A PROJECT REPORT ON

MANPOWER RECRUITMENT AND RETENTION POLICY OF

MAHINDRA RISE, WITH SPECIAL FOCUS ON SIDDHI LAXMI
MOTORS, ANGUL

Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE

NAME: NAME:

DESINGATION: DESIGNATION:

COLLEGE NAME: COMPANY NAME:

SUBMITTED BY

NAME:

ROLLNO:

IN​ ​PARTIAL FULFILLMENT OF THE

REQUIREMENT FOR THE AWARD OF THE DEGREE

OF

BBA

CREATIVE TECHNO COLLEGE, ANGUL

UTKAL UNIVERSITY, VANI VIHAR, BBSR

 DECLARATION

I hereby declare that the project report entitled ​manpower recruitment and
retention policy​ submitted in partial fulfilment of the requirement for the degree of
bachelor of business administration to Utkal University​, is my original work &
not submitted for the award of any other similar title of prizes.

Place: Name:

Date: Roll no:

 EXAMINER’S CERTIFICATION

The project report of “​Subhrajyoti behera”​ on “​manpower recruitment and

retention policy”​ is approved & is acceptable in quality & form.

Internal examiner External examiner

 BONAFIDE CERTIFICATE

Certified that this project report “​manpower recruitment and retention policy​ ​of
siddhi laxmi motors Mahindra, angul”​ is the bonafide work of “​Subhrajyoti
behera”​ who carried out the project work under my supervision.

Signature:

Name:

Designation:
 COMPANY CERTIFICATE

REF NO:

DATE:

This is certificate that “​Subhrajyoti behera”​; ​BBA​ student of

creative techno college, Utkal University​ has successfully completed the project
as partial fulfilment of the BBA program from dt............ to dt................the project
entitled​ “manpower recruitment and retention policy of​ ​siddhi laxmi motors
Mahindra showroom, Angul”​ is his/ her original work and the same has not been
submitted prior to this in any form.

During the above period we found his/her to be sincere and hardworking. He

followed the rules and regulations of the organisations and was punctual in his/her
attendance. His/her performance and conduct was good. He /she possess the ability
to transform conceptual knowledge to practical situations.
Sign

Name:

Head of the department:

ACKNOWLEDGEMENT

I wish to acknowledge my indebtedness to my project guide Mr. /ms name

/designation and faculty guide name without whose sincere guidance and support
this project would not have been a success.

I am also grateful to Mr. / ms name of the person who are helping for
helping me and 00providing me useful information. I am also indebted to all the
employees of the organisation for their sincere help and cooperation.

This project is satisfactory outcome of several days’ hard work. We are

thankful to the respondents who have given us sample feedback and cooperation
during the preparation of this project.

Finally, I take this opportunity to thank the entire senior executive’s team
and every associate of this organisation who have helped me directly and indirectly
during this period of project preparation.
 Name:

Roll no:

TABLE OF CONTENTS

CHAPTER TITLE PAGE NO

CHAPTER-1 Introduction

CHAPTER-2 profile of the organisation

CHAPTER-3 Research methodology

● Title of the study
● Duration of project
● Objective of the study
● Types of research
● Sample size and method
of selecting sample
● Scope of the study
● Limitation of study

CHAPTER-4 Literature review

CHAPTER-5 Analysis & interpretation

CHAPTER-6 Facts & findings

CHAPTER-7 SWOT analysis

CHAPTER-8 Conclusion

CHAPTER-9 Recommendation &

Suggestion
Bibliography/Reference
Annexure
List of table/List of
figure/Chart
 CHAPTER- 1
INTRODUCTION
1​.​ INTRODUCTION
● I am Subhra jyoti Behera, a student of “​Creative Techno College, Angul
Roll no(56303AT15012)”​ a student of ​BBA 5​th​ semester ​ I am doing a
project on ​Manpower Recruitment and Retention Policy of Mahindra
rise​ with special focus on ​Siddhi Laxmi motors, Panhamahala, Angul​.

● The objective of this research is that to know the hrm function how they are
retaining employee in an organisation. It may be noted that the roles of
company are to be maintain their task or not and also to find out the strength
of ourselves that how to work in a company with some practical knowledge.

