Bench Marking The Trends For Campus Recruitment For Graduate Engineer Trainees

AMITY BUSINESS
SCHOOL
SUMMER TRAINING PROJECT REPORT
ON
BENCHMARKING THE TRENDS FOR CAMPUS RECRUITMENT

FOR GRADUATE ENGINEER TRAINEES
&
MAPPING EXECUTIVE EDUCATION PROGRAMME OF

INTERNATIONAL AND NATIONAL B-SCHOOLS WITH
RANBAXY’S CADRE
For the partial fulfillment of
MASTER OF BUSINESS ADMINISTRATION DEGREE
Two Year Full Time Course (2008-2010)
Submitted By:
MBA(HR) Class of 2010
1
ACKNOWLEDGEMENT
I wish to express my deepest gratitude to Ms. Poonam Kalra (Manager HR,

Ranbaxy Laboratories Limited) and Ms. Shikha Wason (Manager, Organization
Development and Training) who so kindly provided me with their invaluable guidance
during this internship program. I am grateful to them for their guidance, support and the
insight they provided during the various stages of completion of this project.
I owe enormous debt towards my faculty guide Mr. Jitendra Kumar, and my
program leader Mr. Rajnish Ratna for their intense support throughout the project.
I would like to thank the entire corporate HR team for helping me all along the
project. My special thanks to Mr. Vijay Taneja (Senior Manager, Ranbaxy
Laboratories Limited) for helping me out on numerous issues and providing me with
adequate information on various aspects of the services being offered.
Date…………….. Anisha Narang
2
CERTFICATE FROM INDUSTRYGUIDE
TO WHOMSOEVER IT MAY CONCERN
This is to certify that Ms. Anisha Narang has completed her projects on “Benchmarking
the Campus Recruitment practices for Graduate Engineer Trainees(GETs)” and
“Mapping the Executive Education programme of international and national B-schools
with Ranbaxy’s Cadre” from May 1st, 2009 till July 3rd, 2009.
She was under training in our “HR” function. Her performance was good.
We wish her all the best for her future endeavors.
For Ranbaxy Laboratories Limited
SHIKHA WASON
MANGER
ORGANIZATION DEVELOPMENT AND TRAINING
3
CERTIFICATE FROM FACULTY GUIDE
TO WHOMSOEVER IT MAY CONCERN
This is to certify that ANISHA NARANG of MBA(HR), Enrollment No. A0102308037

has completed the summer training on topics BENCHMARKING THE TRENDS FOR
CAMPUS RECRUITMENT FOR GRADUTE ENGINEER TRAINEES and
MAPPING EXECUTIVE EDUCATION PROGRAMME OF INTERNATIONAL
AND NATIONAL B-SCHOOLS WITH RANBAXY’S CADRE under my guidance.
The summer internship project work is based on the work done by student himself and
fulfills the requirements of the project necessary for partial fulfillment of MBA degree.
The work carried out by her on the above mentioned topics is up to the mark as
supported by certificate issued by the organization where the student has undergone
training for completion of the project.
I wish her success in life.
Date: MR. JITENDRA KUMAR
FACULTY
AMITY BUSINESS SCHOOL
4
DECLARATION
I, ANISHA NARANG, (Enrollment No. A0102308037) student of MBA (HR) of

Amity Business School declare that the project report titled “BENCHMARKING THE
TRENDS FOR CAMPUS RECRUITMENT FOR GRADUATE ENGINEER
TRAINEES and MAPPING EXECUTIVE EDUCATION PROGRAMMES OF
INTERNATIONAL AND NATIONAL B-SCHOOLS WITH RANBAXY’S CADRE”
has been prepared by me during the two months of internship at RANBAXY
LABORATORIES LIMITED of academic year 2008-2010. I have prepared the
accurate information to the beat of my knowledge. The data collected is primary
authentic and is evaluated by myself.
I hereby declare that I have put in my best to make this project come up to my
expectations.
DATE: ANISHA NARANG
PLACE:
5
EXECUTIVE SUMMARY
Title1: Benchmarking the trends for campus recruitment for graduate

engineer trainees
Title 2: Mapping executive education programme of international and

national b-schools with Ranbaxy’s Cadre
The project “BENCHMARKING THE TRENDS FOR CAMPUS

RECRUITMENT FOR GRADUATE ENGINEERS TRAINEES” was undertaken
by me in Ranbaxy Laboratories ltd. My training was based on the topic Graduate
Engineers recruitment evaluation.
GET recruitment is more than just recruitment of employees on the job. It is

also about evaluation of colleges, skills acquired by the students, environment in which
GET have been groomed, readiness to take up the challenges in the corporate world.
Colleges were identified on certain parameters these were further filtered down
to three classes. The parameters were based on proximity to our location, slots available
& placement criteria of these colleges for calling companies for recruitment. Prime aim
of the project was to set up a process for evaluation of colleges to have a bunch of
GETs who meet the criteria to drive the organizational initiatives to complete the global
challenges.
In order to accomplish these objectives we carried out an internal survey of the

employees to do sampling of the identified colleges to access the environment and the
level of readiness they provide to the students to be skilled enough to meet the needs of
the organization.
Further to this evaluation the assessment was carried out on the information
gathered from the placement officers of these colleges. Placement figures for the last
two years, how much exposure and weight-age is given to the industry visits and
6
internship and on the job training. The day one slot criteria were accessed for each
college to identify their prerequisites regarding CTC and fees charged.
Prime focus for these GETs was the engineering colleges who are conversant
with information technology in depth as the current initiative with the organization is to
have IT and ERP in place all across the branches with standardization of applications
and packages to cut down on cost for implementation of diversified application usage.
Another project “MAPPING EXECUTIVE EDUCATION PROGRAMME

OF INTERNATIONAL AND NATIONAL B-SCHOLS WITH RANBAXY’S
CADRE” was undertaken by me with the objective to provide learning solutions to
employee’s developmental needs.
If the organization wants to survive and prosper in the modern world of rapid change,
they need to be more flexible, faster moving and faster learning than before. Their
ability to do this rests upon the abilities of their workforce as it is the employees who
represent what company stands for. If the individuals are able learn, develop and
change, then so can the organizations.
Providing the training to the employees requires the training need identification. This
project focuses on the developmental needs and skills which an employee is required to
have in order to accomplish his goals. These needs were previously identified by
Ranbaxy through their Electronic performance management system i.e. EPMS.
Depending on these needs the different executive education programmes were found
for the Ranbaxy’s cadre.
With an objective to provide learning solutions to employees the mapping of the

executive education programme was done. Executive education prepares the executives
from all over the world for new levels of skills in their careers & within their
organization. Such programmes are conducted by different international & Indian
universities, namely Harvard Business School, London Business School, IIM
Ahmedabad, IIM Calcutta, XLRI, INSEAD and so on.
7
This project included the creation of the database of the national and international
executive education offerings mapped to relevant job classes. This database included
detailed information on the executive education programmes on the following areas
1. Leadership
2. Finance
3. Business Strategy
8
TABLE OF CONTENTS
CHAPTERS Page No.
Executive Summary 6
Objective of Research 11
1. Introduction 12
1.1 Brief profile of the company 13
1.2 Background of the problem 20
1.3 Problem Identification and Approach 21
1.4 General Observation 24
1.5 Scope of research 24
1.6 Steps followed for the project 24
2. Literature Review 26
3. Methodology 33
3.1 Research Categories 34
3.2 Research Methodology 35
3.3 Research Approach 35
3.4 Research Instruments 35
3.5 Sample Design 36
3.6 Scaling Technique 37
3.7 Methods of collecting data 38
4. Results and Data Analysis 39
4.1 Analysis of Employee Questionnaire 40
9
4.2 Analysis of Placement officers Questionnaire 73
5. Conclusions 79
5.1 Conclusions 80
5.2 Limitations 80
5.3 Recommendations 81
5.4 Learnings 81
6. Bibliography 82
7. Annexure 84
10
OBJECTIVE OF RESEARCH
Objective for the project “Benchmarking the trends for campus recruitment for
graduate engineer trainees”
This research was conducted with the purpose to go ahead with the campus recruitments.
The following were the main objectives of this research:
1. To identify the top class A institutes who can provide the company with the
multi-skilled professionals.
2. To know about the institutes of the internal employees who have passed out
from the identified institutes.
3. To know about the placement trends and the criteria for the Day 1 slot from the
placement officers of the identified colleges.
Objective for the project “Mapping executive education programme of

international and national b-schools with Ranbaxy’s cadre
This project was undertaken with the objective to provide learning solutions to the
employees in order to enhance their skills so that they can excel in their job and achieve
the objectives of the organization.
11
CHAPTER 1
INTRODUCTION
12
1.1 BRIEF PROFILE OF THE COMPANY
1.1.1 Foundation
Ranbaxy Laboratories had its origins in the early 1960s when Ranjit Singh and
Gurbux Singh, two employees of a Japanese pharmaceutical company operating in
India, formed their own pharmaceutical preparations company in Amritsar, in Punjab
state. The two merged their names to form the name for their company, Ranbaxy.
Through the 1960s, India's pharmaceutical market remained dominated by

foreign drug makers. The domestic pharmaceutical manufacturing industry was limited
in large part to the dosage preparation, packaging, and distribution of existing
formulations. Like many Indian drug companies of this period, Ranbaxy linked up with
a European pharmaceutical company, and began production in 1962.
Ranbaxy's owners sought additional financing and turned to a local

