1 | P a g e

Human Resource Management

Human resource management (HRM) is that part of management process which

makes, enhances, manages and develops the human element of the enterprise measuring

their resourcefulness in terms of talents, abilities, total skills, creative, knowledge, and

 potentialities for effectively contributing to the organiational ob!ectives" Human

resources are precious and a source of competitive advantage" Human resources may be

tapped most effective by mutually standard policies which promote promise and foster an

inclination in employees to act fle#ibly in the interests of the adaptive organiation$s

 pursuit of e#cellence"

Huma
Human
n re
reso
sour
urce
ce po
poli
lici
cies
es ca
can
n be !o
!oin
ined
ed wi
with
th pl
plann
anned
ed bu
busi
sine
ness
ss an
and
d us
used
ed to

reinfo
reinforce
rce app
approp
ropria
riate
te cul
cultur
ture"
e" Hum
Human
an res
resour
ources
ces pla
play
y a cri
criti
tical
cal rol
rolee in ena
enabli
bling
ng the

organiation to effectively deal with the e#ternal environment challenges" %he human

resource management has been accepted as a strategic partner in the formulation of 

organiation$s strategies and in the implementation of such strategies through human

resource planning, employment, training, appraisal and rewarding the personnel"

&trategic
&trategic manage
management
ment of human resources facilitates
facilitates creat
creation
ion of compet
competitive
itive

advantage for the organiation over its rival by building uni'ue human resource based

competence" n organiation$s recruitment, selection, training, performance management

 process and compensation practices can have a strong influence on employee

competence" ompany output increase if the management can hire more e#perience well

'ualified candidate" Performance appraisal takes in account the past performance of the

emplo
employe
yees
es and fo
focus
cuses
es on th
thei
eirr im
impr
prov
ovem
ement
ent fo
forr th
thee fu
futu
ture
re pe
perf
rfor
orma
mance
nce of th
thee

employees through counselling, coaching or training"

* | P a g e
 %hee hum
%h human
an re
reso
sour
urce
ce st
stra
rate
tegy
gy of a bu
busi
sine
ness
ss sh
shoul
ould
d re
refl
flec
ectt and su
supp
ppor
ortt th
thee

corporate
corporate stra
strategy
tegy"" n effe
effective
ctive human resour
resource
ce stra
strategy
tegy includes the way in which the

organiation plans to develop its employees and provide them with suitable opportunities

and better working conditions so that their optional contribution is ensured" %his implies

selecting the best available personnel, ensuring a +fit$ between the employee and the !ob

and retaining, empowering and motivating employees to perform well in the direction of 

corporate ob!ectives"

Meaning and Definition of HRM

HRM is conc
concern
erned
ed wit
with
h man
managi
aging
ng peop
people
le to im
impro
prove
ve ind
indivi
ividual
dual,, gro
group
up and

organiational effectiveness" Human resources need to be managed as organisations can

 prosper and progress only through the committed and creative efforts and competencies

of their human resources"

Edwin
Edwin Flip
Flippo
po de
defi
fine
ness th
thee te
term
rm Personn
Personnel/HR
el/HR Management , Planning,
Management

Orga
Organi
nisi
sing
ng,, Dire
Direct
ctin
ing
g and
and Cont
Contro
roll
llin
ing
g of th
thee Proc
Procur
urem
emen
ent,
t, Dee
Deelo
lopm
pmen
ent,
t,

Compensation, !ntegration, Maintenance and "eparation of human resources to the

end that indiidual, organisational and social o#$ecties are accomplished%&

- | P a g e
 !ntroduction to Recruitment and "election

.inding and keeping the right people is one of the biggest and most important

 business challenges this decade" /ut it$s a challenge organiations really need to get to

grips with" n organiation$s real advantages over its competitors lie not so much in its

 products, services or technology,

technology, but in its people"

&o, to achieve goals, an organiation needs to pinpoint what people, skills and

abilities
abilities it needs now and in the future" 0t wants the right person
person for the right !ob every

time it recruits" n the human resources front, productivity can be improved by ensuring

that the organiation attracts the best talent at the lowest possible cost" %his ob!ective

translates into the adoption of the best recruitment and selection methods and instituting

measures to retain and develop them"

2 | P a g e
 Recruitment

Recruitment is defined as, a process to discover the sources of manpower to meet the

re'uirement of the staffing schedule and to employ effective measures for attracting that

manpower in ade'uate numbers to facilitate effective selection of an efficient workforce3"

O#$ecties of Recruitment
Recruitment

• %o attract people with multi4dimensional skills and e#periences that suits the present

and future organiational strategies"

•  %o induct outsiders with a new perspective

p erspective to lead the company"

•  %o infuse fresh blood at all levels of the organiation"

•  %o develop an organiational culture that attracts competent people to the company"

•  %o search for talent globally and not !ust within the company"

•  %o design
design entry pay that competes on 'uality but not on 'uantum"

•  %o anticipate and find people for positions that does not e#ist yet"

5 | P a g e
 "u#'"(stem of Recruitment

%he recruitment consist of following sub functions64

• .inding out and developing the sources where the re'uired number and kind of 

employees will be available"

• 7eveloping suitable techni'ues to attract the desirable candidates"

• 8mploying the techni'ues to attract

attract candidates"

