultural fit. It also helps you identify whether the applicant is comfortable
with the actual job.

Step 8: Reference Check. Ask about their capabilities as it relates to the


job. Also ask about attribute match.

Step 9: Job Offer. Make sure the compensation plan offered is clear and
unambiguous.

CHAPTER-3
38

Recruitment and Selection in Coca Cola India


LtdHuman Resource and Recruitment and Selection in Coca
Cola India

Human resource is a term with which many organizations describe the


combination

of

traditionally

administrative

personnel

functions

with

performance, employee relations and resource planning. The field draws upon
concepts developed in industrial/organizational psychology. Human resources
have at least two related interpretations depending on context. The original usage
derives from political economy and economics, where it was traditionally called
labor, one of four factors of production. The more common usage within
corporations and businesses refers to the individuals within the firm, and to the
portion of the firm's organization that deals with hiring, firing, training and other
personnel issues.
The objective of Human Resources is to maximize the return on investment from
the organization's human capital and minimize financial risk. It is the
responsibility of human resource managers to conduct these activities in an
effective, legal, fair and consistent manner.
Human Resource Management Serves These Key Functions:
1. Recruitment & Selection.
39

1 Training and Development


2 Performance Evaluation and Management
3 Promotions
4 Redundancy
5 Industrial and Employee Relations
6 Record keeping of all personal data.
7 Compensation, pensions, bonuses etc in liaison with Payroll
8 Confidential advice to internal 'customers' in relation to problems at work.
9 Career development
Recruitment and Selection in Coca Cola India Ltd
Campus Placement
With an objective to infuse young talent in the organization and to cater the
need for future managerial talent- a Campus to Corporate programme has been
launched whereby prime campuses are visited, attracting the brightest and the
best from prestigious campuses across India .This gives Coca Cola India Ltd its
unmatched intellectual strength & a young talent pool, whereby future managers
are groomed and developed in fast track for future business Endeavours.
Every year Coca Cola India Ltd is infused with fresh talent and young blood,
giving Coca Cola India Ltd its youthful vigor. The management training
programme is comprises of content learning, Imbibing value systems and
context management. An intensive induction and an exhaustive training (one

40

year for Management Trainees & six month for sales trainees) makes
thorough professionals of these young recruits.

Coca Cola India Ltd Road Map: Campus Placement Process


- Campus Recruitment from Premier Business Schools
- Induction on Companys Vision, Mission and Values
- Business Understanding
- Management Interaction
- Presentation & Review
- Assessment
The process of campus recruitment comprises:
- Presentation & Audio Video on Coca Cola
- Personal profile Analysis of Students
- Group Discussion
- Personal Interview
- Result Sharing

Offer Letter -----> Induction -----> Training -----> Appraisal ----->


Confirmation
Summer-Internship
The Summer Internship Programme aims to widen the student's perspective by
providing an exposure to real life organizational and environmental situations.
41

Positioned between the first and second years, the programme is the most
effective aid in enabling organization to relate present business practice to the
prevailing management theory.

The organization is benefited from the objective and unbiased perspective the
student provides based on concepts and skills imbibed in the first year at the
institute. The summer interns also serve as unofficial spokespersons of the
organization and help in image building on campus.
Typically, projects are interdisciplinary and involve assigning independent
responsibility to the summer interns, under the guidance of a senior executive.
Often the project assignment is confidential and proprietary in nature, which
reflects the confidence imposed in the intern by the organization. The work done
by the summer interns are greatly appreciated by the organization and significant
numbers of their recommendations have been implemented successfully.
Projects have been undertaken in the areas of strategy formulation, business
process, MIS, ERP implementation, industry analysis, HR, Finance, new product
launches, sales & distribution, market research and advertising etc
Summer intern works under the counsel of a company executive (company
project guide) who supervises and evaluates the performance of the student
during his/her Summer Internship. The summer interns submits a copy of the
summer report to his Project guide who finally evaluates the students
performance and sign the report for final submission to HR.
42

The selection of summer interns is done on the basis of personal


interview. Any information related to summer internship should mail.

