SUMMER TRAINING REPORT

On

PROJECT TITLE

RECRUITMENT AND SELECTION

Submitted in partial fulfillment of the requirements of the three year

Bachelor Of Business Administration (B.B.A)

SCHOOL OF MANAGEMENT

AP Goyal Shimla University

2015-2018
SUBMITTED BY: PROJECT ADVISOR
Tikam Chand Miss Kritika Sauhta
15001039
 CERTIFICATE-I

This is to certify that the project entitled A STUDY ON RECRUITMENT AND

SELECTION has been submitted to department of Business Management, A P GOYAL
SHIMLA UNIVERSITY BY Tikam Chand.

In partial fulfillment of the requirements for the degree of Bachelor of Business Administration
of this university. To best of my knowledge no part of this project has been submitted for any
degree or diploma anywhere elsewhere and the help received during this course of
investigation and courses of literature and sources of literature have been duly acknowledged.

Place: (.........................)

Dated: Project Advisor

 Certificate –II

This is to certify that the project entitled A STUDY ON RECRUITMENT AND SELECTION Has
been, submitted to Department of Business Management, A P GOYAL SHIMLA UNIVERSITY BY
Tikam Chand.

In partial fulfillment of the requirements for the degree of Bachelor of Business Administration
of this university. The project has been approved by the Examination Committee after
conducting an oral examination in collaboration with external examiner.

........................ ..................................

(Project Guide) (External Examiner)

…….......................

(Head of Department)
 Declaration by Organization
This is to certify that project report entitled RECRUITMENT AND SELECTION done
by- Tikam Chand BBA(HR-TOYOTA)2015-2018] for Toyota is original work. This
has been carried out as Summer training under my guidance for partial fulfillment
of Bachelor Of Business Administration

Place-SHIMLA

Date- 16/10/2017

Reporting Office
 Declaration By Student

I hereby declare that the Project work entitled Recruitment and Selection
submitted by me for partial fulfillment of BACHELOR of Business administration In
HR(TOYOTA) AP GOYAL SHIMLA University is my own original work and has not
been submitted earlier either to AP Goyal Shimla University

Place : SHIMLA
Date : July 2011

Signature of Student

Name of Student:- TIKAM CHAND

 Table of Content
1. Acknowledgement 7
2. Executive Summery 8
3. Introduction 9
3.1 Beverage Industry 9
3.2 Classification 10
4. Energy Drink 13
4.1 History 14
4.2 Caffeinated energy drink 17
4.3 Benefit of Energy drink 18
4.4 Disadvantages of Energy Drink 19
5. Company study 20
5.1 Introduction 20
5.2 Company history 21
5.3 Description of Business
5.3.1 Mission 21
5.3.2 Vision 22
5.3.3 Objective 22
5.3.4 Value 22
5.4 Departments 23
6. Product (Tzinga) 24
6.1 Introduction 24
6.2 Ingredient and nutritional information 25
6.3 Price 26
6.4 Place 26
6.5 Promotion 26
6.6 SWOT Analysis 27
6.7 Competitors 29
6.7.1 Red Bull 29
6.7.2 Gatorade 31
 6.7.3 XXX Energy Drink 32
6.8 Target Market 34
7. Project
7.1 Introduction 35
7.2 Statement Of Problem 35
7.3 Objective 35
7.4 Problem Definition 36
8. Plan 37
8.1 Response 39
9. Hurdles 42
10. Recommendation 43
11. Conclusion 44
12. References 45
 1. Acknowledgement