● Mahindra is an Indian Multi National Car Manufacturing Corporation

headquarters is Mumbai, Maharashtra, India. It is one of the largest vehicle
manufactures by production in India and the largest manufacture of tractors
in the world. It is a part of Mahindra group an Indian conglomerate.

● Mahindra Rise Limited is engaged in the manufacture in the passenger car,

commercial vehicle and tractors.

● The company’s segments include automotive, which is engaged in the sale

of automobiles, spare parts and related services.

● Farm equipment, which is engaged in the sales of tractors spare parts and
related services; IT services, which include business consulting and related
support activities.
 ● Infrastructure, including operation and commercial complex, project
management and development; hospitality, including sale of time share;
stitch, which consist of automotive components are other related products
and services two wheelers which consist of sale of two wheelers, spare parts
and related services and others which include logistics, after market and
investment.

CHAPTER – 2
PROFILE OF THE ORGANISATION
ORGANISATION STRUCTURE
Type --​Public

Traded as -- BSE 500520

- BSE SENSEX CONSTITUTENT

Industry – Automotive

Founded - 1945,72 years ago (Ludhiana)

Headquarter – Mumbai, Maharashtra, India

Area served - world wide

Key people - Anand Mahindra (executive chairman)

Dr pawan Goenka (MD)

Products - automobiles, commercial

Vehicles, two wheelers

Revenue - ₹83,773 crore(US$13 billion) (2017)

Operating income - ₹8,793 crore(US$1.4 billion)​[1]​ (2015)

Net income​` - ₹2,592 crore(US$400 million)​[1]​ (2015)

Total assets -​₹6 1,239 crore(US$9.5 billion)​[1]​ (2015)

Number of employees -​39,276​[2]​ (March 2016)

Parent -Mahindra group

Subsidiaries -​Mahindra two Wheelers limited

SsangYong Motor Company

B.S.A Company
Ratio Analysis
 Automotive
Mahindra & Mahindra Limited

PERSONAL AND PASSENGER

Mahindra Scorpio

Mahindra Bolero

MAHINDRA XUV 500

Mahindra Quanto

Mahindra Thar
Mahindra Xylo

Mahindra Verito

Mahindra e2o

Mahindra KUV100

Mahindra TUV300

Mahindra Verito​ Vibe

 COMMERCIAL SECTOR

Mahindra Scorpio Getaway

Mahindra 475 DL

MAHINDRA 605 DL

Competitors
1.Honda
2.Toyota
3.​NissanMotors
4.Hyundai
5.​Fiat
6.Mitsubishi
7.MarutiUdyog
8.​TataMotors
 CHAPTER – 3
RESEARCH
METHODOLOGY
RESEARCH METHODOLOGY:-
Title of the Study

In today’s competitive scenario firms consistently tries to maintain his

existing employees to get more skilled employees in every sector. To meet the
desired expectation of employee companies has to look around all aspects of
recruitment and selection condition, otherwise they may be out of the race.
Automobile industry has the same competitiveness and every firm in the industry is
consistently working for enhancing their employees to recruit and retain in a good
position.

The study is to find out the level of reatain employees towards the
maintain the vacancy with position. And to find out how employees are work in
organisation of Siddhi Laxmi Motors, angul​.

DURATION OF THE PROJECT

​ ccording to our college rule and preparation it take 2 months to complete (From
A
dt 05.09.2017 to dt 05.11.2017.

Objective of the study:-

The aims of our project:-

● To demonstrate the personal abilities and skills required to present an

extended piece of work
● To engage in personal inquiry, action and reflection on specific topics and
issues, understanding of, the areas of interaction
● To Learning and share knowledge, views and opinions.
● To identify a clear and achievable goal, justify this selection.
● To present information clearly
● To identify the strengths and weaknesses of the project at different stages of
development.
● To Show awareness of the overall perspectives related to the chosen topic or
piece of work.
Research Methodology (types of research)
As per the conditions of the project work, valid data were collected and represented in the form
of bar graph, pie chart , histogram and give charts which is very useful in depicting the below
mentioned data in a statistical way. The data we were collected from 2 sources:-
1. Primary data:-
Which data we are collected by questionaries’ within the sources and to implement.
2. Secondary data:-
Which data we are collected from journals, books, internet etc.