Project Trainees
This programme provides a common platform for the organization and the
young talent to share and to collaborate their needs through means of live
projects.
The programme is designed with an objective to give the trainees a real
organizational feel and work on live projects/problems faced by the organization.
This helps the students in terms of gaining live and practical exposure of
corporate world and also benefits the organization from the innovative and new
solutions suggested by the students.
Project trainees work under the counsel of a company executive (company
project guide) as well as faculty from the institute who supervises and evaluates
the performance of the student during his/her training.
The selection of project trainees is done on the basis of personal interview. Any
information related to project trainees should mail .
New Initiatives
New Initiatives

"No inspiration is worthy until someone takes action to make it work."


Today, HR is being considered a line function, one that can create a compelling,
strategic advantage in the business. Unlike the old days, when HR was typically
43

about support, today, it is impacting the top line, the bottom line and
everything in-between. Therefore, to support, the new initiatives provide a
launching pad to drive the innovation in the organization .At Coca Cola India
Ltdnew initiatives in HR are constantly seeking ways to improve on the methods
& ideas to better the lots of our extrinsic and intrinsic customers. We firmly
believe that an inch of an initiative with its subsequent improvement takes
company miles with its creative business impact.
The creative, strategic and innovative HR initiatives are the key competencies
which has helped Coca Cola India Ltdto respond better to market trends and be
aligned with the market and understand opportunities with a competitive
advantage. Coca Cola India Ltd continuously strive to achieve alignment with
the help of new initiatives by way of developing, creative alternatives to solve
complex problems and create value by understanding uncertainties and business
complexities.
Clear business understanding, Focused approach and required and right
initiatives in HR has shifted the paradigm and has also given a reason to believe
that Coca Cola India Ltdis recognized as better than any other best of the best
employer in India and was also judged as the 3 rd best employer year 2009-10
by world HRD congress. Some of the initiatives are given for reference
- EMPLOYER BRANDING in the year-2009-10
- global HR Excellence awards under the various categories in the year- 2010-11
- Shine.com awards in the year -2010-11

44

- Star News awards under the various categories in the year-2010-11


- Indias Best Companies to Work For-2011 awards
- Employee benefit policy integration across the organization
- HR Policy Manual (HR Systems and Process guidelines)
- Blue Collared Employees Compensation & Benefit Benchmarking Survey
- Compensation review: Research, study and strategy

Talent Management
It is a universal truth that Talent drives Performance & in todays scenarios
where other things can be replicated it is the quality of our people that is our last
true competitive differentiator. Exceptional business performance can only be
driven from superior talent thus at Coca Cola India Ltd" Talent Management" is
a strategic integrated approach to managing human capital throughout the career
cycle: developing, retaining, and transitioning the organization's human assets to
ensure that the organization has the right skills and abilities in the right place at
the right time. Here Talent Management is not one single thing - it is a series of
integrated

processes

that

pull

together

to

deliver

strategy

through

"Organizational Capability" - that is, the effective management and use of talent
and potential in the organization.
For achieving the above set objectives the Talent Management strategy at Coca
Cola India Ltdfocuses at the entire employee Life Cycle starting from
developing and integrating new employees to managing & retaining current
talent thus utilizing the resources based on organizational skill inventory and
targets.
45

The Objective of Talent Management at Coca Cola India Ltdis


a) To increase Individual & Organizational performance.
b) To have highly Engaged workforce
c) Continuous Knowledge sharing & uninterrupted supply of skilled
workforce
Talent Management structure at Coca Cola India Ltd is based on the
following 2 pillars for its success
1) Organization Design: Is driven from the organizational objective &
vision, making it the base for defining the

Organization Structure &

Departmental Structure.
2) Performance Management Framework: Job Clarity & specific
Individual deliverables drawn from departmental goals &

organizational

objectives
At Coca Cola India Ltdwe believe in providing optimum challenge for the right
competency, making sure that the work itself becomes a motivator for the
individual thus permanently eliminating boredom or anxiety for majority of the
positions but surely for all the critical positions & high potential employees.
Critical jobs are identified & the identified potential resources are allocated to
these jobs providing a win - win solution for both individual & the organization.

ADVERTISING
Advertising of Vacancies:

46

The HR Team provides a centralized advertising service for the


advertisement of vacancies and will assist the Manager prepare an appropriate
advertisement.
All permanent vacancies are advertised concurrently internally (on the intranet)
and externally. External advertisement is on the IPCC website, generally along
with appropriate newspaper publications and can include the use of agencies
where appropriate.
Applications are to be forwarded to the HR Team in the first instance and not
directly to the Manage
Short-listing
Short-listing must be completed based on the person specification. New criteria
cannot be introduced to assess the candidates at this stage as it would be unfair.
It is the Managers responsibility to complete the short-listing and to ensure the
process remains free of unlawful discrimination. It is desirable that a second
person from the panel also participates in the short-listing process.
Former employees who have been dismissed for misconduct cannot be
considered for appointment. Staffs who have taken early retirement or
redundancy may be considered on their merits.
Short-listing notes must be returned to HR for filing and are retained for a period
of 6 months.