Summer Training is a nurturing period which is indispensable for joining any

company. On the voyage of learning I came across many hurdles but each hurdle
was a good experience for me. At each step of my training, my mentor gave me
full support which helped me in carrying positive attitude whenever I faced any
problem. Firstly, I take this opportunity to thank AP GOYAL SHIMLA UNIVERSITY
who has always stood by me and encouraged me to eBBArk on the path of
learning. I wish to convey my special thanks to, my company project guide MISS
POONAM KANWAR (Senior Executive) and all employees who have helped me
directly or indirectly in my difficulties at TOYOTA Auto Limited. Area Office,
TOYOTA SHIMLA who have been a constant source of inspiration and
encouragement to me. I wish to express my deepest and most sincere thanks to
my Faculty Guide and mentor, MISS. KRITIKA SAUHTA who has continuously
guided me throughout this project. Last but not the least I would like to thank my
fellow management trainees from…….. By interacting with them, I was able to
generate more meaningful ideas that have enabled me to further complete this
project successfully.
 2. Executive Summery

The purpose this report is to summarize my Summer Training project for my

evaluation. This project was done at TOYOTA SHIMLA Auto ltd. and was done
nearly for two month duration at their Gurgaon office.

This report based on recruitment & selection of TOYOTA SHIMLA auto limited
and my objective is to share my practical experience and professional life, which I
got during the training period. This report is a brief description and summary of
word which I had done during my internship period in TOYOTA SHIMLA Auto
Ltd.. The Training program provides me the great opportunity of being exposed to
actual business, dealing and opportunity of professional insight which help me in
future. It was a great experience for me to work in this organization. My theoretical
knowledge about my subject becomes stronger after working practical.

In this report I had detailed company analysis and target market. These are also
correlated with the concept taught in 1st year of BBA.the project given and work
done had been explain in the report later. The final result, conclusion, and
expectation have been mentioned at the end of the report.
 INTRODUCTION

Automobile industry

The automotive industry designs, develops, manufactures, markets, and sells

motor vehicles, and is one of the world's most important economic sectors by
revenue.

The term automotive industry usually does not include industries dedicated to
automobiles after delivery to the customer, such as repair shops and motor fuel
filling stations

About 250 million vehicles are in use in the United States. Around the world, there
were about 806 million cars and light trucks on the road in 2007, consuming over
260 billion gallons of gasoline and diesel fuel yearly.[1] In the opinion of some,
urban transport systems based around the car have proved unsustainable,
consuming excessive energy, affecting the health of populations, and delivering a
declining level of service despite increasing investments. Many of these negative
impacts fall disproportionately on those social groups who are also least likely to
own and drive cars.The sustainable transport movement focuses on solutions to
these problems.

The Detroit branch of Boston Consulting Group predicts that, by 2014, one-third of
world demand will be in the four BRIC markets (Brazil, Russia, India and China).
Other potentially powerful automotive markets are Iran and Indonesia.

CLASSIFICATION OF AUTOMOBILES

The high growth in the Indian economy has resulted in many foreign car manufacturers entering
the Indian market. Rolls Royce, Bentley and Maybach are examples of the few high end
automobile manufacturers to enter India in the recent years.

There were only a few handful of cars in the Indian market in the 1980s. Most of these were
outdated models like Hindustan Motors' BBAssador (which is still produced and sold). The only
car with the latest technology then was the Maruti 800. It became very popular because of the
low price, high fuel efficiency and good reliability. Since then the market has grown with over
20 manufacturers and hundreds of models and variants. The Maruti 800 is at the lower end of the
price range costing approx US $5,000 and Bugatti Veyron at the other with a price tag of over 2
Million US dollars.

The Indian automotive industry has also greatly matured. The Tata Indica was indigenously
developed by Tata Motors. Another Indian manufacturer Mahindra & Mahindra also came up
with its own SUVs, the Scorpio and the Bolero. These cars have proved very popular here and
are also exported to the European markets. An electric car is also manufactured by a local
company, REVA. Tata Motors plans to produce the world's first air powered in partnership with
MDI of France.

The passenger vehicle sales in India crossed the one million mark in 2005. This segment grows
at 10-15% annually. Around 85% of the cars sold in India are financed as against the global
average of 70%. In neighboring China, only 15-20% vehicles are financed. There are only three
cars in India for 1000 people as compared to the other extreme 500 cars for 1000 people in the
United States. Goldman Sachs has predicted that India will have the maximum number of cars on
the planet by 2050 overtaking the United States.