moneylender, Bhai Mohan Singh. By 1966, the pair had built up debts to Singh of more
than the equivalent of $100,000. When Singh, a native of Pakistan who had arrived in
India at the beginning of that decade, came to collect, the Ranbaxy partners offered to
turn over their company to him instead.
Singh agreed to the deal and launched the Ranbaxy family on the path toward
building one of India's largest business empires. Under Bhai Mohan Singh, Ranbaxy
initially maintained its course of preparing and packing existing branded
pharmaceutical products for the Indian market. The entry of Singh's eldest son,
Parvinder, into the company in 1967, however, set the company on a new course to
become a fully independent pharmaceutical company.
13
1.1.2 Chronological Progress
1961: Ranbaxy was incorporated. Bhai Mohan Singh was the founder of the company.
1973: Ranbaxy went public.
1977: Ranbaxy's first joint venture was set up in Lagos (Nigeria).
1985: Ranbaxy Research Foundation was established and Stancare, Ranbaxy's second
pharmaceutical market division started functioning.
1987: Production started at Ranbaxy's Toansa Plant (Punjab) and with this Ranbaxy
became India's largest manufacturer of antibiotics/antibacterials.
1988: Ranbaxy's Toansa Plant got US FDA approval.
1990: Ranbaxy was granted its first US patent, for Doxycyline.
1993: Ranbaxy set up a joint venture in China.
1994: Ranbaxy established regional headquarters in UK and USA. In the same year its
GDR was listed in Luxembourgh Stock Exchange.
1995: Ranbaxy acquired Ohm Laboratories, a manufacturing facility in the US and

inaugurated state-of-the art new manufacturing wing at Ranbaxy's US subsidiary Ohm
Laboratories Inc.
1997: Ranbaxy crossed a sales turnover of Rs. 10,000 million.
1998: Ranbaxy entered USA, world's largest pharmaceutical market, with products
under its own name.
1998: Ranbaxy filed its first Investigational New Drug (IND) application with the
Drugs Controller General OF India for approvals to conduct Phase 1 Clinical trials.
14
1999: Ranbaxy commenced trials for its NCE.
2000: Ranbaxy acquired Bayer's Generic business in Germany, and entered into Brazil,
the largest pharmaceutical market in South America.
2001: Ranbaxy set up a manufacturing facility in Vietnam.
2003, Ranbaxy launched Cefuroxime Axetil after approval from USFDA. It was the
first approval granted to any generic company for this product.
2003: Ranbaxy and Glaxo SmithKline Plc entered into an alliance for drug discovery
and development.
2004: Ranbaxy acquired a wholly-owned subsidiary RPG (Aventis) SA and began

operations in France as a Top 10 generic company.
2005: Ranbaxy launched operations in Canada and acquired generic product portfolio
from EFARMES of Spain.
2006, Ranbaxy acquired Be Tabs pharmaceuticals of South Africa, unbranded generic

business of GSK in Italy & Spain, and Terapia of Romania.
2008: Ranbaxy entered into an alliance with one of the largest Japanese innovator
companies, Daiichi Sankyo Company Ltd., to create an innovator and generic
pharmaceutical powerhouse. The transformational deal has placed Ranbaxy in a higher
growth trajectory.
Today Ranbaxy Laboratories Limited, is an integrated, research based,

international pharmaceutical company, producing a wide range of quality, affordable
generic medicines, trusted by healthcare professionals and patients across geographies.
Ranked 8th amongst the global generic pharmaceutical companies, Ranbaxy today has
a presence in 23 of the top 25 pharmaceutical markets of the world. The Company has a
15
global footprint in 49 countries, world-class manufacturing facilities in 11 countries and
serves customers in over 125 countries.
1.1.3 Vision & Aspirations
Ranbaxy is driven by its vision to achieve significant business in proprietary

prescription products by 2012 with a strong presence in developed markets. The
Company aspires to be amongst the Top 5 global generic players and aims at achieving
global sales of US $5 Bn by 2012.
1.1.4 Financials
For the year 2008, the Company recorded Global Sales of US $ 1,682 Mn,
reflecting a growth of 4%. The Company has a balanced mix of revenues from
emerging and developed markets that contribute 54% and 39% respectively. In 2008,
North America, the Company's largest market contributed sales of US $ 449 Mn,
followed by Europe garnering US $ 330 Mn. Business in Asia is going strong with
India clocking sales of around US $ 300 Mn with market leadership in several business
segments, backed by strong brand-building skills.
1.1.5 Organizational Strategy
Ranbaxy is focused on increasing the momentum in the generics business in its

key markets through organic and inorganic growth routes. Growth is well spread across
geographies with focus on emerging markets The Company continues to evaluate
acquisition opportunities in India, emerging and developed markets to strengthen its
business and competitiveness. Ranbaxy has forayed into high growth potential
16
segments like Biologics, Oncology and injectables. These new growth areas will add
significant depth to the existing product pipeline.
1.1.6 Research and Development (R&D)
Ranbaxy views its R&D capabilities as a vital component of its business

strategy that will provide a sustainable, long-term competitive advantage. The
Company has a pool of over 1,200 scientists engaged in path-breaking research.
Ranbaxy is among the few Indian pharmaceutical companies in India to have

started its research program in the late 70's, in support of its global ambitions. A first-
of-its-kind world class R&D centre was commissioned in 1994. Today, the Company's
multi-disciplinary R&D centre at Gurgaon, in India, houses dedicated facilities for
generics research and innovative research. The robust R&D environment for both drug
discovery and development reflects the Company's commitment to be a leader in the
generics space offering value added formulations based on its Novel Drug Delivery
System (NDDS) and New Chemical Entity (NCE) research capabilities.
The new drug research areas at Ranbaxy include anti-infectives, inflammatory /

respiratory, metabolic diseases, oncology, urology and anti-malaria therapies. Presently,
the Company has 8-10 programs including one Anti-malaria combination drug,
Arterolane maleate + Piperaquine phosphate for which Phase-III clinical trials have
commenced in India, Bangladesh and Thailand.. The Company has signed collaborative
research programs with GSK and Merck.
NDDS focus is mainly on the development of NDA/ANDAs of oral controlled-

release products for the regulated markets. Ranbaxy’s first significant international
success using the NDDS technology platform came in September 1999, when the
Company out-licensed its first once-a-day formulation to a multinational company.
17
1.1.7 Worldwide Operations
Global Pharma Companies are experiencing an ever changing landscape ripe with
challenges and opportunities. In this challenging environment Ranbaxy is enhancing its
reach leveraging its competitive advantages to become a top global player.
Driven by innovation and speed to market we focus on delivering world-class

generics at an affordable price. Our unwavering determination to achieve excellence leads
us to new global benchmarks. Our people have consistently risen above all challenges
maximized opportunities and positioned Ranbaxy as a leader in the global generics space.
Ranbaxy’s global footprint extends to 49 countries embracing different locales and

cultures to form a family of 51 nationalities with an intellectual pool of some of the best
minds in the world.
18
Africa Asia Pacific CIS
Global Consumer
Europe Global API
Healthcare
Middle East and Sri
India Latin America
Lanka
North America
1.1.8 Manufacturing Facilities
Organizations’ capabilities and intent are strongly reflected in the product it

manufactures. In other words, the manufacturing competencies and facilities echo truly,
the R&D extent and the ability to implement it for the best of the market it targets.
RANBAXY possesses the manufacturing strengths that have established it as a

producer of world-class generics, branded generics and a major supplier of its range of
Active Pharmaceutical Ingredients for pharmaceutical products of companies
worldwide.
Ranbaxy has world-class manufacturing facilities in 11 countries namely Brazil,

China, Ireland, India, Japan, Malaysia, Nigeria, Romania, South Africa, USA and
19
Vietnam. Its overseas facilities are designed to cater to the requirements of the local
regulatory bodies of that country while the Indian facilities meet the requirements of all
International Regulatory Agencies. Some of the agencies such as MCA-UK, MCC-
South Africa, FDA-USA and TGA-Australia, have audited Ranbaxy’s manufacturing
facilities for the compliance with international Good Manufacturing Practices and have
registered its products for safety, quality and efficacy.
1.1.9 Philosophy
The Company’s business philosophy is based on delivering value to its

stakeholders constantly inspires its people to innovate, achieve excellence and set new
global benchmarks. Driven by the passion of its over 12,000 strong multicultural
workforce comprising over 50 nationalities, Ranbaxy continues to aggressively pursue
its mission to become a Research-based International Pharmaceutical Company and
attain a true global leadership position.
1.2 BACKGROUND OF THE PROBLEM
Problem 1: Benchmarking the trends
The best organizations are made of the best people. The organization’s long
term goals & successes are conceived by its people. Get the right people first is better
than getting your people right, because people are the soft assets in the organization and
it is these soft assets that manage and optimize the use of hard assets of the company to
good effects. The best ways to enable organization to get right sort of people & become
competitive lies in the recruitment & selection process.
In order to get the right people, Ranbaxy focuses on the campus recruitments
with an objective of building a young talent pipeline for the organization which would
20
comprise fresh engineers from good engineering colleges who can be groomed and
whose retention rate would be much better.
Problem 2: Mapping Executive Education
Throughout the years training and development approaches have proved to be a

critical tool in human resource management. These approaches not only help employees
to focus on the skills to be improved but also to look for the ways to achieve these
skills. But there exist a need to develop these skills among the employees on a
continuous basis so that they can excel in there job and can achieve the objectives of the
organization. To bring in such development among the employees the companies need
to identify the core training needs where the employees are lacking and to look up for
the ways to remove such lacking
1.3 PROBLEM IDENTIFICATION AND APPROACH
Problem 1: Benchmarking the trends
Ranbaxy recognizes that people are the real source of the competitive
advantage. This project was undertaken with the objective to include new blood in the
workforce which is dynamic, innovative & hi-tech. The past trends of the recruitments
of Graduate Engineer Trainees indicated that there has been a high level of attrition this
year at the junior & middle level. So there existed a need to explore a new recruitment
option which would be more effective than that what had been used in the past.
21
Problem 2: Mapping Executive education program
Ranbaxy carries out a training need identification through a system called