INTERVIEWING
Arrangements for Interviews:

47

The manager is responsible for scheduling dates and times for interviews
directly with the short listed candidates and notifying the candidates of any
selection tests that will be used. The manager must then notify HR of these
arrangements and HR will confirm via letter or email to the short-listed
candidates the following details:
Date, time and place of the interview
Instructions on how to find their way to the interview venue
A request that they contact the author of the letter/message if they have
any special requirements in relation to the interview (related to access to
the venue or any other special need related to a disability)
If appropriate, details of any test or presentation they will be required to
take or anything they should bring with them (e.g. examples of work or
proof of qualifications that are essential to the post).

At the Interview:
The purpose of interviewing is to appoint the best person for the job based solely
on merit and suitability. The Coca Cola India Ltd recruitment and selection
framework achieves this by using methods that are systematic, thorough, fair,
unbiased and based on rational, objective and job related criteria.
At the interview, each candidate should be treated consistently. To achieve this
panel should:
Ask the same initial questions of each candidate.
Supplement their understanding of the candidates responses by
following up questions as appropriate.

48

Be consistent in allowing access to presentation material, notes and


so on.
Not allow any discriminatory questions, harassment, or any other
conduct which breaches the Coca Cola India equal opportunities policy
or code of conduct.
Ensure that in the case of disabled candidates, the necessity for any
reasonable adjustments that would be required on the job are explored
in a positive manner. Assessment of disabled candidates should be based
on their expected performance in the job, given that any reasonable
adjustment required was provided.
Keep in mind that information obtained throughout the selection process
is treated as confidential and is known only to parties involved in the
selection process
Keep records of interviews and the reasons for decisions - returning this
information to HR for filing (and disposal six months later).
Panel members must be aware that it is their responsibility to ensure
recruitment/interview documentation is stored securely and confidentially whilst
in their possession.

SELECTION
Decision to Appoint:
In selecting the successful candidate, the panel must make a decision based on
the merit and eligibility of the candidates as judged by:
Content of application
Qualifications (if required for the post)
49

Performance at Interview
Outcome of any selection tests
Checks:
As part of assessing the merit of each candidate, Managers must satisfy
themselves that the information the candidate gives is authentic, consistent and
honest. This includes being satisfied about information regarding the
candidates:
application
work history
qualifications (where a qualification is a requirement for the post,
supporting evidence or certification must be obtained from the candidate
and recorded)
evidence presented at interview
Human Resources Are Responsible For Processing:
Reference checks
Security Clearances
Should any of these not meet the required standards, HR must immediately
discuss the issue with the Manager.

OFFER
Offer of Employment:
A conditional verbal offer of employment is to be made by the Manager within a
week of interview. The offer should be made within the salary range stated on
the authority to recruit form. If for any reason the Manager wishes to make an
offer above that range, the prior approval of the Director and Head of Human
Resources is required. Failure to do so may result in the offer being retracted.
50

The offer must be on a conditional basis whilst the required checks take
place in relation to security clearance, health declaration, references and
qualifications (if not already provided).
It is the Managers responsibility to notify HR of the offer. HR will then send the
candidate a security clearance questionnaire, health declaration form, offer letter
and statement of particulars detailing post, salary, benefits, holiday entitlement,
notice period, working hours and location.
Upon receipt of the successful applicants acceptance letter and completed health
declaration and security clearance questionnaire. HR will send a confirmation of
receipt letter confirming the start date (taking into account timeframes for
security clearance), along with joining instructions.
If a manager wishes to withdraw a firm offer of employment, they should seek
advice from the HR team before doing so.

OTHER REQUIREMENTS
Post interview feedback & notification to applicants:
HR is responsible for providing all candidates with written notification of the
outcome of their application. If feedback is requested from an unsuccessful
short-listed candidate, the manager should provide a valid reason to the
candidate for rejection together with constructive feedback. Written feedback
will not normally be provided.
Monitoring Recruitment and Selection (reporting)

51

HR will monitor the recruitment processes to ensure they are not


discriminatory and will provide statistical data to the Senior Executive Group on
a regular basis.
Further Guidance
Where a Manager is unclear on any aspect of the recruitment and selection
process advice should be sought from the Human Resources Team.