Production Facilities
BMW

 Chennai,Tamil Nadu

Chevrolet

 Halol,Gujrat

Fiat

 Pune,Maharashtra

Ford

 Chennai,Tamil Nadu

Honda

 Noida,Uttar Pradesh

Hyundai

 Chennai,Tamil Nadu

Mahindra

 Nashik,Maharashtra

Mahindra-Renault

 Nasik, Mahrashtra & Chennai, Tamilnadu (Under construction)

Mercedes-Benz

 Pune,Maharashtra

San

 Verna,Goa

Suzuki

 Gurgaon,Haryana

Tata

 Lucknow,Uttar Pradesh
 Pune,Maharashtra
 Jamshedpur,Jharkhand
 Singur,West Bengal

Toyota

 Bangalore,Karnataka

Domestic
Austin

 Six (Discontinued)

BMW
It has set up a plant in Chennai,Tamil Nadu to manufacture cars locally exclusively for the local
market with no plans for export 3 Series

 5 Series

Chevrolet

Cars from Chevrolet are:

 Tavera - Rebadged Isuzu Panther

 Aveo - Second Generation Chevrolet Aveo sedan
 Aveo UV-A - First Generation Chevrolet Aveo hatchback
 Forester - (Discontinued) Rebadged First Generation Subaru Forester
 Optra - Rebadged Daewoo Lacetti
 SRV - Rebadged Daewoo Lacetti
 Spark - Formerly Daewoo Matiz in India
Chinkara

 Roadster
 Jeepster

Daewoo

 Cielo (Discontinued)
 Matiz (Discontinued, Now re-launched as Chevrolet Spark))
 Nexia (Discontinued)

Dodge

 Kingsway (Discontinued)

Fiat.

 Uno(Discontinued)
 Palio
 Palio Stile
 Siena(Discontinued)
 Siena Weekend (Discontinued)
 Petra(Discontinued)
 Adventure

Force Motors

 Gama, Cruiser
 Trax, Toofan, Challenger

Ford
Ford entered India in collaboration with Mahindra & Mahindra in 1995 with a major plant in
Tamil Nadu. The first model was the Escort.

 Escort .
 Ikon.
 Mondeo (Discontinued)
 Endeavour
 Fusion –

Hindustan Motors

 Trekker (Discontinued)
 Landmaster (Discontinued)
 Contessa (Discontinued) - 5th Generation Vauxhall Victor
 ABBAssador - a version of the 1950s Morris Oxford.
  Honda

 Accord

 City
 Civic
 CR-V.

Hyundai

 Santro - second generation Hyundai Atos

 Accent - second generation Hyundai Accent sedan
 Sonata - sold as the Sonata Embera
 Verna - third generation Hyundai Accent sedan
 Getz - sold as the Getz Prime
 Elantra - 3rd generation Hyundai Elantra sedan
 Terracan (discontinued)
 Tucson

International Cars & Motors

 Rhino

Mahindra & Mahindra Limited.

 Armada (Discontinued)
 Voyager Discontinued)
 Bolero
 Commander
 CL
 MaXX
 Scorpio
 Mahindra and Mahindra Classic This was an open jeep with good off roading
capabilities, a 4*4 and 4*2 option, huge headlamps and roof mounted lights.

Renault

 Logan

Mercedes-Benz

 M-Class
 S-Class
 E-Class
 C-Class
Mitsubishi Motors

 Lancer - Sixth Generation Mitsubishi Lancer

 Cedia - Seventh Generation Mitsubishi Lancer
 Pajero - Second Generation Mitsubishi Pajero
 Montero - Third Generation Mitsubishi Pajero

Opel

 Corsa (Discontinued) - 2nd Generation Opel Corsa

 Corsa Sail (Discontinued) - 2nd Generation Opel Corsa
 Corsa Swing (Discontinued) - 2nd Generation Opel Corsa
 Vectra(Discontinued) - 3rd Generation Opel Vectra
 Astra(Discontinued) - 1st Generation Opel Astra