• &timul
&timulati
ating
ng as many
many candid
candidate
atess as pos
possi
sible
ble and asking
asking them to apply
apply for !obs

irrespective of number of candidates re'uired"

Factors )ffecting Recruitment

%he first
first activity
activity of recruitme
recruitment
nt i"e" searching for prospective
prospective employees
employees is affected

 by many factors like64

• rganiational policy regarding filling up of certain percentage of vacancies by

internal candidates"

• 9ocal candidates (sons of soil)"

• 0nfluence of trade unions"

• :overnment regulations regarding reservations of certain numbers of vacancies

to candidates based on community;region;caste;se#

• 0nfluence
0nfluence of recommendati
recommendations,
ons, nepotism etc" s such, the management is not

free to find out or develop the source of desirable candidates and alternatively

it has to diver its energies for developing the sources within the limits of those

factors through it cannot find suitable candidates for the !obs"

< | P a g e
 "ources of Recruitment

1 % !nternal "ources of Recruitment

a* Present
Present Permane
Permanent
nt Emplo(
Emplo(ees+
ees+

rganiations consider the candidates from this source for higher level !obs due to6

1" vail
vailabi
abilit
lity
y of most suita
suitable
ble candid
candidate
atess for !obs
!obs relativ
relatively
ely or e'uall
e'ually
y to the e#terna
e#ternall

source"

*" %o meet
eet the
the trad
tradee uni
union
on dema
demand
nds"
s"

-" %o the
the polic
policy
y of the
the organ
organia
iati
tion
on to moti
motivate
vate the
the prese
present
nt emplo
employee
yees"
s"

 b) Present emporar( or Casual Emplo(ees "

rganiations find this source to fill the vacancies relatively at the lower level in

order to motivate them on the present !ob"

c) Retrenched or Retired Emplo(ees 6

" %he organiation

organiation takes the candidates for employment
employment from the retrenched
retrenched employees

due to obligation, trade union pressure and the like "&ometimes the organiations prefers

to re4employ their retired employees as a token of their loyalty to the organiation

d) Dependents of Deceased, Disa#led, Retired and Present Emplo(ees 6

&ome organiations have a view to develop the commitment and loyalty of not

only the employ

employee
ee but also his family
family members
members and to the dependent
dependent of decease
deceased,
d,

disabled and present employees"

= | P a g e
-% !nternal Methods of Recruitment
Recruitment

a) .o# Posting+

>hen a human resource re'uisition form is received, a memo should be

written to appropriate supervisor stating that a !ob vacancy e#ist"  copy of the memo

should be posted on all notice boards by the supervisors so as to ensure that the

employee who might 'ualify is made aware of the !ob"

 b) Emplo(ee Referral "chemes 6

 8mployee referral schemes or personal networking for some firms are the

 preferred means of recruitment, as they can select employees after !udging their 

ability to fit into their work culture"

c* Promoti
Promotions
ons and ransfe
ransfers+
rs+

Promotion is a move from employee$s current position into a different

Position into a higher salary grade and a transfer is a move to any other !ob in

another department"  transfer can be to a higher level or the same level"

% E0ternal "ources of Recruitment

a) Campus Recruitment+

7iffer
7ifferent
ent types
types of organi
organiat
ation
ionss can get ine#pe
ine#perie
rience
nced
d candida
candidates
tes of 

different types from various educational institutions like o lleges and ?niversities

imparting education in &cience, ommerce, rts, and 8ngineering etc"

@ | P a g e
(b) Priate Emplo(ment )gencies/ Consultants+

Private employment agencies perform the recruitment functions on behalf 

of a client company by charging fee" Most of the organiations depend on this

source for highly specialied positions and e#ecutive positions"

p ositions"

(c) Pu#lic Emplo(ment E0change+

%he :overn
:overnmen
mentt has set4up
set4up Public
Public 8mp
8mploy
loymen
mentt 8#chang
8#changee in the country
country to

 provide information about vacancies to the candidates and to help the

organiations in finding out suitable candidates"

2" Casual )pplicants+

7epe
7ependi
nding
ng upon
upon the
the image
image of the
the orga
organi
niat
atio
ion,
n, its
its prom
prompt
pt resp
respon
onse
se,,

 participants of the organiation in the local activities, level of unemployment,

candidates apply casually for !obs through mail or hand over the applications in

Personnel 7epartment"

1% "imilar Organi2ations+
Organi2ations+

:enerally, e#perienced candidates are available in organiations producing

similar products or engaged in similar business" %he management can get most

suitable candidates from this source"

A | P a g e
3% rade 4nions+

:enerally, unemployed or underemployed persons or employees seeking

change in employment put a word to the trade union leaders$ with a view to

getting suitable employment" 0n view of this fact and in order to satisfy the trade

union leaders, managers, management en'uires with the trade unions for suitable

candidates"

5% Emplo(ment )dertisement+

dvert
dvertise
isemen
ments
ts are taken
taken out in newspa
newspaper
pers,
s, magai
magaines
nes,, specia
speciali
lied
ed

 !ournals, etc" by a large number of companies to enable the employee to reach out

to a large target audience"

6% Online Recruitment+
Recruitment+

Recruitment websites and software make possible for managers to access

information that is crucial to managing their staff" &uch websites have facilities

where prospective candidate can upload their Bs and apply for !obs suited to

them" &uch sites also make it possible for recruiters and companies to post their 

staffing re'uirements and view profiles of interested candidates"