INVESTING IN THE FUTURE


The headcount is increasing by about 10 per cent each year, and among those
have been 50 recruited on campus last year from B-schools, and half that number
from engineering and agriculture institutes. This year's campus recruitments are
underway, says Dr Mitra.

Dairy technology graduates from the National Dairy Research Institute (Karnal)
and graduates from the Gujarat Agricultural University have been sought out.

The B-school campuses visited include IRMA, XIM (Bhubaneswar), IIM


(Rohtak), MDI (Gurgaon), FMS (Delhi) and Symbiosis (Pune). Currently, the
starting pay on offer is Rs. 7 lakh per annum on average. But people are still
coming on board and more importantly, staying on. The rigor of the selection
processes plays a key role here. So does the career map for those coming in.

The batch that came in four years ago from campus comprised seven people.
Three of them are Deputy Managers and an equal number are Managers today.
The growth map is for an inducted Management Trainee to grow from Assistant
52

Manager at the end of the first year to Manager (heading a department) in


not more than five years.

On campuses, the relatively lower compensation we offer has not been an issue
till date. In our presentation we say that we are not the best paymasters. We also
say that if we have to pay more, it will be at the cost of the farmer. The kind of
people we want to hire appreciate the purpose of our business beyond top lines
and bottom lines, explains Dr Mitra.

What the company looks for in people are these virtues: understanding and
imbibing values of the company, sharing the spirit of serving the nation, and
understanding the economics of the business. The emphasis on academic
performance is not as much as it is on value systems.

We find that those from middle-class families come in with value systems that
are relatively stronger; the same is the case with people from service class
backgrounds, adds Mitra.

Once in, they are put through an elaborate induction process. This involves an
eight to 15-day stay in the remote villages where the produce comes from. And
days here start at anytime after 3 am.

The procurement experience and interaction with farmers holds them in good
stead for the journey ahead. The induction also helps slot inductees into roles,
explains Dr Mitra.

53

BLENDING ENERGY AND EXPERIENCE


There are several employees who have served the company for 35 years. On
average, the tenure of current staff is around 16 years. All of a sudden, some of
them had bosses who were much younger, often from the new recruits on
campus.

The system entails that the new recruit for the leadership role undergoes training
under experienced staffers for a period of time, after which the staff who train
him or her will be managed by the person trained.

It may seem impractical, but it's been accomplished with the sales function.
Manufacturing is up next.

It took us some time and there were initial hiccups, but it's been accepted now.
The staff also realised that we were not affecting their career growth or
compensation. The new recruits also performed well, says Dr Mitra.

What has also helped is that the company made the transition from a
distribution-led organisation to one driven by sales. So the old hands who may
not have had exposure to the sales function with its current demands, have no
qualms in welcoming a younger set of bosses to run the function, he adds.

The reporting structure does not reflect in the compensation, though. Those with
higher experience typically draw a higher package than their much younger
bosses.
54

Attrition is at 3.5 per cent, claims Dr Mitra. With the work force getting
younger and the company expanding in terms of people, product portfolio and
geographic spread, he admits that the average tenure of employees' statistic is
likely to come down.

SOMEIMPORTANTHRRULES&POLICIES:
I.
AI.

Workinghours=8hours,anemployeeisnotalllowedtodo
morethan1hourovertimeasperlaw.
EmployeesIDcard:

Sampleformat:

COCA-COLA
BrindavanAgroIndustries(P)Ltdd.

E.Code
Name
Cardno.
Designation
Bld.Group
55

Emrg.Cont.No.
Issuedby

BI. Everyemployeeshallkeephis/heridentitycardwhileonduty.Incaseof
anylossordamage,employeesareexpectedtoreport

RECRUITMENT&SELECTIONPROCESSATBRINDAVAN
GROINDUSTRIESPVT.LTD.
The Process of recruitment and selection consist of number of
sequential steps. The following picture can show the process very
clearly:

Manpower
Requisition

Joining
Collecting CVs from
sources:
Referrals
Internet
Advertisements
Privateagencies

Offerletter&
Acceptance

SortingCVs
thatare
suitableforthe

&
56

job.