Electronic performance management system i.e. EPMS. For this project the training
needs were already identified. Following were the identified needs-
 Team Builder
 People Adaptability/Interpersonal effectiveness
 Performance Management
 Conflict Resolution
 Decision making and problem solving
 Assertiveness
 Finance for non finance
 Effective communication skills & presentation skills
 Negotiation Skills
 Leadership skills
 Business Strategy
After the needs were analyzed there had been an observation that employees
need much more than the normal proceedings. In order to provide more learning to the
employees the mapping of international and national executive education programme
was carried out.
Executive Education programme was chosen as it prepares the employees for

new level of skills & make sure that the employees acquire the right skills to fight the
new challenges. It seeks to a permanent change in an individual that will improve
his/her ability to perform on the job. As a result this type of programmes leads to an
overall development in the employees.
22
These programmes are provided at different institutes internationally and
nationally. The institutes which Ranbaxy considered are:
International Universities
 Asridge Business School
 Duke University
 Harvard Business School
 London Business School
 INSEAD
 Michigan Ross School of Business
 University of Cambridge
 Wharton School
National Universities
 ASCI
 IIM Ahmedabad
 IIM Bangalore
 IIM Calcutta
 IIM Indore
 IIM Lucknow
 TMTC
 XLRI
After identification these universities a training calendar was prepared which

included the details of the programmes and participants cadre.
23
1.4 GENERAL OBSERVATION
During the project it was observed that the attrition rate of the Graduate
Engineer Trainees was very high, that is why the company was looking up for more
recruitment options other than the Delhi College of engineering.
1.5 SCOPE OF RESEARCH
The study will deepen the understanding of what are the present placement
trends in the organizations, why Graduate engineer trainee program is followed in
companies & how this program is conducted so as to get the right person for the right
job.
The study will bring in focus the process of Graduate Engineer Trainee program
& the roles of these trainees once they are recruited for the organization. It attempts to
analyze that how the students of the institutes are prepared for the corporate world.
It will also bring in light the importance of training imparted to the employees
based on their identified needs
1.6 STEPS FOLLOWED FOR THE PROJECT
The steps taken for this study are as follows:

1. Identification of the institutes which provide placements
2. The identified institutes were ranked on the different parameters like:
a) Infrastructure & facilities
b) Intellectual Capabilities
24
c) Pedagogic
d) Industry Interface
e) Placements
3. Then these ranked institutes were divided in three classes i.e. Class A, B & C.
The division was on the basis of the Ranks & Location
4. The survey was conducted for the internal employees passed out from the Class
A top institutes.
5. Another survey was conducted for the Training & Placement Officers of the
Class A top institutes.
6. For the purpose of survey the questionnaire & interview methods were used.
7. After this the detailed analysis was prepared on the placement trends followed
in these Class A top institutes.
25
CHAPTER-2
LITERATURE REVIEW
Ranbaxy is an integrated research based, international pharmaceutical company

producing a wide range of quality, affordable generic medicines, trusted by healthcare
professionals & patients across geographies.
26
It believes employees represent what company stands for. The value an
organization produces is unequivocally linked to collective efforts of its people.
In order to get the right people for the right work, the company follows a
Graduate engineer trainee program. In which the new talents are hired from different
institutes across the country. After the hiring these graduate engineer trainees are put
through one year’s rigorous, multi-functional training in our various functions before
being absorbed in a regular assignment.
WHY GRADUATE ENGINEER TRAINEE PROGRAM?
Attraction and Retention of talent has been a major source of concern since majority
of the professionals want to work in consulting organizations and Ranbaxy being an
end user company has its constraints.
 It experimented with Walk-in-Interviews in Bangalore last year for lateral level

recruitments but was unable to hire too many people at middle management
level.
 The company faced attrition of those recruited in Bangalore since these
employees wanted to be close to their respective families.
 Recruitment through external consultants has been a slow process. Our
experience has not been great in recruiting laterals since majority of the people
end up negotiating with their current employers and don’t join.
 Company had high level of attrition this year at the junior and the middle
management level though majority of it was non-regrettable.
 Organization invests a lot in training and the feedback that we have received
from line is that the performance level and uptake of employees having
engineering qualification is better that the non-engineers.
COMPANY’S OBJECTIVE BEHIND RECRUITING GETS
27
To explore a new recruitment option that would be more effective that what we
have been using in the past.
To have a reservoir of young talent who would take up higher responsibilities in

the future.
To integrate conceptual understanding gained through academic curriculum into

practical application.
To have a professionally qualified manpower, multi-skilled persons who can be

used for various functions.
RECRUITMENT PROCESS
• Process for recruiting Trainees in various disciplines is undertaken through

Campus Recruitment. The number of Trainees required to be taken, is decided
during the annual budgeting exercise/ business expansion plans. Trainees are
recruited from reputed colleges/ management institutes in the region.
• The trainees are recruited under the following training schemes: -
Graduate / Diploma Engineer Trainees:
 Mechanical Engineers
 Electrical Engineers
 Instrumentation & Control Engineers
 Production Engineers
SELECTION PROCESS
• The process started with Campus Presentation. The objective of the same was
to give an overview regarding the organization, structure, career development,
life at Ranbaxy and also give an idea regarding the salary structure being
offered.
• The short listing criteria used for the selection process is given as under :
28
- Students who have scored 60% and above in their engineering can be
eligible
- The following tools are used at the campus and had equal weight ages:
o Analytical Aptitude & General Awareness Test (45 questions in
45 minutes
o Group Discussion
o Panel Interview
• Consolidated scores of Analytical aptitude test and Group Discussion are used
to shortlist candidates for the Panel Interview.
• Panel of Evaluators: Head of APO, SAP, Infrastructure and HR.
• Results are declared at the close of the day to ensure transparency of the entire
process.
ONE YEAR EXTENSIVE TRAINING PROGRAMME
Induction Program: 1 month
 To give an overview to the batch regarding company vision, mission,

philosophy, policies and divisions.
 This would also include visit to R&D facility, Manufacturing facility, Field
visits, C&F visit.
 This would be followed by detailed IT overview regarding all sub areas of SAP,
APO, Infrastructure, Business Solutions etc.
On-the-job Project:
 Each GET is assigned some projects of 3 months duration each in the respective
IT sub area of choice.
 Project evaluation would be done post completion of each project by an
evaluation committee comprising of CIO, Head SAP, Head APO, Head
Infrastructure and HR.
29
CONFIRMATION ON ONE YEAR
Final presentation is organized at the end of the training period where the GETs
would be presenting to a panel of the evaluators and would share their learning.
The panel would decide the final placements of all GETs.
Post 1 year training the GETs would be absorbed in the AI managerial level
where they would again have a probation period of 6 months.
TRAINING PROCESS AT RANBAXY
1. NEED IDENTIFICATION
The training is imparted only if there is a requirement. These requirements could be

current requirement and future requirements. Both these requirements are essential to
reach the goal of any organization. These requirements could be individual specific,
divisional specific or organization specific, all these needs should align with the
strategy and goals of the organizations.
At Ranbaxy, the need identification process is undertaken by through the EPMS

(electronic performance management system).
After identification, there was a realization that the following needs were required
to be given more learning solutions:
Leadership
Finance for non finance
Business Strategy
30
2. DEVELOP THE TRAINING PROGRAMME
Based on the inputs received, the training calendar of executive education

programmes of various universities was prepared. This calendar was prepared with an
objective to provide the employees with learning solution which can help them in
achieving the goals of the organization. The programmes stated in the calendar were
mapped according to the cadre of the Ranbaxy.
The calendar includes list of programmes and the date-wise programme calendar of
each international and national b-schools. The list of the programmes further consists of
name of the programmes, overview of the programs, participants profile, relevant job
class, date of the programmes, venue of the programme and the fees charged for these
programmes.
3. DELIVER THE PROGRAMME
Ranbaxy has a culture of providing the training through trainers or to send

employees to the different training programmes organized by different organizations/B-
schools. This gives an opportunity for the employees to sharpen their knowledge as
well use their skills. The delivery methods are chosen in such a way that it drills down
the message across to the employees.
4. MEASURING EFFECTIVENESS OF THE PROGRAMME
Training effectiveness is measured for programmes, which are specifically designed

towards Strategic objectives, Departmental performance, new introductions of subject
and faculty. Approximately 40% of the total programmes conducted are evaluated.
31
Ranbaxy uses Kirk Patrick Model for measuring training Effectiveness. Effectiveness
is measured through 4 levels such a Reaction, Learning, Reinforcement and Outcome.
1. Reaction is the immediate feedback sought after each programme through a

questionnaire.
2. Learning is measured for technical/skill development programmes through pre-
post tests.
3. Reinforcement (Behavior) of training is done after every three months after the
training programme, here it is checked whether employees are actually using the
knowledge imparted to them on job.
4. If all the above steps are favorable, then results will follow.
-Training Manual of Ranbaxy
32
CHAPTER-3
METHODOLOGY
3.1 RESEARCH CATEGORIES
There are three categories of research

1. Dissertation Research
33
2. Organizational Research
3. Publishing Research
DISSERTATION RESEARCH
All academic research done for the purpose of getting an award of degree or as a
part of the course completion. For example- summer training project, dissertation
during four semesters in Amity Business School in M.B.A, Phd. Program in any
university, M.Phil project in any subject in anywhere are known as dissertation
research.
ORGANISATIONAL RESEARCH
Exclusive research for the purpose of achieving unfinished task, contemporary and
challenging problem faced by an organization or as to achieve the organizational
philosophy and goals. All research of such categories is known as organizational
research.
PUBLISHING RESEARCH
A research for the purpose of writing a case study, an article into national and
international newspaper, a paper to be presented at national and international level
conferences and seminars, are referred to be published in journals etc are known as
publishing research.
In our case it is mainly of first category but since an industry is assigned to us and
also as per the instruction of our guide we are here to prepare the research paper for the
purpose of publication so it comes under all the categories mentioned above.
3.2 RESEARCH METHODOLOGY
34
RESEARCH DESIGN
A descriptive research design was followed for this research, with an objective
to find out top institutes across India and to find out their placement trends. The
descriptive research was chosen due to its nature of dealing with questions who, what,
where, when & how. Moreover this type of research involves observing & describing
the behavior of a subject without influencing it in anyway.
3.3 RESEARCH APPROACH
For this research, the research approach was survey. The survey was conducted by
visiting the various employees in the organization and by mailing the questionnaires to
the training and placement officers. Survey was best suited to fulfill the purpose of this
research work, because it helped to know about the different colleges & their placement
trends.
3.4 RESEARCH INSTRUMENTS
The tools used for the data collection in the present study are
 Questionnaire
 Interview
The questionnaire and interviews are the main data collection tools due to their
nature of giving the right and accurate results to the problems from the selected sample
frame. The questionnaire records the placement trends of the top institutes.
The questionnaire used for internal employee’s survey was structured, close-ended
and disguised. The close-ended questionnaire implies that the questionnaire consists of
the questions which have certain options from which the respondent indicates his or her
35
choice. And disguised questionnaire means that the objective behind the
research/questionnaire is not told to the respondents.
The questionnaire used for placement officer’s survey was again structured and
disguised but it was an open-ended questionnaire.
3.5 SAMPLE DESIGN
A sample design is an infinite plan of obtaining a sample from given population.