Research Plan

ARCH PLAN

rch Design: iptive

rch Method Used y

rch Technique Used ionnaire

HI LAXMI MOTORS MAHINDRA SHOW

Collection (location)
ROOM, Angul

ling Plan enience

le Size
​Scope of the study​:-

The areas which we are taken is vast areas that influence the organisation
particularly man power recruitment which the organisation recruit their employees
within own locality with nearest city and retain them with give some facilities.

Managerial usefulness of the study:-

It is used to improve / increased / enhance customers satisfaction.

It is Enhance effectiveness in delivering services.

It Improve growth and development within organisation team.

It is used to greater understanding and competitive edge.

It’s to expand organisation services.

It is used to increase risk assessment.

It is helpful to increase in quality.

It is helpful to increase in quantity.

Limitations: -
When we are doing this project report some problem we are facing like:-
It is a vast areas to research on this topic within 2 months.
This project is more time taken and waste of time.
Data are not accurately given in the organisation
Employees are not participating with us.
 CHAPTER -4
LITERATURE REVIEW
​4. ​LITERATURE REVIEW​:-
4.1 Employee Turnover and Retention Conceptual Framework
4.2 Factors Affecting Employee Turnover
4.3 Factors Affecting Employee Retention
4.4 Employee Turnover and Retention in Non-Profit Organizations
4.5 Turnover and Retention in Non-Profit Sector: Indian Scenario
4.6 Problem Areas and Research

Chapter Overview
The chapter provides a review of available literature in the area of employee
turnover and retention.
The first part of the chapter begins with a review of literature on
concepts/theoretical framework, defining turnover and retention.
This is followed by the discussion on factors affecting employee turnover
and factors affecting employee retention.
Thereafter follows a discussion on employee turnover and retention in
non-profit organizations.
It then goes on to describe the scenario of employee turnover and retention
in Indian non-profit organizations.

Employee Turnover and Retention Conceptual Framework:-

Employee turnover, is ‘voluntary terminations of members from

organizations’ observed that staff turnover is the proportion of staff
 leaving in a given time period but prior to the anticipated end of their
contract.
Staff turnover is the rate of change in the working staffs of a concern
during a defined period. Staff turnover is the net result of the exit of some
employees and entrance of others to the organization. long term sickness,
death, moving overseas, or employer-initiated termination.

Factors Affecting Employee Turnover:-

There are two major reasons why turnover is a central issue in the field of HRM
across the globe.

First, turnover is related to low organizational knowledge, low employee

morale, low customer satisfaction, high selection costs, and high training
costs.
The factors that influence turnover gives organizations the opportunity to
reduce selection and training costs, increase employee morale and customer
satisfaction, and enhance organizational productivity.
Second reason, is that human resources are the backbone of an
organization.
 Moreover, the continuing prosperity of a firm is likely to be enhanced by
employees who hold attitudes, value and expectations that are closely
aligned with the corporate vision.
HRM policies and practices can be strategically designed and installed to
promote desirable employee outcomes, which include the enhancement of
the in-role and extra-role behaviours of employees.

In order to explain the reasons behind voluntary resignation, gives a list that
includes:-
● Incompatibility with corporate values
● Feelings of not being appreciated or value
● Not feeling part of the company
● Not knowing how one is doing for lack of feedback
● Inadequate supervision
● Lack of opportunity for growth
● Lack of training
● Unequal salaries and benefits
● Lack of flexible work schedules
● Unsatisfactory relationships at work
● Too much work and not enough staff
● Inadequate or substandard equipment, tools, or facilities

Factors affecting Employee Retention

Unnecessary employee turnover costs an organization needless expense,
Replacements and training expenses have a direct impact on organizational
costs, productivity and performance, and as such, an increasing number of
organizations are now recognizing employee retention as a key strategic
Issue.
The main purpose of retention is to prevent the loss of competent employees
from the organization as this could have adverse effect on productivity and
services.
Retention activities may be defined as a sum of all those activities aimed at
increasing organizational commitment of employees, giving them an overall
ambitious and myriad of opportunities where they can grow by
outperforming others.