FinalSelection
Salary
Negotiation
Background
Checks&
Enquiries.

Interviews

57

APPLICATIONFORM
ApplicationForThePostOf:
Name:.
DateofBirth(EncloseProof)://.Age:yrs.
ContactNumber:
PresentAddress:.
.
.Phn.No.
PermanentAddress
:.
.
..Phn.No...............
Fathers/HusbandsName
:.
Fathers/HusbandsProfession
:..
EmergencyContactNumber
:..
MaritalStatus
:Married/Single
No.ofchildren&Age
DateofMarriage
:
BloodGroup:

PanCardNo.
:.
DrivingLicenseNo.
FamilyDetails:
S.No
Name
D.O.B.
RelationWith
Employee

EducationQualifications(IncreasingOrder):
ExaminationPassed
Nameof
Institute/University

YearofPassing

Class/Rankobtained

(EncloseCertificatecopiesinsupportofthequalificationsmentionedabove )

CHAPTER-4
Research Methodology

OBJECTIVES OF THE STUDY

OBJECTIVES OF THE STUDY


To understand the recruitment and selection process of the organization
To study the influencing factors to be considered while selecting the
candidate in the company.
To know that what are the methods of selection in the company
To know the views of

selected candidate about the

satisfaction

/dissatisfaction of the process


To know the different methods of recruitment used by the company

RESEARCH METHODOLOGY
For the overall research design, the data collection method and analysis
procedures, I did my survey in Brindavan Agro Industries Pvt. Ltd. Mathura
region. For data collection n it was scheduled prior to survey work, like whom
to get feedback. The primary and secondary source of data collection were:
Universe

Finite

Research Design

Descriptive

Sampling Method

Simple Random Sampling

Date Collection:
1.

Primary Data
Questionnaire

2.

Secondary Data
Journals
Magazines
Companies Reports and
Companies Websites
Size of the sample

40

Sampling unit

The sample unit consist the Employee


of Brindavan Agro Industries

Research Area

Chhata Mathura

SCOPE OF THE STUDY


The report deals with the recruitment and selection process in terms of
theoretical point of view and the practical use. The study will allow learning
about the recruitment and selection issues, importance, modern techniques and
models used to make it more efficient. The study will help to learn the practical
procedures followed by the leading organizations. Moreover the study will help
to differentiate between the practice and the theories that direct to realize how
the organization can improve their recruitment and selection process.

CHAPTER-5
Data Analysis and Interpretation

Data Analysis and Interpretation


Q1. What sources of recruitment is used by the company ?
Opinion
Newspaper
Placement Agencies
Recruitment Portal
Employees Referrals
Total

No. of Respondents
10
12
14
4
40

News Paper

Placement Agencies

Recruitment Portal

Employees referrals

10%

Percentage
25%
30%
35%
10%
100

25%

35%
30%

Interpretation :
In the above graph shows that the 25% respondents reply news paper, 30%
placement agencies, 35% says through recruitment portal and 10 % says
through employees referrals.
Q2. Do you think that these sources are appropriate?

Opinion

No. of Respondents

Percentage

Yes
No
Total

32
8
40
Yes

80%
20%
100

No

20%

80%

Interpretation :
In the above graph we find that 80% respondent says that sources are
appropriate and remaining 20% respondents says no.
Q3. Does your organization recruit employees through latest method of
recruitment through internet?
Opinion
Yes
No
Total

No. of Respondents
32
8
40

Percentage
80%
20%
100

Yes

No

20%

80%

Interpretation :
In the above graph we find that 80% respondent says that the organization uses
latest method of recruitment through internet while 20% respondents deny it.
Q.4. Is internet recruitment effective in your opinion?
Opinion
Yes
No
Total

No. of Respondents
40
0
40

Percentage
100%
0%
100

Yes

No

100%

Interpretation:
From above graph we find that 100% respondents says that internet recruitment
is effective.

Q.5.

Does the procedure adapted for the recruitment and selection of employees

enables to right person at the right job?

Opinion
Yes
No
Total

No. of Respondents
40
0
40

Percentage
100%
0%
100

Yes

No

100%

Interpretation:
Study reveals that 100% respondents with the procedure used by the
organizstion for recruitment and selection.
Q.6 Do they provide all information about job profile, salary, compensation
etc.?
Opinion
Yes
To some extent
Total

No. of Respondents
30
10
40

Percentage
75%
25%
100

Yes

To some extent

25%

75%

Interpretation :
Study reveals that 75% employee says that yes they provide all information
about job profile while 25% say to some extent.
Q.7 . Does the recruitment and selection methods used by the Organization are reliable?