Simple random sampling is used for this study
UNIVERSE
The universe chosen for this project was the placement officers & the previously
selected Graduate engineer trainees passed out from the following institutes:
 IIT Delhi
 IIT Kanpur
 IIT Roorkee
 Punjab Engineering College
 Thapar Institute
SAMPLE SIZE
The sample size varied from survey to survey. For the “survey of employees” the
sample size was 50 employees and for the “survey of Training and placement officers
(TPO)” the sample size was 4 placement officers from IIT Delhi, IIT Roorkee, Punjab
Engineering College & Thapar Institute respectively. The previously working GETs
36
were selected for the employees survey and the training and placement officers of the
top class A identified institutes were selected for the TPO questionnaire.
INSTITUTE Employees Sample Size Placement officers Sample

size
IIT Delhi 13 1
IIT Kanpur 15 0
IIT Roorkee 0 1
Punjab Engineering College 15 1
Thapar Institute 7 1
SAMPLE PROCEDURE
The procedure adopted in the study is probabilistic sampling, under which each
element of population has an equal chance of being selected in the sample.
3.6 SCALING TECHNIQUE
The scaling technique used for this study was Itemized rating scale, in which the
respondents were provided with the Likert scale that has a number or brief description
associated with each category. This brief description associated with each category
varied from question to question.
Likert scale is commonly used in the questionnaires, and is the most widely used
scale in survey research. When responding to a likert questionnaire items, respondents
specify their level of agreement to a statement. In the likert scale the respondents are
required to select the specified category the best describes the object being rated. It
measures either negative or positive responses.
37
3.7 METHODS OF COLLECTING DATA
The study was conducted using a combination of primary as well as secondary

source.
PRIMARY SOURCE
For this study primary data is the one which was first hand information & collected
fresh. The most common & popular tool for collecting primary data is questionnaire or
interview. And the same is collected for this project.
SECONDARY SOURCE
Secondary data is the one that is already collected & treated statistically in some
form or the other. Encyclopedias, journal, books, reviews are all examples of secondary
sources used for this study.
38
CHAPTER-4
RESULTS & DATA ANALYSIS
4.1 ANALYSIS OF EMPLOYEES QUESTIONNAIRE
Note*: The statistics used here is the average of the results (in each domain) received
from employees
1. College rating given by employees on different domains:
Domains IIT Delhi IIT Kanpur PEC Thapar Institute
39
Intra work placement 4 3.9 4.3 4
Course content 4.8 4.5 4 3.6
Opportunity to work 3 3.1 2.9 3.4
Industry Exposure 4 3.4 4.3 2.6
Internship provided by campus 4.7 4.5 4.5 4.6
Findings: All the top institutes are almost at par in providing the placements,
opportunity to work & internship.
The course content provided in IIT Delhi is better than other institutes.
PEC followed by IIT Delhi seems to be providing more of industry exposure as
compared to the other institutes.
ANOVA
Analysis of variance is an error reducing technique is applied mainly to compare the
means when more than two data sets are available. For two means t-test or z-test
will be suitable.
Since we wish to compare four premier institutes namely IIT Delhi, IIT Kanpur,
Punjab Engineering College and Thapar respectively. So analysis of variance
(ANOVA) is the most suitable inferential tool.
Anova: Two-Factor Without
40
Replication
SUMMARY Count Sum Average Variance

Intrawork placement 4 16.2 4.05 0.03
Course content 4 16.9 4.225 0.2825
Opportunity to work 4 12.4 3.1 0.046667
Industry Exposure 4 14.3 3.575 0.5625
Internship Provided 4 18.3 4.575 0.009167
IIT Delhi 5 20.5 4.1 0.52

IIT Kanpur 5 19.4 3.88 0.402
PEC 5 20 4 0.41
Thapar 5 18.2 3.64 0.548
ANOVA
Source of Variation SS df MS F P-value F crit
Rows 5.317 4 1.32925 7.240581 0.003314 3.259167
Columns 0.5895 3 0.1965 1.070359 0.398196 3.490295
Error 2.203 12 0.183583
Total 8.1095 19
We do error analysis by means of computing various sums of squares for example

SSR, SSC, SSE
SSR = Sum of squares due to rows (Rows taken = 5, namely Intra work placement,
course content, opportunity to work, industry exposure and internship provided.)
SSC = Sum of squares due to columns (Column taken = 4, namely IIT Delhi, IIT
Kanpur, PEC and Thapar)
Now d.f.
SSR = (r-1) = (5-1) = 4
Where r = rows
SSC = (c-1) = (4-1) = 3
Where c = columns
Therefore, SSE = Sum of squares due to error = (r-1)(c-1) = 4 x 3 = 12
STEPS INVOLVED FOR ANOVA- TWO FACTOR OR TWO WAY ANOVA

Step1: Setting the hypothesis
41
Null Hypothesis H0 = There is no significant difference in the means of the four
institutes mentioned w.r.t. five factors taken into account.
Alternate Hypothesis H1 = There is significant difference in the mean of the four

institutes mentioned w.r.t. five factors taken into consideration.
Mathematically: H0 = {µ11 = µ12 = µ13 = µ14

µ21 = µ22 = µ23 = µ24
µ31 = µ32 = µ33 = µ34
µ41 = µ42 = µ43 = µ44}
H1 = {µ11≠ µ12 ≠ µ13 ≠ µ14

µ21 ≠ µ22 ≠ µ23 ≠ µ24
µ31 ≠ µ32 ≠ µ33 ≠ µ34
µ41 ≠ µ42 ≠ µ43 ≠ µ44}
Step 2: Determining α = .05
Level of significance = 5%
Confidence level = .95
*Note: α and (100-α) are complementary to each other
Step 3: Application of ANOVA
Fstatistics for row = at (4, 12), α = .05
Fstatistics for column = at (3, 12), α = .05
Step 4: Test criteria

Approach 1: Since f calculated value i.e. 7.2458 is greater than f critical
value i.e. 3.285. Hence we reject the null hypothesis and
accept the alternative hypothesis.
Approach 2: (p-value approach) Since p-value i.e. 0.003315 is less than
α- value i.e. 0.05. Therefore, as per test criteria we reject
H0 and we accept H1
Interpretation: There is a significant difference in the means of the four institutes
mentioned w.r.t. five factors taken into consideration.
42
REASONS FOR ATTRITION:
Domain 1: Intra work placement
Crosstab
Count
Campus_Placed
YES NO Total
College_Rating1 AVERAGE 13 0 13
VERY GOOD 23 3 26
EXCELLENT 11 0 11
Total 47 3 50
43
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
Pearson Chi-Square 2.946a 2 .229
Likelihood Ratio 4.100 2 .129
Linear-by-Linear Association .010 1 .919
N of Valid Cases 50
a. 3 cells (50.0%) have expected count less than 5. The minimum

expected count is .66.
Step 1: Setting the Hypothesis
H0: There exist no significant association between campus recruitment and

rankings of the institutes taken into the survey.
H1: There exist a significant association between campus recruitment and
rankings of the institutes taken into consideration.
Step 2: Determining the level of significance

α = .05
d.f = (r-1)(c-1)
(3-1)(2-1)
=2
Step 3: Application of χ2 test

χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]
where k = no. of categories
O = observed value
E = expected value
This test is applied in case we are to apply χ2 test of goodness of fit
χ2 = Σ i=1 to r Σj=1 to c [(Oij – Eij)2 / Eij 2]
This test is applied in case we are to apply χ2 test of contingency or χ2 test of

independence. This test is based on the cross tabulation
44
Step 4: Test Criteria
χ2 = .229
Since .229 > .05
Therefore the null hypothesis is accepted, there does not exist any significant
association between campus recruitment and rankings of the institutes.
Interpretation
As per the survey it has been found that colleges that have been rated “very good”
results in maximum campus placement.
With excellent rating there are 11 campus recruitments
With average rating there are 13 campus recruitments.
Domain 2: Course content
Crosstab
Count
Campus_Placed
YES NO Total
College_Rating2 POOR 1 0 1
FAIR 1 1 2
AVERAGE 7 1 8
VERY GOOD 22 0 22
EXCELLENT 16 1 17
Total 47 3 50
45
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
Linear-by-Linear Association 1.863 1 .172
N of Valid Cases 50

Step 1: Setting the hypothesis


α = .05
d.f = (r-1)(c-1)
(5-1)(2-1)
=4

χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]
O = observed value
E = expected value

46
Step 4: Test criteria χ2 = .063
Since .063 > .05
Interpretation
results in maximum campus placement i.e. 22.
Domain 3: Opportunity to work
Crosstab
Count
Campus_Placed
YES NO Total
FAIR 10 1 11
AVERAGE 20 0 20
VERY GOOD 13 2 15
EXCELLENT 3 0 3
Total 47 3 50
47
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
N of Valid Cases 50



α = .05
d.f = (r-1)(c-1)
(5-1)(2-1)
=4

χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]
O = observed value
E = expected value