Plymouth

 Savoy (Discontinued)

Premier Automobiles

 Padmini (Discontinued)
 118 NE (Discontinued)
 Premier Sigma

Peugeot

 309 (Discontinued)

Renault (Mahindra Renault)

 Logan

REVA

 REVA

Rover

 Montego (Discontinued)

San

 Storm
Sipani

 Badal (Discontinued)
 Badal 4 (Discontinued)
 Dolphin (Discontinued) - a version of the Reliant Kitten, a Reliant Robin with 4 wheels
and Triumph inspired front suspension.
 Montana (Discontinued)
 Montana D1 (Discontinued)

Škoda
Škoda is an important car manufacturer of India. It recently launched the Laura, the Octavia still
continues to exist. Skoda also offers the Superb in India but it's not too popular.

 Octavia
 Superb
 Laura

Standard Motors

 Standard Vanguard (Discontinued)

 Standard 8 (Discontinued)
 Standard 10 (Discontinued)
 Standard Penant (Discontinued)
 Triumph Herald (Discontinued)
 Standard Gazel (Discontinued)
 Standard 2000 (Discontinued) - Rebadged Rover SD1

Maruti Suzuki
Maruti Udyog was formed as a partnership between the Government of India and Suzuki of
Japan. It brought India its first "affordable" car, the Maruti 800. It is the biggest car manufacturer
in India and especially dominant in the small car sector. After the Maruti 800, it launched the
Maruti 1000, followed by the Maruti Esteem the European version of the Suzuki Swift . With the
launch of Cielo from DCM Daewoo, Maruti decided to up the game and launched the Maruti
Esteem VX, it was followed by the AX version but was dropped later on due to poor sales.
Maruti once had a market share of approximately eighty percent, but facing competition with
companies like Tata, Hyundai etc. Maruti Udyog's market share has dropped to around forty
percent. According to AutoCar India, the only Maruti Suzuki car worth buying is the new Maruti
Swift. Maruti Zen's production stopped because of the success of Swift, but it has been revived
as the Zen Estilo.

 800
 Omni
 1000 (Discontinued)
 Maruti Zen (Discontinued, but revived and re-branded as the Zen Estilo)
 Alto
 Esteem
  Baleno - (Discontinued)
 Baleno Altutra - (Discontinued)
 Gypsy
 Swift
 SX4
 WagonR
 Versa
 Zen Estilo - First Generation Suzuki MR Wagon
 Grand Vitara - First Generation Suzuki Grand Vitara

Tata Motors
Tata Motors, also known as Telco is the third largest car producer in India after Maruti and
Hyundai. It was responsible for developing India's first indigenous vehicle, the Indica. It has
proved to be a success in the market after initial quality problems. The company also exports the
car to many countries.Tata Motors also has an interest in the commercial vehicle segment of
which it controls around 70%.

 Estate(Discontinued)
 Sierra (Discontinued)
 Sumo
 Safari
 Indica
 Indigo
 Indigo Marina
 TL

Toyota
Toyota Kirloskar sells 4 car models in India. It stopped producing the Toyota Qualis to make
way for the Toyota Innova, which was launched in India in 2005. The most expensive car from
Toyota is a very powerful SUV - The Land Cruiser Prado. Toyota Kirloskar Motors LTD is a
joint venture between Toyota Motor Corporation and the Kirloskar Group.

 Qualis (Discontinued) - 3rd Generation Toyota Kijang

 Camry - 6th Generation Toyota Camry
 Corolla - 9th Generation Toyota Corolla
 Innova
 Land Cruiser Prado - 3rd Generation Toyota Prado

Imports
Audi

 Audi A4
 Audi A6
 Audi A8
 Audi TT
 Audi Q7
BMW

 BMW 7-Series
 BMW X5
 BMW X3

[edit] Land Rover

 Range Rover
 Range Rover Sport

Mercedes-Benz (Daimler Chrysler)

 CLS-Class
 SL-Class
 S-Class
 SLK Class

Nissan

 Teana
 X-Trail

Porsche

 911
 Boxster
 Cayenne
 Cayman

Rolls Royce
Rolls Royce is perhaps the most respected and prestigious car in automotive history and it is
available in India at a price tag of Rs.35,000,000.