For a managerial perspective, the attraction and retention of high-quality

employees is more important today than ever before.
A number of trends (e.g. globalization, increase in knowledge work,
accelerating rate of technological advancement) make it vital that firms
acquire and retain human capital.
While there are important differences across countries, analysis of the costs
of turnover as well as labour shortages in critical industries across the globe
have emphasized the importance of retaining key employees for
organizational success.
It has been seen that turnover is accompanied by heavy replacement and
training expenses and therefore, organizations need to take a serious relook
at the turnover rates and put a replacement strategy in place.
 Mercer Human Resource Consulting (2004) advised 5 key factors
influencing employee commitment and motivation with % age of employees
voting for each of the factors as follows :
● Being treated with respect - 85%
● Work-life balance - 79%
● Providing good service to others - 74%
● Quality of work colleagues - 74%
● Type of work - 73%

Employee Turnover and Retention in Non-Profit

Organizations:-
Non-Government Organizations (NGOs) or Non-Profit Organizations
(NPOs) also provide employment opportunities in addition to the private
sectors and government institutions.
The non-profits play an increasingly important role in providing services, for
which the public and the private sector lack time, information, resources and
inclination.
The high turnover of qualified employees in non-profit Organizations has
increasingly negative impact on recruitment, training, and service
effectiveness.
Filling a position in a non-profit has reduced chances of obtaining qualified
candidates, additional costs for employee training and development, and
higher chances of service disruption.
Humanitarian NGOs are non-profit organizations that have the primary aim
to save lives and reduce human suffering.
Furthermore, personal characteristics such as gender, age, ethnicity, type of
job, and level of education impact both job choice motivation and the level
of intrinsic motivation.
 It could be argued that employees of non-profits are more likely to
experience job dissatisfaction if:

(a) They perceive that their organization is not achieving the public good that
attracted them;

(b) The mission is de-emphasized or derailed by other considerations and

(c) The espoused values are inconsistent with those practical in the
organization.

Male and female differences in turnover in humanitarian sector have also

been a subject of study.

In terms of gender, the study carried out by Emmons and Parry (2006)
indicated that females are more disengaged and likely to leave than their
male counterparts (13% and 4% respectively).
According to the study, 13% of the female employees stayed with the
agency because of no alternative choice, while 13% indicated they no longer
have a feeling of belonging to the agencies for which they were working.
In the context of voluntary sector, Agenda Consulting (2005) noted that
good practice points in recruitment, selection and retention focus on the
following aspects:-
● Use of competency based interviews for recruitment
● Conducting staff surveys to find out why staff leave or stay
● Providing training to those who conduct interviews
● Being clear with employees on what they should expect
● Advertising jobs internally as a way to retain staff

Turnover and Retention in Non-Profit Sector; Indian

Scenario:-
In the Indian context, while not many research studies exist on the subject of
turnover and retention in non-profit sector, the challenges faced by this
sector are no different from other countries.
In a study conducted by People in Aid (2007) covering Kenya, Honduras,
India and Pakistan, 4 International NGOs.
4 National NGOs participated from India. The findings were quite varied,
with some NGOs reporting high levels of motivation of employees but no
motivational strategies in place, lack of motivation to the work culture in
India.
Organizations continuously undertake HR innovations, particularly in the
area of employee retention. In a nutshell, they have listed the following few
such innovative employee retention strategies used by non-profit
organizations:
● Offering jobs to people with vision and value congruence
● Enhancing the credibility of the organization through brand-building
● Providing opportunities for personal growth
● Creating a sense of ownership among employees through participation
in decision making
● Creating a sense of ownership among employees by giving equity
shares
● Creating entrepreneurial opportunities within the organization

● Finding employees from among beneficiaries

● Attracting employees to serene lifestyle in peaceful and scenic

locations
● Providing attractive fringe benefits to employees
 A number of examples exist in the Indian non-profit organizations, where
innovative strategies are being used for attracting and retaining employees.