48
χ2 = .533
Since .533 > .05
Interpretation
As per the survey it has been found that colleges that have been rated “Average” results
in maximum campus placement i.e. 20.
With very good rating there are 13 campus recruitments.
With the fair rating there are 10 campus recruitments
Domain 4: Industry exposure
Crosstab
Count
Campus_Placed
YES NO Total
College_rating4 POOR 2 0 2
FAIR 5 1 6
AVERAGE 11 1 12
VERY GOOD 21 0 21
EXCELLENT 8 1 9
Total 47 3 50
49
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
N of Valid Cases 50



α = .05
: d.f = (r-1)(c-1)
(5-1)(2-1)
=4

χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]
O = observed value
E = expected value

50
Step 4: Test Criteria
χ2 = .523
Since .523 > .05
Interpretation
results in maximum campus placement i.e. 21
Domain 5: Internship provided by the campus
Crosstab
Count
Campus_Placed
YES NO Total
FAIR 3 0 3
AVERAGE 7 1 8
VERY GOOD 18 0 18
EXCELLENT 18 2 20
Total 47 3 50
51
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
N of Valid Cases 50



α = .05
d.f = (r-1)(c-1)
(5-1)(2-1)
=4

χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]
O = observed value
E = expected value

52
χ2 = .523
Since .523 > .05
Interpretation
As per the survey it has been found that colleges that have been rated “very good” and
“excellent” results in maximum campus placement i.e. 18
2. Rating of the benefits gained on the following domains during their college time
Domains IIT IIT PEC Thapar Institute

Delhi Kanpur
Skills required for the work place 3 4 3.7 4
Preparation for job 2.2 3.5 4.5 3.7
Academic Knowledge 4 4.5 4.7 4.6
Understanding of other people 3.1 3.7 3.1 3.7
Ability to be independent & self reliant 4.1 4.1 3.8 3.4
Ability to be adaptable 4 3.7 4 4
Ability to be creative, innovative 4.8 4.5 4.1 4.4
53
Findings: Skills provided for workplace in IIT Delhi are average in comparison to
others.
PEC seems to be leading in preparing students for job and giving them academic
knowledge.
For the teamwork needs IIT Kanpur and Thapar are in competition.
In other domains like ability to be independent, adaptable all the institutes are at par.
Anova: Two-Factor Without

Replication
SUMMARY Count Sum Average Variance

Skills 4 14.7 3.675 0.2225
Preparation for job 4 13.9 3.475 0.909167
Academic Knowledge 4 17.8 4.45 0.096667
Understanding of other people 4 13.6 3.4 0.12
Ability to be independent 4 15.4 3.85 0.11
Adaptable 4 15.7 3.925 0.0225
Creative and Innovative 4 17.8 4.45 0.083333
IIT Delhi 7 25.2 3.6 0.763333

IIT Kanpur 7 28 4 0.156667
PEC 7 27.9 3.985714 0.281429
Thapar 7 27.8 3.971429 0.175714
54
ANOVA
Source of Variation SS df MS F P-value F crit
Rows 4.354286 6 0.725714 3.342105 0.021627 2.661305
Columns 0.783929 3 0.26131 1.203399 0.336902 3.159908
Error 3.908571 18 0.217143
Total 9.046786 27
We do error analysis by means of computing various sums of squares for example

SSR, SSC, SSE
SSR = Sum of squares due to rows (Rows taken = 7, namely Skills, preparation for
job, academic knowledge, understanding of other people, ability to be independent,
adaptable, creative and innovative.)
SSC = Sum of squares due to columns (Column taken = 4, namely IIT Delhi, IIT
Kanpur, PEC and Thapar)
Now d.f.
SSR = (r-1) = (7-1) = 6
Where r = rows
SSC = (c-1) = (4-1) = 3
Where c = columns
Therefore, SSE = Sum of squares due to error = (r-1)(c-1) = 6 x 3 = 18
STEPS INVOLVED FOR ANOVA- TWO FACTOR OR TWO WAY ANOVA
Step1: Setting the hypothesis
Null Hypothesis H0 = There is no significant difference in the means of the four

institutes mentioned w.r.t. seven factors taken into account.
Alternate Hypothesis H1 = There is significant difference in the mean of the four

institutes mentioned w.r.t. seven factors taken into consideration.
Mathematically: H0 = {µ11 = µ12 = µ13 = µ14

µ21 = µ22 = µ23 = µ24
µ31 = µ32 = µ33 = µ34
55
µ41 = µ42 = µ43 = µ44
µ51 = µ52 = µ53 = µ54
µ61 = µ62 = µ63 = µ64
µ71= µ72 = µ73 = µ74}
H1 = {µ11≠ µ12 ≠ µ13 ≠ µ14

µ21 ≠ µ22 ≠ µ23 ≠ µ24
µ31 ≠ µ32 ≠ µ33 ≠ µ34
µ41 ≠ µ42 ≠ µ43 ≠ µ44
µ51 ≠ µ52 ≠ µ53 ≠ µ54
µ61 ≠ µ62 ≠ µ63 ≠ µ64
µ71 ≠ µ72 ≠ µ73 ≠ µ74}
Step 2: Determining α = .05

Level of significance = 5%
Confidence level = .95
*Note: α and (100-α) are complementary to each other
Step 3: Application of ANOVA
Fstatistics for row = at (6, 18), α = .05
Fstatistics for column = at (3, 18), α = .05

Approach 1: Since f calculated value i.e. 3.3421 is greater than f critical
value i.e. 2.6613. Hence we reject the null hypothesis and
accept the alternative hypothesis.
Approach 2: (p-value approach) Since p-value i.e. 0.0216 is less than α-
value i.e. 0.05. Therefore, as per test criteria we reject H0
and we accept H1
Interpretation: There is a significant difference in the means of the four institutes

mentioned w.r.t. seven factors taken into consideration.
56
REASONS FOR ATTRITION
Domain 1: Skills required for the workplace

Crosstab
Count
Campus_Placed
YES NO Total
BenefitGained1 FAIR 4 0 4
AVERAGE 13 1 14
VERY GOOD 25 2 27
EXCELLENT 5 0 5
Total 47 3 50
57
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
Pearson Chi-Square .702a 3 .873
N of Valid Cases 50



α = .05
d.f = (r-1)(c-1)
(4-1)(2-1)
=3

χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]
O = observed value
E = expected value

58
χ2 = .873
Since .873 > .05
Interpretation
results in maximum campus placement i.e. 25
With the excellent rating there are 5 campus recruitments
Domain 2: Preparation for job
Crosstab
Count
Campus_Placed
YES NO Total
BenefitGained2 POOR 2 0 2
FAIR 6 1 7
AVERAGE 12 2 14
VERY GOOD 19 0 19
EXCELLENT 8 0 8
Total 47 3 50
59
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
N of Valid Cases 50



α = .05
d.f = (r-1)(c-1)
(5-1)(2-1)
=4

χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]
O = observed value
E = expected value

60
χ2 = .354
Since .354 > .05
Interpretation
With the fair rating there are 6 campus recruitments.
Domain 3: Knowledge in your academic field
Crosstab
Count
Campus_Placed
YES NO Total
FAIR 4 0 4
AVERAGE 6 1 7
VERY GOOD 17 2 19
EXCELLENT 17 0 17
Total 47 3 50
61
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
N of Valid Cases 50


Step 2: Determining the significance

α = .05
d.f = (r-1)(c-1)
(5-1)(2-1)
=4

χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]
O = observed value
E = expected value

62
χ2 = .545
Since .545 > .05
Interpretation
As per the survey it has been found that colleges that have been rated “very good” and
“excellent” results in maximum campus placement i.e. 17
Domain 4: Understanding other people
Crosstab
Count
Campus_Placed
YES NO Total
FAIR 10 0 10
AVERAGE 15 3 18
VERY GOOD 17 0 17
EXCELLENT 3 0 3
Total 47 3 50
63
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
N of Valid Cases 50


Step 2: Determining the significance

α = .05
d.f = (r-1)(c-1)
(5-1)(2-1)
=4

χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]
O = observed value
E = expected value

64
χ2 = .225
Since .225 > .05
Interpretation
With the fair rating there are 10 campus recruitments.
With the excellent rating there are 3 campus recruitments.
Domain 5: Ability to be independent and self-reliant.
Crosstab
Count
Campus_Placed
YES NO Total
FAIR 2 1 3
AVERAGE 16 0 16
VERY GOOD 20 2 22
EXCELLENT 7 0 7
Total 47 3 50
65
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
N of Valid Cases 50



α = .05
d.f = (r-1)(c-1)
(5-1)(2-1)
=4

χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]
O = observed value
E = expected value

66
χ2 = .203
Since .203 > .05
Interpretation
Domain 6: Ability to be adaptable
Crosstab
Count
Campus_Placed
YES NO Total
BenefitGained6 AVERAGE 10 1 11
VERY GOOD 30 2 32
EXCELLENT 7 0 7
Total 47 3 50
67
Chi-Square Tests
Asymp. Sig. (2-

Value Df sided)
Pearson Chi-Square .637a 2 .727
N of Valid Cases 50

Step 1: Setting of the hypothesis


α = .05
d.f = (r-1)(c-1)
(3-1)(2-1)
=2

χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]
O = observed value
E = expected value

χ2 = .727
68
Since .727 > .05
Interpretation
Domain 7: Ability to be creative, innovative and entrepreneurial
69
Crosstab
Count
Campus_Placed
YES NO Total
FAIR 4 0 4
AVERAGE 7 0 7
VERY GOOD 18 1 19
EXCELLENT 16 2 18
Total 47 3 50
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
N of Valid Cases 50



α = .05
d.f = (r-1)(c-1)
(5-1)(2-1)
=4
70
χ2 = Σ i=1 to k [(Oi – Ei)2 / Ei 2]
O = observed value
E = expected value