1C | P a g e
 "election

fter identifying the sources of human resources, searching for prospective employees

and stimulating
stimulating them to apply for !obs in an organiation,
organiation, the ne#t action to be taken by

the management is to perform the function of selecting the right employees at the right

time" %he selection procedure is the system of functions and devices adopted in a given

company to ascertain whether the candidates$ specifications are matched with the !ob

specifications and re'uirements" %he selection procedure cannot be effective until and

unless,

1" Re'uirement
Re'uirement of
of the !ob
!ob to be fille
filled,
d, have been
been clearly
clearly specified"
specified"

*" 8m
8mpl
ploy
oyee
ee spec
specif
ific
icat
atio
ions
ns (phy
(physi
sica
cal,
l, ment
mental
al,, soci
social
al,, etc)
etc) have
have been
been clea
clearl
rly
y

formulated"

-" andida
andidate
te for scre
screeni
ening
ng have
have been attra
attracte
cted"
d"

11 | P a g e
 "ignificance of "election Process

&election of personnel for an organiation is a crucial, comple# and continuing function"

%he ability of an organiat

organiation
ion to attain
attain its goals effectivel
effectively
y and to develop in a dynamic

environm
environment
ent largel
largely
y depends
depends upon the effect
effective
ivenes
nesss of its select
selection
ion progra
programs"
ms" 0n a

situation where the right person is not selected, the remaining functions of personnel

management, employee4employer relations will not be effective" 0f the right person is

selected he;she is a valuable asset to the organiation and if faulty selection is made, the

employee will become a liability to the organiation" %he process of personnel selection

involv
involves
es collec
collectin
ting
g inform
informati
ation
on about
about indivi
individua
duals
ls for the purpos
purposee of determ
determini
ining
ng

suitability for employment in a particular !ob"

1* | P a g e
 Methods 4sed !n "election Process

7a* !nteriews+

 selection
selection procedure designed
designed to predict future !ob performanc
performancee on the basis of 

applica
applicants
nts$$ oral in'uir
in'uiries
ies"" 0t is useful
useful in determ
determini
ining
ng if the applic
applicant
ant has re'uis
re'uisite
ite

communicative or social skills which may be necessary for the !ob"

7#* Personalit( est+

Personalit
Personality
y tests
tests typically
typically measure
measure one or more of five personality
personality dimensions
dimensions66

e#troversi
e#troversion,
on, emotional
emotional stability
stability,, agreeablenes
agreeableness,
s, conscientio
conscientiousness
usness and openness
openness to

e#perts"

7c* Cognitie
Cogni tie )#ilit( ests+

%hes
%hesee are
are pape
paperr and
and penc
pencil
il or indi
indivi
vidu
dual
ali
ied
ed asse
assess
ssme
ment
nt meas
measur
ures
es of an

individual$s general mental ability or intelligence" %hese tests may be characteried as

:eneral 0ntelligence %ests

%ests and ptitude %ests"
%ests"

1- | P a g e
7d* 8or9 "ample ests+

%hey are designed to have high content validity through a close relationship with

the !ob" bserved under similar situations" %hese tests re'uire the e#aminee to perform

tasks that are performed on the !ob"

7e* )ssessment Centre+

n ssessment
ssessment entre can be defined as,3 a variety of testing techni'ues designed

to allow candidates to demonstrate, under standardied condition , the skills and abilities

that are most essential for success in a given !ob3" %hey usually have some sort of in4

 basket e#ercise which contains contents similar to those which are found in the in4basket

for the !ob which is being tested"

12 | P a g e
 Process of Recruitment and "election

:% .o# Description6

Dob descriptions are lists of the general tasks, or functions, and responsibilities of 

a position" %ypically, they also include to whom the position reports, specifications such

as the 'ualifications needed by the person in the !ob, salary range for the position, etc"

15 | P a g e
-% Emplo(ee "pecification+
"pecification+

Dob description can be the basis for employee specification" %his describes the

attributes needed by a person best suited to perform the duties of the !ob or to fill the role"

0t is an indication of attainment, achievement, abilities and aptitudes needed to enable an

individual perform a task to the re'uired standard and to achieve the desired ob!ectives"

% )ttracting Candidates+

Recrui
Recruitme
tment
nt is about
about attrac
attractin
ting
g candid
candidate
atess who are 'ualifi
'ualified
ed and capabl
capablee of 

carrying out the !ob, in the conte#t of the employing organiation" %his is when the

 potential candidates are told about the vacancy

vacanc y and encouraged to e#press their interest in

the !ob"

;% Ma9ing Decisions+

%he presentation as well as the content of the application influences the recruiter 

when
when maki
making
ng shor
shortt list
listin
ing
g deci
decisi
sions
ons"" 0f good
good 'uali
'uality
ty info
inform
rmat
atio
ion
n is give
given
n to the
the

candidates before the start of appointment, chances of the appointment being successful

are increased" Hence this helps the recruiter in making !udgments about the applicants"

1< | P a g e
1% !nitial "creening+

0f the recruiting effort has been successful, recruiters will be confronted with a

number of potentials applicants" /ased on the !ob description and !ob specification, some

of the respondents can be eliminated by sharing the !ob description information with the

individual"