Opinion
Yes
No
Total

No. of Respondents
30
10
40

Percentage
75%
25%
100

Reliable recruitment and Selection Method


Yes

No

25%

75%

Interpretation :
On the basis of above diagram 75% respondents says reliable methods used in our
organization,25% says not reliable methods used for recruitment and selection.

Q.8. Do you agree that recruitment is the scale of development and success of the
organization.
Opinion
Yes
No
Cant say
Total

No. of Respondents
24
8
8
40

Yes

No

Percentage
60%
20%
20%
100

Can't Says

20%

20%

Interpretation:

60%

On the basis of above diagram 60% respondents says yes recruitment the scale
of development and success of organization, 20% says no and 20% says I have
no idea about it.
Q.9 Are you satisfied with job profile/responsibility?
Opinion
Yes
No
Total

No. of Respondents
38
2
40

Yes

Percentage
95%
5%
100

No

5%

95%

Interpretation:
95% says yes they are satisfied with job profile and responsibility given to
them while 5% say they are not satisfied.
Q.10. Are you satisfied with recruitment process of your company?
Opinion
Yes
No

No. of Respondents
32
8

Percentage
80%
20%

Total

40

Yes

100

No

20%

80%

Interpretation :
According to above study 80% respondent are satisfied the recruitment process
and the other hand 20% respondents are not satisfied the process of
recruitment adopted by the organization.
Q11. How would you rate the HR departments performance in recruitment and
selection?

Opinion
Excellent
Good
Average
Below average
Poor

No. of Respondents
24
4
4
4
4

Percentage
60%
10%
10%
10%
10%

Total

40

Excellent

Good

Below average

Poor

100

Average

10%
10%
10%
60%
10%

Interpretation :
In the above graph we find that 60% respondents think excellent, 10% good,
10% average, 10% say below average and remaining 10% respondents rate
the HR departments performance in Recruitment and selection is poor.
Q.12 Do you think recruitment Technique should be changed?
Opinion
Yes
No
Total

No. of Respondents
12
28
40

Percentage
30%
70%
100

Yes

No

30%

70%

Interpretation :
From this graph it can be easily seen that 70% respondents says no while
reamaining 30% respondents say yes recruitment technique should be
changed .
Q.13. Are reference checks are conducted on all candidates?
Opinion
Yes
No
Total

No. of Respondents
40
0
40

Percentage
100%
0%
100

Yes

No

100%

Interpretation :
In the above graph 100% respondents says that reference check of all
candidates is done.

Q.14. Are you satisfied with you promotion activities in your company?
(a) Yes

(b) No

Yes

No

23%

77%

On the basis of above diagram 77% respondents satisfied the promotion


activities of the organization and 23% not satisfied the promotion activities.

Q.15. Are you comfortable with the working environment?

(a) Yes

(b) No

Yes

No

9%

91%

On the basis of above diagram 91% respondents feel comfortable environment


and 9% says no.

Findings

FINDINGS
Maximum number of respondents selected through recruitment portal
and placement agencies for recruitment process.
Majority of respondents says yes that the sources of recruitment are
appropriate.
Majority of respondents says yes that organization use latest method of
recruitment.
All respondents agree that internet recruitment is effective.
It is fully accepted by all the respondents that procedure of recruitment
and selection enables to right person to right job.
Mostly respondents agree with the organization provide all information
about job profile, salary, compensation etc.
Mostly respondent agree the reliable method is used for recruitment and
selection process by the organization.
Most of the respondents agree that recruitment is the scale of
development while few disagree and rest cant say about it.
Majority of respondents are satisfied with job profile/responsibility.
Mostly respondents are satisfied with the recruitment process of the
company.
Rating of the HR departments performance in recruitment and selection
are adequate according to large number of respondents.
Most of the respondents dont want that recruitment technique should be
changed.
All the respondents agree that refrencce checks are done on all
candidates.

