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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),
1
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
2
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:
37% in Mexico, India, Brazil, Japan and the People's Republic of China
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.
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.
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.
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.
SWOT ANALYSIS
7
STRENGTH :
1.
WEAKNESS:
1
OPPORTUNITY:
Nursing home offering flooding for patients can have good consumption of
mineral water.
Major outlets should arrange some schemes for parties, marriage and
festivals.
THREATS:
1.
2.
Due to the problem of supply, people of rural areas fail to get their
demanded
10
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."
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
11
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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13
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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
15
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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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.
19
21
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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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.
26
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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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.
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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
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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)
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Step 1: Advertise the job position. Be clear and highlight the capabilities
Step 3: Phone interview. Use the phone interview as the second screening
device. Keep it to ten minutes.
37
Step 9: Job Offer. Make sure the compensation plan offered is clear and
unambiguous.
CHAPTER-3
38
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.
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40
year for Management Trainees & six month for sales trainees) makes
thorough professionals of these young recruits.
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.
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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
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
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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.
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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:
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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.
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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)
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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.
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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
Dairy technology graduates from the National Dairy Research Institute (Karnal)
and graduates from the Gujarat Agricultural University have been sought out.
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
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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
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.
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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
&
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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
satisfaction
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
Date Collection:
1.
Primary Data
Questionnaire
2.
Secondary Data
Journals
Magazines
Companies Reports and
Companies Websites
Size of the sample
40
Sampling unit
Research Area
Chhata Mathura
CHAPTER-5
Data Analysis and Interpretation
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
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
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%
(a) Yes
(b) No
Yes
No
9%
91%
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,
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:-
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
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
DECLARATION
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
13-38
39-59
60-64
Objectives of Study
Findings
65-83
Chapter -6 Suggestions
84-85
Chapter -7 Conclusions
86-88
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
Management
Department,
Vivekanand
College
of
Verma
(HR
Manager)
Brindavan
Agro
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
RECRUITMENT AND
SELECTION PROCESS IN COCA
COLA
SUBMITTED IN PARTIAL FULFILLMENT OF THE
REQUIREMENT FOR
KAMINI GUPTA
Roll No.
MBA-3rd Semester
DEPARTMENT OF MANAGEMENT
VIVEKANANDA COLLEGE OF
TECHNOLOGY & MANAGEMENT,
ALIGARH
SESSION 2015-16