3% Completion of )pplications
)pplications Form+

nce the initial screening has been completed, applicants are asked to complete

the organi
organiat
ation
ion$s
$s applicat
application
ion form"
form" 0n general
general terms
terms,, the applica
applicatio
tion
n form
form gives
gives a

synopsis of what applicants have been doing, their skills and their accomplishments"

1= | P a g e
5% Emplo(ment e
ests+
sts+

n employment test is a means of assessing a !ob applicant$s characteristics

through paper4and4pencil responses or e#ercise" %hree ma!or types of tests used in the

selection process are ability, personality and performance tests" bility tests measures

mainly mental, mechanical and clerical abilities or sensory capacities, personality tests

are means
means of measur
measuring
ing charac
character
terist
istics
ics,, such
such as patter
patterns
ns of though
thoughts,
ts, feeli
feelings
ngs and

 behaviors" Performance tests are means of measuring practical ability on a specific

specific !ob"

6% Comprehensie
Comprehensie !nteriew+

%he applicant may then be interviewed by the personnel department interviewers,

e#ec
e#ecut
utiv
ives
es with
within
in the
the orga
organi
nia
ati
tion
on,, pote
potent
ntia
iall supe
superv
rvis
isor
ors,
s, or coll
collea
eagu
gues
es"" %hee
%h

comprehensive interview is designed to probe into areas that cannot be addressed by the

application form or tests"

%hese areas consist of assessing one$s motivation, ability to work under pressure

and ability to fit in with the organiation"

<% =ac9ground
=ac9ground !nestigation+

%his steps includes contacting former employers into confirm the candidates work 

record and to obtain their appraisal of the performance in the previous !ob" 0t also

includ
includes
es verify
verifying
ing the educati
educational
onal accomp
accomplis
lishme
hments
nts sho
shown
wn on the applic
applicati
ation
on and

contacting personal references"

1@ | P a g e
:>% Ph(sical E0amination+
E0amination+

%he applicants may have to take a physical e#amination which is intended to

screen out those individuals who are unable to comply physically with the re'uirements

of the !ob and the organiation"

::% Final Emplo(ment "election+

%hose
%hose who perform
perform in the entire
entire above
above steps
steps are considere
considered
d or eligibl
eligiblee for 

employment" %he actual hiring decision is made by the Manager in the department that

has the position open"

1A | P a g e
 FMC? "ector

8hat are Fast Moing Consumer ?oods 7FMC?*@

Products which have a 'uick turnover, and relatively low cost are known as .ast

Moving onsumer :oods (.M:)" .M: products are those that get replaced within a

year"
year" 8#amples
8#amples of .M:
.M: genera
generally
lly includ
includee a wide
wide range
range of fre'ue
fre'uentl
ntly
y purchas
purchased
ed

consumer products such as toiletries, soap, cosmetics, tooth cleaning products, shaving

 products and detergents, as well as other

o ther non4durables such as glassware, bulbs, batteries,

 paper products, and plastic goods" .M: may also include pharmaceuticals, consumer 

electronics, packaged food products, soft drinks, tissue paper, and chocolate bars"

 subs
subset
et of .M:
.M:ss is .ast
.ast Mo
Movi
ving
ng ons
onsum
umer
er 8lect
8lectro
roni
nics
cs which
which incl
include
ude

innovative electronic products such as mobile phones, MP- players, digital cameras, :P&

&ystems and 9aptops" %hese are replaced more fre'uently than other electronic products"

>hite goods in .M: refer to household electronic items such as Refrigerators,

%Bs, Music &ystems, etc"

0n *CC5, the Rs" 2@,CCC4crore .M: segment was one of the fast growing

industries in 0ndia" ccording to the  Eielsen 0ndia study, the industry grew 5"-F in

value between *CC2 and *CC5

*C | P a g e
 !ndian FMC? "ector

%he 0ndian .M: sector is the fourth largest in the economy and has a market

sie
sie of ?&G1-"
?&G1-"1
1 billi
billion"
on" >ell4e
ell4esta
stabli
blishe
shed
d distri
distribut
bution
ion networ
networks,
ks, as well
well as intens
intensee

competition between the organised and unorganised segments are the characteristics of 

this sector" .M: in 0ndia has a strong and competitive ME presence across the entire

value chain" 0t has been predicted that the .M: market will reach to ?&G --"2 billion in

*C15 from ?& G billion 11"< in *CC-" %he middle class and the rural segments of the

0ndian population are the most promising market for .M:, and give brand makers the

opportunity to convert them to branded products" Most of the product categories like

 !ams, toothpaste, skin care, shampoos, etc, in 0ndia, have low per capita consumption as

well as low penetration level, but the potential for growth is huge"

%he 0ndian 8conomy is surging ahead by leaps and bounds, keeping pace with

rapid urbaniation, increased literacy levels, and rising per capita income"

%he big firms are growing bigger and small4time companies are catching up as

well" ccording to the study conducted by  Eielsen, <* of the top 1CC brands are

owned by MEs, and the balance by 0ndian companies" .ifteen companies own these <*

 brands, and *= of these are owned by Hindustan 9ever" Pepsi is at number three followed

 by %hums ?p" /ritannia takes the fifth place, followed by olgate (<), Eirma (=), oca4

ola (@) and Parle (A)" %hese are figures the soft drink and cigarette companies have

always shied away from revealing" Personal care, cigarettes, and soft drinks are the three

 biggest categories in .M:" /etween them, they account for -5 of the top 1CC brand