χ2 = .794
Since .794 > .05
Interpretation
With excellent rating there are 16 campus recruitments.
With the average rating there are 7 campus recruitments
3. Overall description of the college
Domains IIT Delhi IIT PEC Thapar Institute

Kanpur
71
Industry Focused 3.2 3.9 4.4 3.6
Student focused 3.8 4 4.3 3.6
Research Focused 4.4 4.2 4.2 4.1
Internationally Recognized 4.8 4.9 4.2 3
Professionally Recognized 4.6 5 4.6 4
Entrepreneurial 3.8 4.5 3.1 3.4
Innovative 4.3 4.3 4.1 3.3
Integrated into the community 4.1 3.7 4.4 4
Thought provoking 4 4.1 4.2 3.9
Findings: The overall description states that PEC is more industry focused and student
focused than others.
IIT Kanpur is excellent in the domains like research focused, entrepreneurial.
PEC and IIT Kanpur are professionally recognized and innovative.
PEC leads in being integrated in the community and thought provoking.
There is the same finding as per ANOVA and Chi-test with the above mentioned domains
as in the previous questions
4.2 ANALYSIS OF PLACEMENT OFFICERS

QUESTIONNAIRE
1. Placement trends for the year 2008 & 2009
72
Placements(2008)
93.20%
91.60% 84.68%
IIT Delhi
IIT Roorkee
PEC
95.80% Thapar
Placements(2009)
74.7% IIT Delhi

71.93% IIT Roorkee
91% PEC
Thapar
68.9%
Findings: The findings states that in the period of such slow down PEC have remained
constant in terms of placements. The trend of placements in IIT Roorkee & Thapar are
also seems to be good.
2. Name of the companies visited.

 Microsoft
 Google
 Yahoo
 Oracle
73
 Amazon
 British Gas
 Shell
 Robert
 IBM
 Nestle
 NTPC
 Bosch
 Samsung
 LG Electronics
 Reliance
 Tata Steel
 BPCL
 IOCL
 Essar Steel
 Jindal Steel
 L&T
 ONGC
 DRDO
 GAIL
 TCS
 Wipro
 Infosys
 Morgan
 ABB
3. Criterion for Day 1 Slot

For the day 1 slot, these colleges give preference to the following factors
• Job Profile
74
• Growth Prospect
• Package Offered (CTC)
• Feedback from alumni
• Reputation of the organization
• Environment in the organization
• Project in the organization
4. Number of companies visited
Findings: The industry exposure given in IIT Delhi and IIT Roorkee are higher as
compared to the other institutes.
Moreover IIT Delhi has increased its visits from 214 to 230.
5. Top ten employers in last two years:
For IIT Delhi
75
For IIT Roorkee
For PEC
76
For Thapar
6. Salary trends in 2008
77
40
30
3
2.4 2.4
20 2.2
5.5 6.96 Highest
10 22.5 3.35 Lowest
Average
36 3.81
0 Average
Lowest
9.12 12.75
IIT Delhi Highest
IIT Roorkee
PEC
Thapar
Salary trends in 2009
40
30
3
2.16 2.7
20 5.2 2
6.18 Highest
10 4 Lowest
22 3.98 Average
36 Average
0 8.6 Lowest
11.7
IIT Delhi Highest
IIT Roorkee
PEC
Thapar
Findings: The salary trends for year 2008 here states that IIT Roorkee has been given
highest salary i.e.36 lakhs. Moreover the Average package of IIT Roorkee is highest
among the three.
The same trend is seen to be followed for the year 2009
7. Fee charged by companies during recruitment.

Findings: No fees is charged by any of the three institutes
78
CHAPTER-5
CONCLUSIONS
5.1 CONCLUSIONS
This report demonstrates the placement trends of the different top institutes.
Although the placements of Colleges like Thapar and IIT Roorkee have gone down as
compared to the previous years, but there are colleges like Punjab Engineering College
79
which have shown constant trends over the last two years. This report also bring in light
the different criterions which these top institutes take into consideration for the Day 1
slot of the companies.
The study will deepen the understanding of why Graduate engineer trainee program
is followed in companies & how this program is conducted so as to get the right person
for the right job.
The study will bring in focus the process of Graduate Engineer Trainee program &
the roles of these trainees once they are recruited for the organization. It attempts to
analyze that how the students of the institutes are prepared for the corporate world.
How they fit into the requirements of the organization and what all are the gaps to bring
them to pace with organizational need to meet the global competition.
It sets up a process going forward for evaluation of colleges where from Graduate
engineer trainee’s can be recruited depending on the needs and streams where the
requirements are.
5.2 LIMITATIONS
1. Difficulty in obtaining relevant materials from the company.

2. Reluctance on the part of the company to give away their closely guarded
policies of recruitment and selection.
3. Difficulty in getting back the response to the questionnaire from the training and
placement officers.
5.3 RECOMMENDATIONS
80
There has been an observation that the students of the colleges which are not
rated good have also been taken up as a GET. As a result of this the attrition rate has
increased. In order to reduce this kind of attrition the company should go ahead with
only those institutes which have either excellent rating or very good rating.
Company has also given preference to those colleges which do not provide
adequate industry exposure, such kind of recruitments should not been given any
further preferences.
The calendar prepared for the second project is dynamic, which needs be
maintained on a monthly basis. As the programs of the B-Schools keeps on changing so
the calendar should be modified monthly for each program.
5.4 LEARNINGS
1. During this projects I got enormous knowledge regarding the analysis, I learnt the
usage of SPSS, ANOVA, CHI-TEST etc.
2. I have learnt a lot about the Executive education programmes or management
development programmes which are organized by different B-schools
3. Gathered knowledge about the campus recruitments and different top colleges
4. Learnt about the different training programmes like GET(Graduate Engineer
Training) and MTS(Management training Scheme) etc
81
CHAPTER-6
BIBLIOGRAPHY
Websites
 www.outlookindia.com
 www.iitk.ac.in
 http://bschoolsdreamsnet/enggRankings.aspx
 www.educationindia.net
 http://www.livemint.com/article/keywords.aspx?kw=Campus%20placements
 http://www.indianexpress.com/news/campus-placements-in-india-hit-by-global-
mel/424626/
 www.humanresource.com
 www.workforceline.com
Others
82
 Training manual at Ranbaxy
 Human Resource and personnel management
- By K. Aswathappa
CHAPTER-7
ANNEXURE
83
ANNEXURE I
For the project Benchmarking the trends of campus recruitment for graduate engineer
trainees.
List of top colleges classified on the basis of their Ranks & Location. The factors taken into
consideration for this Ranking have been mentioned in introduction
84
INFRASTRUCTU PEDAGOGI
Visvesvaraya Nagpur GOVERNMEG INTELLECTU
21.8 15.7 10.8 INDUSTRY
10.2 PLACEME 71TOTA
12.5
RE C
COLLEGES CITY NT AL INTERFACE( NT L
National OR PRIVATE CAPITAL(30)
AND SYSTEMS(1
15) (20) (100)
FACILITIES(20) 5)
Instituteof
Technology CLASS A (Area &Rank wise)
IIT Delhi Delhi 88.
G 26.1 18.5 12.7 13.4 18.1
8
Dhirubhai Gandhinag P 22.7 16.3 10.6 9.6 11.2 70.85.
Ambani ar G 25.5 18.6 12.9 12.4 16.3 4
IIT Roorkee Roorkee 6
Institute of
Delhi College of New
Information & 75.
Engineering DeLhi G 22.4 15.9 12.6 10.8 13.8
Communication 5
Technology
Punjab Chandiga
74.
Engineering rh G 22 17.7 10.1 9.3 15.8
9
College
Thapar Institute Patiala CLASS C (Area & Rank
wise)
of Engineering 74.
IIT Kharagpur
& Technology Kharagpur P G 21.6
27.9 16.3
18.8 12.3
13.7 12.2
13.5 92. 4 12
18.3
2
IIT Bombay Mumbai G 27.2 18.6 13 13.7 18.7 91.
Malviya Jaipur 2
National
IIT Madras Chennai G 26.7 18.3 13.3 12.9 17.8 89.71.
Institute of G 22.5 16.5 10.4 9.2 13
1 6
Technology
IIT Guwahati Guwahati G 25.2 18.1 12.5 10.5 15.1 81.
4
CLASS B (Area & Rank wise)
College of Guindy G 25.3 16.7 12.4 12.8 14.1 81.
IIT Engineering,
Kanpur Kanpur 92.
G 28.3 18.9 13.8 13.2 18.5 3
Anna 7
IT- University
Banaras Varanasi
82.
Hindu G 23.9 18.2 12.7 11.9 15.9
Jadavpur
University Calcutta G 25.2 16.4 11.7 11.4 15.4 80. 6
University,Facu
Motilal Nehru Allahaba 1
lty
National d
of Engineering
Institutes of 74.
& Technology G 22.8 16.5 11.3 9.9 14.1
Technology 6
Indian School Dhanbad G 24.7 15.5 12.2 12.2 14.7 79.
of
Maulana Azad Bhopal 3
Mines
National
NIT Warangal G 24.9 16.9 11.8 11.5 14 73.
Institute of G 23.5 16.3 10.6 10.4 12.4 79.
technology 1 2
NIT Trichy G 24 17.3 10.4 10.5 13.5 75.
Harcourt Butler Kanpur 7
Bengal
Technological Howrah G 23 15.7 12 10.5 12.1 73.72.
Engineering & G 23 15.5 11.3 10.2 12.4 3
Institute 4
Science
University
PSG College of Coimbator 72.
G 21.8 14.9 9.8 13.6 12.8
Tech e 9
IIIT Hyderabad 72.
G 21.3 16.3 10.3 10.7 13.9
5
NIT Kozhikode
70.
G 21.9 16.8 9.9 10.2 11.9
7
85
EMPLOYEE QUESTIONNAIRE
EMPLOYEES DETAIL:
Name :
Qualification:
College/University:
Designation:
Tel( with S.T.D. code):
E-mail:
COLLEGE/UNIVERSITY DETAIL
1. How would you rate your college on the following areas?