Problem Areas and Research Gaps:-

Following research gaps were identified after an extensive literature review in the
field of employee turnover, specifically in the context of non-profit organizations,
and more particularly in the Indian context:-

Most of the studies on employee turnover and retention have been

undertaken in the context of business organizations.
There is not much research work carried out in the context of non-profit
organizations.
Practitioners agree that there is a growing problem related to employee
turnover and retention in the non-profit sector and therefore this area merits
serious research attention.
Over past decades, staff turnover has become a major concern for
humanitarian agencies, yet only a few researchers have attempted an
in-depth study offering detailed consideration of causes and consequences of
employee turnover in the humanitarian sector indicating this as a research
gap.
Furthermore, most of the existing studies on employee turnover and
retention in the non-profit sector have been carried out in the Western
context.
The researcher did not come across any Indian study, barring a few studies
discussed in the above section, which comprehensively investigates the issue
 of employee turnover and retention in the context of non-profit organizations
in India.
The researcher did not come across any Indian study available that
investigates the reasons as to what factors attract employees to join a
non-profit organization and what factors become the causes for the same set
of employees to leave the organization.
Most existing studies in India have focused on turnover as an issue for
NPOs, but they have not captured employee perceptions on factors that
attract one to join and factors that cause one to leave an organization.

LITERATURE REVIEW ON RECRUITMENT POLICY:-

Nowadays, every organization necessitates personnel planning as one of the

most vital activities.
Human Resource Planning is, by far, an essential ingredient for the success
of any organization in the long run.
There are a number of techniques that need to be followed by every
organization that guarantees that it possesses the right number and type of
people, at the right time and right place, so as to enable the organization to
achieve its planned objectives.
Commonly, the objectives of Human Resource Planning department include
resource, planning, recruitment and selection, career planning, training and
development, promotions, risk management, performance appraisal, to name
a few.
Each of these objectives requires special attention and accurate planning and
execution.
 It is of utmost importance for every organization to employ a right person on
a right position.
Recruitment and selection plays a pivotal role during such situations.
With shortage of skills and the rapid spread of new technology exerting
considerable pressure on how employers perform recruitment and selection
activities.
Recruitment and selection process as "A process of searching for prospective
employees and stimulating and encouraging them to apply for jobs in an
organization."
In simpler terms, recruitment and selection are concurrent processes and are
void without each other.
They significantly differ from each other and are essential constituents of the
organization.
It helps in discovering the potential and capabilities of applicants for
expected or actual organizational vacancies. It is a link between the jobs and
those seeking jobs.
Job applicants differ along many dimensions, such as educational and work
experience, personality characteristics, and innate ability and motivation
levels.
The logic of employee selection begins with the assumption that at least
some of these individual differences are relevant to a person's suitability for
a particular job.

Main Responsibilities of HRM for retaining:-

Getting the Best Employees

● Workforce planning
 ● Specifying Jobs and Roles
● Recruiting
● Outsourcing
● Screening Applicants
● Staffing -- Selecting (Hiring) New Employees.

Workforce planning

a) ​Objective of Workforce Planning

Workforce planning is one of the most important activities in any

organisation. It starts with analysis of the strategic position of the business.

The results of this analysis then feed into a forecast of the required demand
for labour by the organisation and how this is likely to be supplied.

The final stage involves the creation and implementation of a human

resources plan which aims to deliver the right number of the right people for
the Organisation.

b) ​Strategy for workforce plan:-

The strategic position and requirement of the organisation have the most important
influence on workforce planning:

▪ Organisation objectives and scope of activities:

What are the objectives of the organisation?

What products are to be sold, in which markets; using what kind of

distribution?

Organisation location - where is the organisation located?

 How are the various business units, divisions, functions distributed
across the various locations?

What specialist skills are essential in each location?

What are the workforce implications of decisions on organisation

location?

▪ Labour environment:

what is happening to the size of the labour force?

What key population and employment trends (e.g. the increasing numbers of
people working on temporary or short-term contracts) affect the ability of
the business to recruit staff?

What provision needs to be made for employee pension; what employment

legislation.

Timetables - to what extent does the strategic needs of the business require
short-term changes in the workforce - or can change be achieved over a
longer period.