*1 | P a g e
 HR Challenges in FMC? in !ndia

ver
ver the
the past
past thre
threee to four
four years
years,, the
the glob
global
al econ
econom
omy
y has gone thro
through
ugh a

tremendous change and the looming the rest of a double dip3 and triple dip3 recession"

%he environm
environment
ent that
that organi
organisat
sation
ionss are operati
operating
ng in today
today is on charac
character
terie
ied
d by

volati
volatilit
lity
y, uncerta
uncertaint
inty
y, comple
comple#it
#ity
y and ambigu
ambiguity
ity"" %he 0ndian
0ndian economy
economy has also
also not

remained isolated from the economic turmoil that the world is going many industries

have seen slowdown and organiational decision making is today market by cautiousness

changes in demographic composition of the population and thus the market would also

continue to impact the .M: 0ndustry"

Ma$or HR challenges in FMC? sector in !ndia are as follows+

:% Managing Anowledge 8or9ers+

8or9ers+

8ssentially, here we are looking at different kind of people who does not obey the

 principles of management for the traditional group" %his boils down to higher 

educational 'ualifications, taking up responsibilities at a lesser age and e#perience,

high bargaining power due to the knowledge and skills in hand, high demand for the

knowledge workers and techno suaveness"

-% Managing e
echnological
chnological Challenges+

** | P a g e
 0n every arena organiations are getting more and more technologically oriented"

%hough it is not in the main run after the initial debates preparing the work force to

accept technological changes is a ma!or challenge"

% Competence Of HR Mangers+

s it is more and more accepted that lot of success of organiations depend on the

human
human capital
capital,, this
this boils
boils to recrui
recruitin
ting
g the best, managi
managing
ng the best"
best" learl
learly
y HR 

managers have a role in this process"

;% Deeloping Beadership+

0t is 'uite interesting to note that there is less importance given to developing

leadership at the organiational level" %hough leadership is discussed on ba sis of traits

and certain 'ualities, at an organiational level it is more based on knowledge"

1% Managing Change+

/usiness environment in 0ndia is volatile" %here is boom in terms of opportunities

 brought forward by globaliation" However this is also leading to many interventions

in terms of restricting, turnaround, mergers, downsiing, etc" HR has a pivotal role to

 play here"

*- | P a g e
 HE OP :> COMP)!E"
COMP)!E" ! FMC? "ECOR 

&"E" ompanies
1"

Hindustan ?nilever 9td"

*"

0% (0ndian %obacco

%obacco ompany)
-"

 Eestl 0ndia
2"

:MM. (M?9)

5"

7abur 0ndia
<"

sian Paints (0ndia)

="

adbury 0ndia
@"
/ritannia 0ndustries

*2 | P a g e
 A"

Procter I :amble Hygiene and Health are

1C"
Marico 0ndustries

*5 | P a g e
 %he compan
companies
ies,, liste
listed
d above
above are the leader
leaderss in their
their respec
respectiv
tivee sector
sectors"
s" %he

 personal care category has the largest number of brands, i"e", *1, inclusive of 9u#,

9ifebuo
9ifebuoy
y, .air
.air and 9ovely
9ovely, Bicks,
icks, and Ponds"
Ponds" %here
%here are 11 H99 brands
brands in the *1,

aggregating Rs" -,=AA crore or 52F of the personal care category" igarettes account for 

1=F of the top 1CC .M: sales, and !ust below the personal care category" 0% alone

accounts for <CF volume market share and =CF by value of all filter cigarettes in 0ndia"

%he foods category in .M: is gaining popularity with a swing of launches by H99,

0%, :odre!, and others" %his category has 1@ ma!or brands, aggregating Rs" 2,<-= crore"

 Eestle and mul slug it out in the powders segment" %he food category has also seen

innovations like softies in ice creams, chapattis by H99, ready to eat rice by H99 and

 pias by both :MM. and :odre! Pillsbury"

Pillsbury" %his category seems to have faster 

development
development than the stagnating
stagnating personal care category
category"" mul, 0ndiaJs
0ndiaJs largest
largest foods

company, has a good presence in the food category with its ice4creams, curd, milk, butter,

cheese, and so on" /ritannia also ranks in the top 1CC .M: brands, dominates the

 biscuits category and has launched a series of products at various prices"

0n the household care category (like mos'uito repellents), :odre! and Reckitt are

two players" :oodnight from :odre!, is worth above Rs *1= crore, followed by ReckittJs

Morten at Rs 12A crore" 0n the shampoo category, H99Js linic and &un silk make it to

the top 1CC, although

although PI:Js Head and &houlders
&houlders and Pantene are also trying
trying hard to be

 positioned on top" linic is nearly double the sie of &un silk"

*< | P a g e
 7abur is among the top five .M: companies in 0ndia and is a herbal specialist"

>ith a turnover of Rs" 1A billion (appro#" ?&G 2*C million) in *CC54*CC<, 7abur has

 brands like 7abur mla, 7abur hyawanprash, Ba

Batika, Ha!mola and Real" sian Paints is

en!oying a formidable presence in the 0ndian sub4continent, &outheast sia, .ar 8ast,