5=Excellent 4=Very Good 3=Average 2=Fair
1=Poor
• Intra work placement _____

• Course content _____
• Opportunity to work/study in corporate environment _____
• Industry exposure _____
• Internship provided by campus _____
2. How would you rate the following benefits you gained from your time in
college?
5=Excellent 4=Very Good 3=Average 2=Fair
1=Poor
• Skills required for the workplace _____

• Preparation for a job _____
• Knowledge in your academic field _____
86
• Understanding of other people & their point of view _____
• Ability to be independent and self-reliant _____
• Ability to be adaptable _____
• Ability to be creative, innovative and entrepreneurial _____
3. How would you describe your college?

5=Strongly Agree 4=Agree 3=Don’t Know 2=Disagree
1=Strongly Disagree
• Industry-focused _____
• Student-focused _____
• Research-focused _____
• Internationally recognized _____
• Professionally recognized _____
• Entrepreneurial _____
• Innovative _____
• Integrated into the Community _____
• Thought-provoking _____
4. Were you placed through campus?
Yes No
QUESTIONNAIRE FOR PLACEMENT OFFICERS
87
TRAINING & PLACEMENT OFFICER’S DETAIL:
Name:
Designation:
Tel. ( with S.T.D. code):
E-mail:
INSTITUTE DETAIL:
Name of the Institute:
Name of the University:
Does your institute have any other branch?
Please specify the location of other branches:
PLACEMENT DETAIL
1. Please provide the following information regarding the final placement of

students of your institute’s program. Please provide details of students who got placed
through the campus only.
FOR 2009:
Total Strength of the No. of student placed
Passing batch(2009) Through campus
FOR 2008:
88
Total Strength of the No. of student placed
Passing batch(2008) Through campus
2. How many industry visits were organized for the students of the passing
batch(2009) & to which industries please mention?
a) Name of the INDUSTRY:

No. of Visits :
b) Name of the
INDUSTRY:
No. of Visits :
3. What is the criterion for the selection of the companies for DAY1 slot?
4. What was the total number of companies visited your campus for placements in
the year?
2009:
2008:
89
5. Who were the top 10 employers (in terms of maximum number of students recruited) at
your institute in the last 2 years? Please mention the name of the recruiter and the number of
students recruited from the institute program?
FOR 2009 FOR 2008
Name of the Company No. of students recruited Name of the Company No. of students recruited
6. Please provide the following salary details for the final placement of students of
your institute’s program for the following years. {Please mention the gross salary
including all perks and company benefits}.
FOR 2009
Rs. Company Name Industry
Highest Salary
Lowest Salary
Average Salary
FOR 2008
Rs. Company Name Industry
Highest Salary
90
Lowest Salary
Average Salary
7. Does your institute charge a fee from the companies who visit the campus for
recruitments?
Yes No
8. What was the fee charged from the companies that visited the campus for recruitments
in the current year (2009).
RS.
ANNEXURE II
For the project Mapping executive education programme of international and national b-
schools with Ranbaxy’s cadre.
List of International Programmes
91
Harvard Business School
Kellogg University
92
Cambridge University
Michigan Ross School of Business
93
Wharton School
London Business School
94
Asridge business School
INSEAD
95
List of National programmes
IIM Ahemadabad
96
IIM Calcutta
IIM Lucknow
97
XLRI
ASCI
98
ANNEXURE III
99
RANBAXY’S JOB CADRE
TYPICAL PROFILE OF JOBS IN GRADE “D”
(a) TYPICAL JOB TITLES: Regional VP, Executive Director, Director, Senior
Director, Vice President, Associate Vice President, Head of Function.
(b) KNOWLEDGE, EDUCATION & EXPERIENCE: Develops/ uses advance

concepts, techniques, and standards in a technical, scientific, or specialized field
(e.g., marketing, finance, quality etc.) gained through deep and broad
experience built on concepts and principles through wide exposure to complex
situation and practices. The academic education preferred is either a Bachelor’s
degree strengthened with relevant work experience or Master’s Degree. The
typical work experience at this level would range from 15-20 years.
(c) SUPERVISORY/ MANAGERIAL RESPONSIBILITIES: Generally

accomplishes results through lower & middle management levels. Determines
& establishes organizational structures & supervisory relationships for
subordinates, subject to top management approval. Often responsible for
managing a major segment/ Division. This grade includes jobs which supervise
those in grade”A”,”B” &”C”.
(d) LIAISON & EXTERNAL RELATIONSHIPS: Represents Ranbaxy

organization as a Prime internal & external contact for all major contracts or
operations. Chairs briefing sessions & technical meetings for top management
& customer representatives.
(e) PROBLEM SOLVING ENVIRONMENT: Usually faces a large variety of

diverse problems of unusual complexity without identical precedents. The job
holder is expected to think about “how” to solve the problem.
(f) THINKING CHALLENGE: In order to solve the problems faced, the job-
holder may have to use a high degree of ingenuity, creativity, & innovation. At
this level there are no right answers. The challenges are frequently unique & the
solutions developed by the job holder may serve as a precedent/ model for
future decisions.
(g) FREEDOM TO ACT: Major decisions are made without much appreciable
direction from above. Completed assignments are reviewed by the top
management from a relatively long-term perspective, for desired results.
Establishes organizational policies relevant to area of responsibilities.
Interprets, recommends, & executes modifications to relevant company-wide
policies or exercise a determinative control of a significant operational unit or
business.
100
(h) DOLLAR IMPACT: May control budgets exceeding $ 50 million.
(i) TYPE OF IMPACT: Decisions would affect the marketing/ production/

finance/ employee relations/ public relations posture of the company. Erroneous
decisions or recommendations may result in failure to achieve major goals &
objectives of the organization.
101
TYPICAL PROFILE OF JOBS IN GRADE “C”
(a) TYPICAL JOB TITLES: General Manager, Associate Director, Director,

Head of Function.
(b) KNOWLEDGE, EDUCATION & EXPERIENCE: Requires proficiency in a

technical, scientific, or specialized field (e.g., marketing, finance, human
resources etc.) gained through broad and deep experience built on concepts and
principles, or through wide exposure to complex practices and precedents. The
academic education preferred is either a Bachelor’s degree in the relevant
professional or a Master’s Degree. The typical work experience required at this
level would range from 10-15 years.
(c) SURVISORY/ MANAGERIAL RESPONSIBILITIES: Accomplishes tasks

mainly through subordinates who are authorized to exercise significant latitude
& independence in their assignments. Often heads a large department or
Division.
(d) LIAISON & EXTERNAL RELATIONSHIPS : Frequent contacts with peer

level employees & outside customers at similar levels and levels above to
discuss matters concerning critical aspects of operations or scheduling of
specific phases of projects or contracts, new product launches, etc. May chair
briefing sessions & participates in technical meetings for internal & external
senior managers.
(e) PROBLEM SOLVING ENVIRONMENT: Usually faces a large variety of

diverse/ complex problems without identical precedents. There are often
situations which require analytical, interpretative, and/ or constructive thinking
along with evaluative judgment to arrive at the correct option.
holder may have to use ingenuity & innovation, modify/ adapt past solutions
and develop the most appropriate solution for the particular problems under
consideration.
(g) FREEDOM TO ACT: Assignments are usually received in objective oriented

terms. The job-holder provides guidance to subordinate managers based on
organization goals & company policies. Subordinates’ work is reviewed upon
completion for adequacy in meeting organization’s objectives & schedules.
Recommends modifications to procedures & some policies. These jobs
determine how and when the results will be achieved.
(h) DOLLAR IMPACT: May control budgets up to 50 million USD.
102
(i) TYPE OF IMPACT: Influences the development of overall Division
objectives & long-term goals. Ensures that the projects are completed on
schedule without cost over-runs. Erroneous decisions might cause critical
delays & modifications to project schedules and/or operations, requiring
allocation of considerable additional resources/ funds.
103
TYPICAL PROFILE OF JOBS IN GRADE “B”
(a) TYPICAL JOB TITLE: Senior Manager, Group Leaders, Assistant General
Manager.
(b) KNOWLEDGE, EDUCATION & EXPERIENCE: Requires

complete understanding & application of principles, concepts, practices, &
standards of the relevant discipline. The academic education preferred is either a
Bachelor’s degree in the relevant professional area or a Master’s Degree. The
typical work experience range at this level would be between 6 to 10 years.
(c) SUPERVISORY/ MANAGERIAL RESPONSIBILITIES: Functions

mostly as an individual contributor or may accomplish tasks through lower-level
subordinates, supervisors or experienced exempt employees who are authorized to
exercise some latitude & independence in their assignments. Span of control
would vary based on the function the role belongs to. Often heads a centralized
function/ department.
(d) LIAISON & EXTERNAL RELATIONSHIPS: Frequent contacts with