 Rolls Royce Phantom

Volvo

 Volvo XC90
COMPANY PROFILE

Introduction:-

TOYOTA SHIMLA Auto (NSE: TOYOTA SHIMLAAUTO, BSE: 520077) is headquartered in

New Delhi and is one of the largest integrated automotive component manufacturers in India
with a strong global presence. The Company has world class facilities in India, Europe and North
America. TOYOTA SHIMLA Auto has significant expertise in forging, grey and ductile iron
casting, gravity and high-pressure aluminum die casting and machining and sub-assembly. The
Company also manufactures components for non-auto sectors such as the railways, specialty
vehicles, aerospace, agricultural and heavy earth moving equipment.

The objective of TOYOTA SHIMLA Auto Investor Relations is to ensure continuous and open
communication with all financial market participants.

Recruitment is the process of identifying that the organisation needs to employ someone up to the point
at which
application forms for the post have arrived at the organisation. Selection then consists of the processes
involved in
choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes
involved in making
sure that job holders have the right skills, knowledge and attitudes required to help the organisation to
achieve its
objectives. Recruiting individuals to fill particular posts within a business can be done either internally by
recruitment
within the firm, or externally by recruiting people from outside.
The advantages of internal recruitment are that:
1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will
need shorter
periods of training and time for 'fitting in'.
2. The organisation is unlikely to be greatly 'disrupted' by someone who is used to working with others in
the
organisation.
3. Internal promotion acts as an incentive to all staff to work harder within the organisation.
4. From the firm's point of view, the strengths and weaknesses of an insider will have been assessed.
There is always a
risk attached to employing an outsider who may only be a success 'on paper'.
The disadvantages of recruiting from within are that:
1. You will have to replace the person who has been promoted
2. An insider may be less likely to make the essential criticisms required to get the company working more
effectively
3. Promotion of one person in a company may upset someone else.
External recruitment
External recruitment makes it possible to draw upon a wider range of talent, and provides the opportunity
to bring new
experience and ideas in to the business. Disadvantages are that it is more costly and the company may
end up with
someone who proves to be less effective in practice than they did on paper and in the interview situation.
There are a number of stages, which can be used to define and set out the nature of particular jobs for
recruitment
purposes:
Job analysis is the process of examining jobs in order to identify the key requirements of each job. A
number of
important questions need to be explored:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the organisation.
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Job analysis is used in order to:
1. Choose employees either from the ranks of your existing staff or from the recruitment of new staff.
2. Set out the training requirements of a particular job.
3. Provide information which will help in decision making about the type of equipment and materials to be
employed with
the job.
4. Identify and profile the experiences of employees in their work tasks (information which can be used as
evidence for
staff development and promotion).
5. Identify areas of risk and danger at work.
6. Help in setting rates of pay for job tasks.
Job analysis can be carried out by direct observation of employees at work, by finding out information
from interviewing
job holders, or by referring to documents such as training manuals. Information can be gleaned directly
from the person
carrying out a task and/or from their supervisory staff. Some large organisations specifically employ 'job
analysts'. In
most companies, however, job analysis is expected to be part of the general skills of a training or
personnel officer.
Job description
A job description will set out how a particular employee will fit into the organisation. It will therefore need
to set out:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the organisation.
A job description could be used as a job indicator for applicants for a job. Alternatively, it could be used as
a guideline
for an employee and/or his or her line manager as to his or her role and responsibility within the
organisation.
Job specification.
A job specification goes beyond a mere description - in addition, it highlights the mental and physical
attributes required
of the job holder. For example, a job specification for a trainee manager's post in a retail store included
the following:
'Managers at all levels would be expected to show responsibility. The company is looking for people who
are tough and
talented. They should have a flair for business, know how to sell, and to work in a team.'
Job analysis, description, and specification can provide useful information to a business in addition to
serving as
recruitment instruments. For example, staff appraisal is a means of monitoring staff performance and is a
feature of