Middle 8ast, &outh Pacific, aribbean, frica and 8urope" sian Paints is 0ndiaJs largest

 paint company, with a turnover of Rs"**"< billion (around ?&7 51- million)" .orbes

:lobal magaine, ?&, ranked sian Paints among the *CC /est &mall ompanies in the

>orld

adbury 0ndia is the market leader in the chocolate confectionery market with a

=CF market share and is ranked number two in the total food drinks market" 0ts popular 

 brands include adburyJs 7airy Milk, 5 &tar, 8clairs, and :ems" %he Rs"15"< billion

(?&7 -@C Million)

Million) Marico is a leading 0ndian group in consumer
consumer products and services
services

in the :lobal /eauty and >ellness space"

Outloo9 

%here is a huge growth potential for all the .M: companies as the per capita

consumption of almost all products in the country is amongst the lowest in the world"

gain the demand or prospect

prospect could be increased
increased further if these companies can change

the consumerJs mindset and offer new generation products" 8arlier, 0ndian consumers

were using non4branded apparel, but today, clothes of different brands are available and

the same consumers are willing to pay more for branded 'uality clothes" 0tJs the 'uality,

 promotion and innovation of products, which can drive many sectors"

*= | P a g e
 !ROD4C!O O 4!BEER 

?nilever was formed through the 1A-C merger of 7utch

7u tch margarine company

Margarine ?nie and /ritish soap maker 9ever /rothers" %he combination of the two

companies made good sense44they both

bo th used the same raw materials, had similar

distribution channels and participated in large4scale marketing of household products" 0n

the beginning, ?nilever had operations in 2C countries, but soon e#panded its reach" %he

1A5Cs saw the company focusing on growth by investing in research and new

technologies, while it began e#panding through ac'uisitions in the 1A=Cs and 1A@Cs"

%hese days, ?nilever has diversified its product offerings far beyond margarine

and soap
soap"" %h
%hee comp
compan
any
y cont
contro
rols
ls a supe
superm
rmar
arket
ketJs
Js wort
worth
h of bran
brands
ds66 Hell
Hellma
mann
nnJs
Js

mayonna
mayonnaise
ise,, .lora
.lora and /ecel
/ecel spread
spreadss and yog
yogurt
urt drinks
drinks,, /reyer
/reyerss ice cream/
cream/our
oursin
sin

cheese, 7ove soap, shampoo, body wash, deodorant and more, PondJs face products,

>ish4/one salad dressings, Knorr soup mi#es, seasonings and sauces, /ertolli sauces,

oliv
olivee oil
oil and
and fro
froen
en prep
prepar
ared
ed meal
meals,
s, Ragu
Ragu sauc
sauces
es,, L4ti
L4tips
ps,, 9ipt
9ipton
on teas
teas,, soups
soups and
and

seasonings (9iptonJs ellow 9abel is one of the most popular teas in the world) and44

 phewN44Karo syrup"

*@ | P a g e
Recruitment and selection polic( of 4nilier

pplications and Recruitment ontinuous throughout the year 

ompetency /ased Recruitment3 to ensure outstanding performance

•  Eew recruits O < F of management strength

•  Eo specific ?niversity or 7epartment preference

•  Eo minimum :P

• nly fully completed forms go through assessment

• %rack our &tatus3 online

• Bacancies
Bacancies are not announced

• 0nterviews among approved3 forms submitted or modified within the last < months

• Ma# * more stages after the approved3 form

*A | P a g e
!nte
!n tern
rnss

utsta
utstandi
nding,
ng, proact
proactive
ive students
students can gain an insigh
insightt into
into how we work
work and

contribute to pro!ects of real importance to our business through internships"

0nternships provide a chance to learn about the challenges in your chosen career 

area while getting a taste of what itJs like to be part of our team" ouJll also benefit from

training, one4to4one mentoring and appraisals with your line manager"

?nilever %urkey Pro!ect 0nternship Program is designed for undergraduates who

have completed -rd year or master students in their 1st year .

?raduates

0tJs how many of our directors started out and if youJre a final year student or have

graduated within the last two years, youJre eligible to apply"

8arly
8arly 7evelo
7evelopme
pment
nt Progra
Program
m develop
developss profes
professio
sional
nal skills
skills and compet
competenci
encies
es

through
through struct
structure
ured
d traini
training
ng and on4the
on4the4!o
4!ob
b learni
learning,
ng, gained
gained in real
real !obs
!obs with
with real
real

responsibility" >e also encourage graduates to complete an international assignment in

their early years"

-C | P a g e
First #ounce indiiduals

?nilever %urkey$s recruitment consists mostly of fresh graduates and people who

have at most * years of full time work e#perience" However we sometimes look for 

 people who have e#perience more than * years but not yet reached a mid4career manager 

level"

Mid'career managers

?nilever %urkey$s recruitment consists mostly of fresh graduates and people who

have at most * years of full time work e#perience" However we sometimes look for 

 people who have e#perience more than 5 years for some specific mid4career manager 

roles"

0n line with this strategy, ?nilever prefers;has preferred promotion within its own

employees who were developed and prepared into higher levels, however, there has been

a plenty of mid4career recruitment in the past 5 years"