CHAPTER-6
SUGGESTIONS

Suggestions
1. Increase the source of recruitment like campus placement, promotion,
transfer and present employees
2. To involve the suggestions of employees for the improvement
3. To make job profile more clear infront of the candidate
4. To improve the working of HR Department

CHAPTER-7
CONCLUSION

CONCLUSION
Coca Cola India Ltd is using the portal of his own for looking the
perspectives employees. References are also taken into consideration. A search
is made for the required candidate on the parameter like, what is the
qualification he possess and for a sales persons his certificates are not that
important as compared to the experience. As the person with good work
experience can do marketing in much-much better way than the person who
possesses number of certificate in the same field. So for the profile of
marketing work experience counts more than certificates in the recruitment
process of Coca Cola India Ltd For the other profile like Office-Assistance,

Coordinator, HR Executive, Engineer and for Admin Deptt. qualificational


certificate as well as personality and communication skill plays a vital role in
the selection of an applicants. Data of perspectives employees from naukri.com
and timesjob.com are taken and the criteria for the selection of candidate from
the website is not only their educational background but their work experience
and cost to company is also given equal weightage. In selecting the candidate
and these selected candidates are given calls and are called for interview rounds
by giving them the complete detail of their profile so that no confusion remain
in their mind regarding, the company profile as the company is on the growing
stage and people are not very much aware of the company. So they need to
know about the company profile and then the job profile. After getting
satisfactory answers and by getting convinced by the answers, the applicants
sometimes start negotiating for Salary Package and the probable answer for the
question is that they will get a hike of around 30% in their present package. If
still not convinced then they are called for interview and asked to negotiate for
salary with the HR head after the interview round.

CHAPTER-8
Limitations of the study

LIMITATIONS
There were a few limitations like
1. Time was a major constraint.
2. The fact that most of the employees did not understand English.
3. Very importantly they were hesitant to answer the questions freely.
4. Lastly, money was also a constraint.
5. The sample size of 40 employees may not be a true representative of the
organization.

CHAPTER-9
BIBLIOGRAPHY BIBLIOGRAPHY
BOOKS CONSULTED:-

C.R. Kothari Research Methodology, (2006), Wishwa


Publication
Human Resource management. A.K. Ashwathapa
Robins -Organizational Behaviour by Prentices Hall of
India.
C.B.Gupta -Human Resources Management by Sultan &
Sans.
Mirza and saiyadain Personnel Management By Prentice
Hall of India
Personnel Management -Mirza and Saiyadain
Monappa -Industrial Relations
C. R. Kothari Research Technology By Wishwa Prakaction
Human Resource Management, S.S. Sasikala
Human Resource Management college slide Human
Resource Planning by Mr.Ranvijay Singh
Company Magazines
Sustainability (CSR) Report of Brindavan Agro Industries
Pvt.Ltd.

Journals
"Coca Cola India Ltdspices up price war, reduces vegetable prices".
2007-11-07. Retrieved 2011-02-04.
The recruitment process "Acas", Accessed 5 August 2012
Edited by Sangeetha K, Effective Recruitment- the emerging scenario,
ICFAI university press 2007
Human resource management, Dessler Gary, 9th edition, Pearson
Education, 2005
Armstrong Michael, HRM practice, Kogan Page , 9th edition
E-Recruitment, the right way, The Hindu, Wed Mar09, 2005.
WEBSITES

http://www.employment-studies.co.uk/summary/summary.php?id=408

http://www.isrinsight.com/Solutions/engagement.aspx

http://www.standardchartered.com/in/

www .coca-cola.com

CHAPTER-10

Annexure
QUESTIONNAIRE
Name:.Age:..Sex.
E-mail address:..Mob

Q1. What sources of recruitment is used by the company ?


(a) News Paper
(b) Placement Agencies
(c) Recruitment Portal

(d) Employees referrals


Q.2. Do you think that these sources are appropriate?
(a) Yes
(b) No
Q.3. Does your organization recruit employees through latest method of
recruitment through internet?
(a) Yes
(b) No
Q.4. Is internet recruitment effective in your opinion?
(a) Yes
(b) No

Q.5. Does the procedure adapted for the recruitment and selection of
employees enables to right person at the right job?
(a) Yes
(b) No
Q.6. Do they provide all information about job profile, salary, compensation
etc.?
(a) Yes
(b) To some extent

Q.7 . Does the recruitment and selection methods used by the Organization are reliable?

(a) Yes
(b) No
Q.8. Do you agree that recruitment is the scale of development and success of
the organization.
(a) Yes
(b) No
(c) Cant say
Q.9. Are you satisfied with job profile/responsibility?
(a) Yes
(b) No

Q.10. Are you satisfied with recruitment process of your company?