For example, are new retailing or distribution locations to be opened in the

next 12 months that require staff?

c​) Forecasting Workforce Demand:-

Putting a good Human Resources plan together requires an organisation to

make a reasonably accurate forecast of workforce size. Key factors to
consider in this forecast are:

● Demand for existing and new products/projects

● Organisation disposals and product closures
 ● Introduction of new technology (e.g. new production equipment)
● Cost reduction programmes (most usually involve a reduction in staff
numbers somewhere within the business)
● Changes to the business organisational structure
● Business acquisitions, joint ventures, strategic partnerships

Forecasting Workforce Supply:-

The starting point for estimating supply is the existing workforce: an Organisation
should take account of:-

▪ Scheduled changes to the composition of the existing workforce (e.g.

promotions; job rotation)

▪ Normal loss of workforce - e.g. through retirement, "normal" labour

turnover

▪ Potential exceptional factors - e.g. actions of competitors that create

problems of staff retention

By comparing the forecast workforce demand and supply - it is possible

to compile a forecast of net workforce size.

This then needs to be compared with the strategic requirements for the
organisation.

The result is the "workforce gap" (which is a forecast of too few or too
many workers).

The role of HRM is to close the gap!

HRM - Policies to Close the Workforce Gap

 The key HRM activities to manage the workforce gap comprise:

● Recruitment plans (how many people, where, what type, how)

● Training plans
● Redundancy plans
● Staff Retention Plans (how the business intends to keep the staff it
wants to retain)

​Specifying jobs and roles

This phenomenon includes two processes:-

● Job specification
● Job description

Job Specification

Derived from job analysis, it is a statement of employee characteristics and

qualifications required for satisfactory performance of defined duties and
tasks comprising a specific job or function.

A job specification describes the knowledge, skills, education, experience,

and abilities organisation believes are essential to performing a particular
job. The job specification is developed from the job analysis.

A job specification cuts to the quick with organisation requirements whereas

the job description defines the duties and requirements of an employee's job
in detail.

The job specification provides detailed characteristics, knowledge,

education, skills, and experience needed to perform the job, with an
overview of the specific job requirements.
Job Description:-  

Job descriptions are essential. Job

Descriptions are required for recruitment so that organisation and the

applicants can understand the role.

Job descriptions are necessary for all people in the organisation. A job
description defines a person's role and accountability.

Without a job description it is not possible for a person to properly commit

to, or be held accountable for, a role.

Smaller organisations commonly require staff and managers to cover a wider

or more mixed range of responsibilities than in larger organisations (for
example, the 'office manager' role can comprise financial, HR, stock-control,
scheduling and other duties).

Therefore in smaller organisations, job descriptions might necessarily

contain a greater number of listed responsibilities, perhaps 15-16.

However, whatever the circumstances, the number of responsibilities should

not exceed this, or the job description becomes unwieldy and ineffective.

Some feature in most ​job descriptions​ are as following:-

● communicating ( How to communicate with upper and lower level of

management from his/her level)
● Panning and organising.
● Managing information and general administration support.
● Monitoring and reporting.
● Financial budgeting and control
 ● Producing things.
● Maintaining and repairing.
● Quality control.
● Health and safety.
● Using equipment and system.
● Developing and creating things.

Importance of Job Description:-

Job descriptions improve an organisation's ability to manage people and roles in
the following ways:

● Clarifies organisation expectations for employees.

● Provides basis of measuring job performance
● Provides clear description of role for job candidates
● Provides a structure and discipline for company to understand and structure
all jobs and ensure necessary activities, duties and responsibilities are
covered by one job or another
● Provides continuity of role parameters irrespective of manager interpretation
● Enables pay and grading systems to be structured fairly and logically
● Prevents arbitrary interpretation of role content and limit by employee and
employer and manager
● Essential reference tool in issues of employee/employer dispute
● Essential reference tool for discipline issues
● Provides important reference points for training and development areas
● Provides neutral and objective reference points for appraisals, performance
reviews and counselling
 ● Enables formulation of skill set and behaviour set requirements per role
● Enables organisation to structure and manage roles in a uniform way, thus
increasing efficiency and effectiveness of recruitment, training and
development, organisational structure, work flow and activities, customer
service, etc
● Enables factual view (as opposed to instinctual) to be taken by employees
and managers in career progression and succession planning

Hiring:
Organisation basically has two main resources to get Human resources

Internal Promotion

Recruitment

Outsourcing

Internal Promotions:

In this scenario existing employees of the organisation are promoted to fill

the required place in the organisation.