promotion in modern companies. In some companies, for example, employees and their immediate line
managers
discuss personal goals and targets for the coming time period (e.g. the next six months). The appraisal
will then involve
a review of performance during the previous six months, and setting new targets. Job details can serve as
a useful basis
for establishing dialogue and targets. Job descriptions can be used as reference points for arbitrating in
disputes as to
'who does what' in a business.Selection involves procedures to identify the most appropriate candidates
to fill posts. An
effective selection procedure will therefore take into consideration the following:
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keeping the costs of selection down
making sure that the skills and qualities being sought have been identified,
developing a process for identifying them in candidates
making sure that the candidates selected, will want the job, and will stay with the company.
Keeping the costs of selection down will involve such factors as holding the interviews in a location, which
is accessible
to the interviewing panel, and to those being interviewed. The interviewing panel must have available to
them all the
necessary documentations, such as application forms available to study before the interviews take place.
A short list
must be made up of suitable candidates, so that the interviews do not have to take place a second time,
with new job
advertisements being placed.
The skills required should have been identified through the process of job analysis, description and
specification. It is
important then to identify ways of testing whether candidates meet these requirements. Testing this out
may involve:
interviewing candidates
asking them to get involved in simulated work scenarios
asking them to provide samples of previous work
getting them to fill in personality and intelligence tests
giving them real work simulations to test their abilities.
Induction and training
New workers in a firm are usually given an induction programme in which they meet other workers and
are shown the
skills they must learn. Generally, the first few days at work will simply involve observation, with an
experienced worker
showing the 'new hand' the ropes. Many large firms will have a detailed training scheme, which is done on
an 'in-house'
basis. This is particularly true of larger public companies such as banks and insurance companies. In
conjunction with
this, staff may be encouraged to attend college courses to learn new skills and get new qualifications.
Training thus
takes place in the following ways:
1. On the job - learning skills through experience at work
2. Off the job - learning through attending courses.
Promotion within a firm depends on acquiring qualifications to do a more advanced job. In accountancy
for example,
trainee accountants will be expected to pass exams set by the Association of Chartered Certified
Accountants (ACCA).
At the same time, a candidate for promotion must show a flair for the job. It is the responsibility of the
training
department within a business to make sure that staff with the right skills are coming up through the firm or
being
recruited from outside.
The Association of Chartered Certified Accountants has 300,000 members and students throughout the
world. It is a
professional body setting standards for the accountancy profession. To be properly qualified, accountants
must have
passed examinations that make them eligible for membership of one or more professional accounting
bodies, such as
ACCA. Typically accountants will improve their knowledge and experience by taking courses run and
organised by
ACCA during their professional training enabling them to develop and enhance their careers.
Induction is the process of introducing new employees to an organisation and to their work responsibilities
in that
organisation.

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he recruitment and selection is the major function of the human resource department and
recruitment process is the first step towards creating the competitive strength and the strategic
advantage for the organisations. Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the interviews and requires many resources
and time. A general recruitment process is as follows:

 Identifying the vacancy:

The recruitment process begins with the human resource department receiving requisitions for
recruitment from any department of the company. These contain:

• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required

 Preparing the job description and person specification.

 Locating and developing the sources of required number and type of employees
(Advertising etc).

 Short-listing and identifying the prospective employee with required characteristics.

 Arranging the interviews with the selected candidates.

 Conducting the interview and decision making

1. Identify vacancy

2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the response

5. Short-listing

6. Arrange interviews
 7. Conducting interview and decision making

The recruitment process is immediately followed by the selection process i.e. the final interviews
and the decision making, conveying the decision and the appointment formalities.
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