(a) Yes
(b) No
Q.11. How would you rate the HR departments performance in recruitment
and selection?
(a) Excellent
(b) Good
(c) Average

(d) Below average


(e) Poor
Q.12. Do you think Recruitment Technique should be changed ?
(a) Yes
(b) No
Q.13. Are reference checks are conducted on all candidates?
(a)Yes
(b)No
Q.14. Are you satisfied with you promotion activities in your company?
(a) Yes
(b) No
Q.15. Are you comfortable with the working environment?
(a) Yes
(b) No

DECLARATION

I, Kamini Gupta student of MBA, Vivekananda College of Technology and


Management, Aligarh approved by AICTE affiliated to Dr. APJ Abdul Kalam
Technical University, Lucknow here by declares that the summer training
report on Recruitment and Selection Process in Coca Cola.

Further, I also declare that I have tried my best to complete this report a most
sincerely and accuracy, even then if any mistake or error has been crept in, I
shall most humbly request the readers to point out those errors or omission and
guide me for the removal of those errors in the future.

Kamini Gupta
(3rd SEM)
VCTM, Aligarh

TABLE OF CONTENTS
Certificate
Declaration
Acknowledgement
Preface
Chapter -1 Organization Profile

1-12

Brindavan Agro Industries Ltd.

Chapter -2 Introduction of the topic

13-38

Chapter -3 Recruitment and Selection in Coca Cola India Ltd

39-59

Chapter -4 Research Methodology

60-64

Objectives of Study

Chapter -5 Data Analysis and Interpretation

Findings

65-83

Chapter -6 Suggestions

84-85

Chapter -7 Conclusions

86-88

Chapter-8 Limitation of the Study

89-90

Chapter-9 Bibliography

91-94

Chapter-10 Annexure

95-98

Preface
In todays volatile environment, with the rate of change accelerating,
organizations that successfully manage strategic initiatives save more money
and are poised to gain an advantage over their competitors. Today were
talking a lot about change management because organizations live in a much
more dynamic environment than in the past. Cultures are shifting. Were
moving from a western business approach to a culture of countries in
accelerated development.
However, the reality is that very few organizations successfully manage these
strategic initiatives to keep up with the volatile global economy. My project
report being highly effective and helpful for the recruitment and selection
process of the organization.
This project is help full for those further those who are undergoing the project
in the concept of recruitment and selection process and to know the reason for
best and intelligent recruit in Coca Cola India Ltd in future.

ACKNOWLEDGEMENT

A training report is never the sole product of the person whose


name appears on the cover. There is always help, guidance
and suggestion of many in preparation of such a report. So it
becomes my first duty to express my gratitude towards all of
them.
First of all I express my gratefulness to Mr. Ran Vijay Singh
(HOD),

Management

Department,

Vivekanand

College

of

Technology and Management, Aligarh, for his thoughtfulness,


excellent guidance and insight which was extended to me at
every step of the making of the project and cozen environment
which was available at all points.
I would like to give my special thanks to my supervisor Mr.
Dayakant

Verma

(HR

Manager)

Brindavan

Industries Ltd. Chhata Mathura unit of

Agro

Coca Cola India

Ltd for providing me the official help and mental support for
the completion of this report.
A token of deep appreciation to my friends who were always by my side at
time of need, other than above there were many friends whom I have failed to
mention the names have also done the needful for me.
Above all, I am beholden to my parents for their loving and caring attitude and
generous support at every step of my life.

Kamini Gupta

SUMMER TRAINING PROJECT REPORT


(NMBA-035)

RECRUITMENT AND
SELECTION PROCESS IN COCA
COLA
SUBMITTED IN PARTIAL FULFILLMENT OF THE
REQUIREMENT FOR

MBA DEGREE PROGRAMME


OF

DR. APJ ABDUL KALAM TECHNICAL


UNIVERSITY, LUCKNOW

MASTER OF BUSINESS ADMINISTRATION


(MBA)
SUBMITTED TO:
SUBMITTED BY:
MR. RANVIJAY SINGH
(HOD, MBA)
1434070006
Deptt. of Business Administration

KAMINI GUPTA
Roll No.
MBA-3rd Semester

DEPARTMENT OF MANAGEMENT
VIVEKANANDA COLLEGE OF
TECHNOLOGY & MANAGEMENT,
ALIGARH

SESSION 2015-16

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