Recruitment:

In this case organisation takes new employees in the organisation to fill the
vacant places.

Outsourcing:

Outsourcing refers to a company those contracts with another company to

provide services.
Recruitment and Selection:

Recruitment is the process of identifying that the organisation needs to employ

someone up to the point at which application forms for the post have arrived at
the organisation.

Employee selection is the "process of collecting and evaluating information

about an individual in order to extend an offer of employment (R.D. Gate wood
and H.S. Field).

Employee selection is part of the overall staffing process of the organization,

which also includes human resource (HR) planning, recruitment, and retention
activities.

Employee selection begins when a pool of applicants is generated by the

organization's recruitment efforts.

During the employee selection process, a firm decides which of the recruited
candidates will be offered a position.

Validity of selection methods:- 

Validity refers to the quality of a measure that exists when the measure
assesses a construct. In the selection context, validity refers to the
appropriateness, meaningfulness, and usefulness of the inferences made
about applicants during the selection process.

It is concerned with the issue of whether applicants will actually perform the
job as well as expected based on the inferences made during the selection
process.
 The closer the applicants' actual job performances match their expected
performances, the greater the validity of the selection process.

Selection methods:-

A Organisation should use selection methods that reliably and accurately

measure the needed qualifications. The reliability of a measure refers to its
consistency.

It is defined as "the degree of self-consistency among the scores earned by

an individual." Reliable evaluations are consistent across both people and
time.

Reliability is maximized when two people evaluating the same candidate

provide the same ratings, and when the ratings of a candidate taken at two
different times are the same.

Making final selection:

The extensiveness and complexity of selection processes vary greatly
depending on factors such as the nature of the job, the number of applicants
for each opening, and the size of the organization.

A typical way of applying selection methods to a large number of applicants

for a job requiring relatively high levels of KSAs would be the following:

● Use application blanks, resumes, and short interviews to determine

which job applicants meet the minimum requirements for the job.

● If the number of applicants is not too large, the information

provided by applicants can be verified with reference and/or
background checks.
 ● Use extensive interviews and appropriate testing to determine
which of the minimally qualified job candidates have the highest
degree of the KSAs required by the job.

● Make contingent offers to one or more job finalists as identified by

Step 2. Job offers may be contingent upon successful completion
of a drug test or other forms of back-ground checks. General
medical exams can only be given after a contingent offer given

Recruitment refers to organizational activities that influence the number and

type of applicants who apply for a job and whether the applicants accept jobs
that are offered.
Selection is a term by which an organization chooses the right candidate for
the right job at the right time, at the right place.
In fact the organization shortlists candidate as a person who best meets the
selection criteria for the position available, considering current environment
conditions.
This report is an experience based and does not involve any survey.
However on the basis of my findings, certain recommendations and suggestions have
been provided that can help to increase the efficiency of HR functions.

EMPLOYEE RETENTION IN ORGANISATION:-

COMMERCIAL
Man power status(Actual), 2017

SL ROLE PROFILE Actual Available

NO.
1 Accessories Manager/Executive Commercial 1 0
2 Accounts Manager/Executive 0 0
3 Activity Coordinator-Commercial 1 1
4 Cashier 0 0
5 DMS Admin User/EDP 3 3
6 CRM/SSI Champion Commercial 0 0
7 Delivery In charge/Executive 0 0
8 Finance/Insurance/RTO Executive 1 1
9 FSE Commercial Pickup 2 2
10 FSE S1T Micro load 2 0
11 FSE S1T Mini load 2 1
12 FSE S1T Passenger 3 3
13 G M Sales 0 0
14 HR Executive 1 1
15 ICRE-Commercial 1 0
16 Rural RRC Commercial 1 1
17 Rural RRC Common 0 1
18 Sales Manager-Pickup 1 1
19 Sales Manager-S1T 1 0
20 Sales Manager up Country 1 1
21 SSC Commercial Pickup 1 1
22 SSE S1T Micro load 1 2
23 SSC S1T Mini load 1 1
24 SSC S1T Passenger 1 1
25 Team Leader Commercial Pickup 1 1
26 Team Leader S1T Micro Load 1 1
27 Team Leader S1T Mini Load 1 1
28 Team Leader S1T Passenger 1 1
29 X-Mart Manager/Champion-Commercial 0 1
30 X-Mart Used Vehicle Sales 0 0
Executive-Commercial
 Total 29 26