>e recr
recrui
uitt Mid4
Mid4ca
care
reer
er mana
manage
gers
rs into
into seni
senior
or posi
positi
tion
onss and
and have
have care
career 
er 

management
management processes
processes that ensure
ensure your need for challenge,
challenge, stimulati
stimulation
on and both career 

and personal development are met"

 variety of learning opportunities support your ongoing development, as well as

regular feedback, development and career plans

-1 | P a g e
 !ntroduction to Procter  ?am#le !ndia

Procter I :amble o" (PI:) is an merican company based in incinnati, hio

that manufactures a wide range of consumer goods" 0n 0ndia Proctor I :amble has two

subsidiaries6 PI: Hygiene and Health are 9td" and PI: Home Products 9td" PI:

Hygi
Hygiene
ene and Heal
Health
th are
are 9imi
9imite
ted
d is one
one of 0ndi
0ndiaJ
aJss fast
fastes
estt grow
growin
ing
g .ast
.ast Mo
Movi
ving
ng

onsumer :oods ompanies with a turnover of more than Rs" 5CC crores" 0t has in its

 portfolio famous brands like Bicks

Bicks I >hisper" PI: Home Products 9imited deals in

.abric are segment and Hair are segment" 0t has in its kitty global brands such as riel

and %ide in the .abric are segment, and Head I &houlders, Pantene, and Re!oice in the

Hair are segment"

Procter I :ambleJs relationship with 0ndia started in 1A51 when Bicks Product

0nc" 0ndia, a branch of Bicks

Bicks Product 0nc" ?& entered 0ndian market"
market" 0n 1A<2, a public

limited company, Richardson Hindustan 9imited (RH9) was formed which obtained an

0ndustrial 9icense to undertake manufacture of Menthol and de mentholised peppermint

oil and B0K& range of products such as Bicks BapoRub, Bicks ough 7rops and Bicks

0nhaler" 0n May 1A<=, RH9 introduced learsil, then mericaJs number one pimple cream

in 0ndian market" 0n 1A=A, RH9 launches Bicks ction 5CC and in 1A@2 it set up an

yurvedic Research 9aboratory to address the common ailments of the people such as

cough and cold"

-* | P a g e
0n ctober 1A@5, RH9 became an affiliate of %he Procter I :amble ompany, ?& and

its name was changed to Procter I :amble 0ndia" 0n 1A@A, Procter I :amble 0ndia

launched >hisper 4 the breakthrough technology sanitary napkin" 0n 1AA1, PI: 0ndia

launched riel detergent" 0n 1AA*, %he Procter I :amble ompany, ?& increased its

stake in Procter I :amble 0ndia to 51F and then to <5F" 0n 1AA-, Procter I :amble

0ndia divested the 7etergents business to Procter I :amble Home Products and started

market
marketing
ing ld &pice /rand
/rand of produc
products"
ts" 0n 1AAA Procter
Procter I :amble
:amble 0ndia
0ndia 9imite
9imited
d

changed the name of the ompany to Procter I :amble Hygiene and Health are

9imited"

PI: Home Products 9imited was incorporated as 1CCF subsidiary of %he Procter I

:amble ompany, ?& in 1AA- and it launched launches riel &uper &oaker" 0n the same

year Procter I :amble 0ndia divested the 7etergents business to Procter I :amble

Home
Home Product
Products"
s" 0n 1AA5,
1AA5, Procte
Procterr I :amble
:amble Home
Home Product
Productss entere
entered
d the Haircare
Haircare

ategory with the launch of Pantene Pro4B shampoo" 0n 1AA= Procter I :amble Home

Product
Productss launche
launchess Head I &hould
&houlders
ers shampo
shampoo"
o" 0n *CCC,
*CCC, Procte
Procterr I :amble
:amble Home
Home

Products introduced %ide 7etergent Powder 4 the largest selling detergent in the world" 0n

*CC-, Procter I :amble Home Products 9imited launched Pampers 4 worldJs number one

selling diaper brand" %oday, Proctor I :amble is the second largest .M: company in

0ndia after Hindustan 9ever 9imited"

-- | P a g e
 Recruitment and selection procedure of Procter  ?am#le

PI:$s Recruitment Process is = steps, and starts with you applying online to one

of current !ob postings"

Find .o#s and )ppl(

%o start
start the online application process use the .ind Dobs and pply bar at the top of the

 page to search for open positions"

"elect our Preferred $o# in the .o# Bist

ou
ou can view all !obs or you can narrow in on the type !ob and location (ou prefer by

using the &earch 8ngine"

  &elect from the Dob ategory list to find the function or career path in which you are

interested

  &elect from the Dob 9ocation list to identify where you have eligibility to work 

then, review the resulting !obs list and find (our preferred $o# " lick the actual Dob title

to go to the Dob description and the pply nline3 button"

arefully read the description of the !ob or internship or course;seminar that is posted so

you can choose %H8 !ob that best fits your aspirations and interests %

-2 | P a g e
Reiew the Personal Data Priac( "tatement
"tatement

PI: is legally obliged to obtain your authoriation to collect and process your personal

data" >e therefore ask you to review our Personal 7ata Privacy &tatement" 0f you decide

you are not ready to submit your application to PI: after viewing our !ob listings,

simply e#it the page before logging in" Eo record will be kept on your acceptance of the