Ranbaxy personnel & outside customers at similar levels and one level above to
discuss matters concerning operations or scheduling of specific phases of projects
or contracts. Conducts briefings & participates in technical meetings for internal
& external representatives.
(e) PROBLEM SOLVING ENVIRONMENT: Usually faces a reasonable

variety of complex problems. Thinking within well defined organization policies,
principles, and specific objectives, under readily available direction. The “what
“is clearly stated but the “how” needs to be determined. The job holder is
expected to not only think about the central problem, but its possible implications
as well.
(f) THINKING CHALLENGE: In order to solve the problems faced, the

job-holder may have to refer to established precedents & policies evaluate the
implications of a number of known & tested alternative solutions and select the
most appropriate solutions for the particular problems under consideration.
(g) FREEDOM TO ACT: Assignments are usually received in task-and –

objective oriented terms. The job-holder provides direction to subordinates based
on interpretation of general policies. Subordinates’ work is reviewed upon
completion for adequacy in meeting objectives. Recommends modifications to
procedures.
(h) DOLLAR IMPACT: May control budgets up to 5 million USD.
104
(i) TYPE OF IMPACT: Ensures that the projects are completed on
schedule without cost over-runs. Erroneous decisions might cause serious delays
in project schedules and/or requiring allocation of considerable additional
resources/ funds
105
TYPICAL PROFILE OF JOBS IN GRADE “A”
(a) TYPICAL JOB TITLE: Manager, Research Scientist, Sr. Research Scientist,
Associate.
(b) KNOWLEDGE, EDUCATION & EXPERIENCE: These jobs require

sufficiency in a technical, scientific, or specialized field based on an
understanding of concepts and principles normally associated with a
professional qualification or gained through a detailed group of involved
practices and procedures. This level requires a grasp or understanding of
Theoretical discipline. The academic education preferred is either a Bachelor’s
degree in the relevant professional area or a Master’s Degree. The typical work
experience range at this level would be 0-6 years’ on-the job experience.
(c) SUPERVISORY/ MANAGERIAL RESPONSIBILITIES: Functions as an

individual contributor or may accomplish tasks through direct supervision of
supervisory staff/ non – exempt employees. This grade also includes all
“professional” jobs which may not supervise anybody else.
(d) LIAISON & EXTERNAL RELATIONSHIPS: Majority of liaison is internal

with subordinates & supervisors at peer level or one level higher regarding
discussions about specific phases of a project or operational problems. External
contacts are infrequent and involve only routine matters.
(e) PROBLEM SOLVING ENVIRONMENT: Usually faces only routine

problems of limited scope & complexity following established company
procedures and standards. The problems are standard and job holder is guided
as to “how” to solve the problem.
holder has to basically evaluate the implications of a handful of known & tested
alternative solutions and selects the most appropriate solutions for the particular
problems under consideration.
(g) FREEDOM TO ACT: Assignments are usually received in task-oriented

terms. The job-holder completes the task or provides direction to subordinates
using established practices & procedures which have clear precedents. Work is
reviewed for soundness of judgment and overall quality & efficiency.
(h) DOLLAR IMPACT : Most of these jobs do not have any significant individual
budgets to control or control very small budgets, say, less than half a million
US Dollars.
TYPE OF IMPACT: Ensures that the projects are completed on schedule. Erroneous
decisions might cause some slight delays in project schedules and/or requiring allocation of
some additional resource
106
ANNEXURE IV
Format of report
Short cut- I L Rd Rs C RB A
1. INTRODUCTION
107
a. Background of the problem addressed in the research.
b. How the researchers identified the problem.
c. Any general observation made fro the purpose must be outlined.
d. The theoretical and practical importance of problem should be highlighted.
e. The rational of the problem should be communicated.
f. Scope of the research should be given.
g. Broad and competitive statement of problem (hypothesis or model) should

be given.
h. Whether the problem emerged from review of research literature must be

stated.
2. LITERATURE REVIEW
a. A comprehensive use of research literature reffered to, must be made.- It

must be in the mind that, for any problem, there may be portions of literature
that are somewhat instantly or generally relevant. This should be abridged
considerably.
Some portions of literature are closely related to dissertation, from the point
of view of variables, logic of methodology and substantive thinking.
This should be critically and elaborative dealt with.
80-20 rule
80% of literature review must dwell on specifics and 20% on general.
3. RESEARCH DESIGN OR METHOD
a. Overview of design of research undertaken.
b. Sample of subjects.
108
c. Questionnaire or other instrument used.
d. Scale used etc.
e. Methods of analysis for solving the research problem should be highlighted.
f. Schematic flow charts are particularly suitable.
g. Details of experiments, treatments in experiments etc should be there.
h. Data collection method should be mentioned.
4. RESULTS
Data reliability and validity of results of statistical analysis are presented

usually in form of table, figures, equations etc.
a. All redundancy in data/results presented should be included in the tables.
b. Additional results beyond what generally con tempted, should also be

given to enrich the value of dissertation.
c. An open and frank presentation of all results, those that support the
hypothesis or indicate the model and those that do not, is a very
important requirement of this chapter.
5. CONCLUDING REMARKS
a. the chapter on concluding remarks should discuss the results obtained in the
earlier sections as well as their usefulness and implications.
b. Give a brief summary of dissertation before presenting the contributions.
c. the weakness in research should be frankly depicted (limitations) .
d. Learnings- The future directions of research based on work completed should

also be logically outlined (future scope of research).
6. REFERENCES AND BIBLIOGRAPHY
109
a. In dissertation, a bibliography is provided. This includes publications that are
referred to the dissertation text and those are studied by student but not
referenced.
b. Only references are given.
c. Bibliography should follow the standard formats for books, research reports
and formal publications.
7. APPENDICES
a. These are for the purpose of providing detailed information that would be too
cumbersome and inappropriate within the main body of dissertation.
E.g. Questionnaire, derivation of certain equation, data obtained from statistical

calculations, coding used, record of interviews etc.
Design and Prepared by
Mr. Jitendra Kumar Kaundilya
Sr. Faculty (Department of Decision Science and Operations Management),
Amity Business school, Amity University Campus, Noida U.P 201304
110
ANNEXURE V
Statistical Tools and its Application

Describe a Compare 2 Compare 2 or Analyse Analyse
Population populations more relationship relationship
populations between 2 among 2 or
variables more
variables
INTERVAL Histogram Equal variances t- One-way analysis Scatter diagram Multiple
test and estimation of variance regression
of difference
between two means
Ogive Unequal Variances randomised block Covariance
t-test and estimation design analysis of
of difference b/w 2 variance
means
Stem and leaf t-test and estimation two-factor Correlation
of mean difference analysis of
variance
Box Plot F-test and estimation LSD multiple Least square line
of ratio of 2 comparison
variances method
Mean, Median, Wilcoxon Rank sum Tukey's multiple Simple Linear
Mode test comparison Regression
Range, Variance Wilcoxon signed Kruskal-Wallis Spearman rank

and SD rank sum test test correlation
Percentiles & Friedman test

Quartiles
t-test and
estimation of mean
chi-square and
estimation of
variance
NOMINAL Frequency t-test and estimation chi-squared test of Contingency Not covered
Distribution of difference b/w 2 contingency table table
proportions
111
Bar Chart chi-square test of chi-squared test
contingency table of a contingency
Pie Chart
Line Chart
Z-test and
estimation of a
proportion
chi-squared
goodness of fit test
ORDINAL Box Plot Wilcoxon rank sum Kruskal-Wallis Spearman rank Not covered
test test correlation
Median Sign test Friedman test
Percentiles and
quartiles
Jitendra Kumar
Kaundilya
112
113
114

Bench Marking The Trends For Campus Recruitment For Graduate Engineer Trainees

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Bench Marking The Trends For Campus Recruitment For Graduate Engineer Trainees

Hochgeladen von

Copyright:

Verfügbare Formate

AMITY BUSINESS

SUMMER TRAINING PROJECT REPORT

BENCHMARKING THE TRENDS FOR CAMPUS RECRUITMENT

MAPPING EXECUTIVE EDUCATION PROGRAMME OF

For the partial fulfillment of

MASTER OF BUSINESS ADMINISTRATION DEGREE

Two Year Full Time Course (2008-2010)

MBA(HR) Class of 2010

I wish to express my deepest gratitude to Ms. Poonam Kalra (Manager HR,

Date…………….. Anisha Narang

TO WHOMSOEVER IT MAY CONCERN

We wish her all the best for her future endeavors.

For Ranbaxy Laboratories Limited

ORGANIZATION DEVELOPMENT AND TRAINING

TO WHOMSOEVER IT MAY CONCERN

This is to certify that ANISHA NARANG of MBA(HR), Enrollment No. A0102308037

I wish her success in life.

Date: MR. JITENDRA KUMAR

AMITY BUSINESS SCHOOL

I, ANISHA NARANG, (Enrollment No. A0102308037) student of MBA (HR) of

DATE: ANISHA NARANG

Title1: Benchmarking the trends for campus recruitment for graduate

Title 2: Mapping executive education programme of international and

The project “BENCHMARKING THE TRENDS FOR CAMPUS

GET recruitment is more than just recruitment of employees on the job. It is

In order to accomplish these objectives we carried out an internal survey of the

Another project “MAPPING EXECUTIVE EDUCATION PROGRAMME

With an objective to provide learning solutions to employees the mapping of the

CHAPTERS Page No.

1.1 Brief profile of the company 13

1.2 Background of the problem 20

1.3 Problem Identification and Approach 21

1.4 General Observation 24

1.5 Scope of research 24

1.6 Steps followed for the project 24

3.1 Research Categories 34

3.2 Research Methodology 35

3.3 Research Approach 35

3.4 Research Instruments 35

3.5 Sample Design 36

3.6 Scaling Technique 37

3.7 Methods of collecting data 38

4. Results and Data Analysis 39

4.1 Analysis of Employee Questionnaire 40

Objective for the project “Mapping executive education programme of

Through the 1960s, India's pharmaceutical market remained dominated by

Ranbaxy's owners sought additional financing and turned to a local

1973: Ranbaxy went public.

1977: Ranbaxy's first joint venture was set up in Lagos (Nigeria).

1988: Ranbaxy's Toansa Plant got US FDA approval.

1990: Ranbaxy was granted its first US patent, for Doxycyline.

1993: Ranbaxy set up a joint venture in China.

1995: Ranbaxy acquired Ohm Laboratories, a manufacturing facility in the US and

1997: Ranbaxy crossed a sales turnover of Rs. 10,000 million.

2001: Ranbaxy set up a manufacturing facility in Vietnam.

2004: Ranbaxy acquired a wholly-owned subsidiary RPG (Aventis) SA and began

2006, Ranbaxy acquired Be Tabs pharmaceuticals of South Africa, unbranded generic

Today Ranbaxy Laboratories Limited, is an integrated, research based,

1.1.3 Vision & Aspirations

Ranbaxy is driven by its vision to achieve significant business in proprietary

1.1.5 Organizational Strategy

Ranbaxy is focused on increasing the momentum in the generics business in its