Personal 7ata Privacy &tatement in such a case"

Complete the Online )pplication

%o best secure and manage your personal record, it is important you set u p and maintain

one ?ser Eame and ne 8mail ddress uni'ue only to you" our
our email address allows us
us

to communicate with you throughout the recruitment process" ou

ou will also be asked for

your personal and educational data, your resume;B and any attachments you feel

important to share" Please have your resume;B available electronically so it is easy for

you to copy I paste into the online application form" 7epending on the !ob, you may also

 be asked to answer 'uestions relevant to the posting" ?pon submission of your

application, you will receive a notification of receipt"

-5 | P a g e
Complete the On'Bine )ssessment

fter completing the online application you may be asked to complete an online

assessment with multiple choice 'uestions"

'u estions" our
our replies to our online assessment tell us

about your skills and interests and begin to create a better picture of who you are and how

you might contribute within our company"

/ased on the information you provide both in your online application and via the online

assessment, we can make an informed decision on whether your skills meet the

re'uirements of the !ob you chose, and whether PI: is the best environment to utilie

your talents and achieve your goals" 0f your skills and interests are a good fit at this stage

of our recruitment process, we will invite you to take our Problem &olving %est"
%est"

a9e
a9e the Reasoning
Rea soning e
est
st

%he Reasoning %est

%est is the ne#t step along the way for those going forward" o
ou
u will be

invited to complete the test at a specified location" >e would like to offer you a Practice

%est
%est that will help you get used to the kind of problems on the test and the speed at which

you will need to work 

-< | P a g e
 !nteriew with P?

%he 0nterviews are an opportunity for us to learn more about you and for you to learn

more about us" >eJll

>eJll ask you 'uestions that will give us an insight into your capabilities

and personality" %he 'uestions are focused around seeing if you have the characteristics

we feel are important to succeed at PI:" 0f you are invited to an interview, prepare by

thinking about your e#periences" 7uring your interview process, you will be invited to a

PI: site so you can find out more about who we are, what we do and how we do it"

ouJll
ouJll meet with a panel of PI: people who will conduct the interviews, answer your 

specific 'uestions about the work, and introduce you to the environment inside PI:"
P I:" ou
ou

will also be introduced to the responsibilities you should e#pect in your PI: !ob" fter 

the interviews, weJll determine whether or not to offer you a !ob at PI:"

-= | P a g e
 Conclusion

0t is very important to have efficient HR department in any organiation in order 

to achieve its targets rightly" >e all know recruitment and selection of employees plays a

very important role in the growth of any organiation as they can be an asset to the

orga
organi
nia
ati
tion
on as well
well as a liab
liabil
ilit
ity
y for
for an orga
organi
nia
ati
tion
on"" &o it is impor
importa
tant
nt that
that an

organiation should have a good HR department so that right type of employees are

selected for right !ob

s good as is the recruitment and selection process the selection of employees

 becomes easier and best out of the total applicants gets selected" %his is a very lengthy

 process which includes lots of hard work done

don e by
b y the HR people"
p eople" %hey are the one who

gather information regarding how much staff is re'uired in which branch and decides the

criteria on the basis of which people are being selected, who will become strength of the

organiation"

More and more people these days have started involving

involving themselves
themselves in this field

as it creates tremendous !ob opportunities for them" 0t is a steady, diverse and a highly

 profitable industry where a person can

ca n do a lot of work" %he !obs in this field range from

sale
saless and
and supp
supply
ly chai
chain,
n, inve
invest
stme
ment
nt,, prom
promot
otio
ion,
n, HR deve
develo
lopm
pmen
entt and
and gene
genera
rall

management" 0% also allows you to trade directly with the various traders online"

%he entire are learning organiation to some e#tent as it focuses on enhancing its

system to continually increate the organiations capacity for performance" %hey also have

 built a strong foundation for consistent sustainable growth with clear strategies and room

-@ | P a g e
to grow
grow in each
each stra
strate
tegi
gicc focus
focus area,
area, core
core stre
streng
ngth
thss in the
the indu
indust
stry
ry,, and
and a uni'
uni'ue
ue

organiational structure that leverages strengths"

n organiations ability to meet the recruitment and selection challenges provides

an opportunity
opportunity to make significant
significant contribution
contribution to the company"
company" >ith
>ith better
better 'uality
'uality

 people e#ecuting the company$s operations the HR department can create a competitive

advantage for the company"

0n light
light of the resear
research
ch conduct
conducts,
s, these
these organi
organiat
ation
ion are e#trem
e#tremely
ely format
format,,

organied, deducted and 'uality conscious organiation" 0t has very formalied structure

for the recruitment and selection of employees"

ll these organiation have a uni'ue human resource management system where

if focusses on bringing out it best of its employees through continuous hard work and

devotion"

-A | P a g e
 =!=B!O?R)PH

=oo9s+

1" Michael
Michael Ba
Ba I Meeta &eta,
&eta, Human Resourc
Resourcee Management
Management

*" &unny
&unny .ernande
.ernande,, Human
Human Resource
Resource Manageme
Management
nt

8e#sites+

www"wikipedia"com

www"uniliver"com

www"google"org

2C | P a g e