PERSONAL
SL ROLE PROFILE Actual Available
NO
1 Accessories Manager/Executive Personal 1 1
2 Accounts Manager/Executive 1 1
3 Activity Coordinator-Personal 1 1
4 Cashier 1 0
5 Corporate Sales FSC Personal 1 1
6 Delivery In charge/Executive 2 0
7 Digital Engagement Manager 2 0
8 Dronacharya Sales Trainer 1 1
9 Experience Executive Field HSUV 1 1
10 Field Sales Consultant 0 0
11 FSE Personal Compact Vehicle 2 1
12 FSC Personal MUV/SUV 3 2
13 General Manager Sales 1 1
14 Government Consultant 1 0
15 Gramveers Rural Sales 1 0
16 Home Installer 1 1
17 Host & Hostess 1 0
18 HR Manager 1 1
19 HR Executive 0 0
20 ICRE 2 0
21 Pantry/Driver/Peon/Security 4 4
22 Receptionist 1 0
23 Rural RRC Common 6 5
24 Rural RRC Personal 1 3
25 Sales Manager MUV/SUV 1 1
26 Sales Manager-Upcountry 1 1
27 SSC-Compact-Vehicle 1 1
28 SSC MUV/SUV 1 0
29 SSI Champion 1 1
30 Team Leader HSUV 1 1
31 Team Leader Compact Vehicle 1 1
32 Team Leader MUV/SUV 1 1
33 X-Mart Manager/champion 0 1
34 X-Mart Used car Evaluator 0 0
35 X-Mart Used Vehicle Sales Executive 1 1
36 X-Mart Used Vehicle Sales Manager 0 0
TOTAL 43 34

MANPOWER RECRUITMENT:-
For the best possible people who can fit within your ​culture​ and contribute in
your organization is a challenge and an opportunity.
Keeping the best people, once you find them, is easy if you do the right
things right.
These specific actions will help you with recruiting and retaining all the
talent you need. Here are ten tips for better recruiting.

Improve Your Candidate Pool When Recruiting Employees

Companies that ​select new employees​ from the candidates who walk in their
door or answer an ad in the paper or online are missing the ​best candidates​.
 They're usually working for someone else and they may not even be looking
for a new position. Here are steps to take to ​improve your candidate pool​:-

● Invest time in developing relationships with university placement offices,

recruiters, and executive search firms.
● Enable current staff members to actively participate in industry
professional associations and conferences where they are likely to meet
candidates you may successfully woo.
● Watch the online job boards for potential candidates who may have
resumes online even if they're not currently looking.
● Use professional association websites and magazines to advertise for
professional staff.
● Look for potential employees on LinkedIn and in other social media
outlets. Bring your best prospects in to meet them before you need them.

The key is to build your candidate pool before you need it.

Hire the Sure Thing When Recruiting Employees 

Pfau and Ira T. Kay, are convinced that you should hire a person who has
done this "exact job, in this exact industry, in this particular business
climate, from a company with a very similar culture."
They believe that "past behavior is the best predictor of future behavior" and
suggest that this is the strategy that will enable you to hire winners.
They say that you must hire the candidates whom you believe can hit the
ground running in your company. You can't afford the time to train a
possibly successful candidate.
Involve Your Employees in the Hiring Process

You have three opportunities to involve your employees in ​the hiring

process​.

● Your employees can recommend excellent candidates to your firm.

● They can assist you to review resumes and qualifications of potential
candidates.
● They can help you interview people to assess their potential "fit" within
your company.

Organizations that fail to use employees to assess potential employees are

underutilizing one of their most important assets.
People ​who participate in the selection process​ are committed to helping the
new employee succeed.
It can't get any better than that for you and the new employee.

Use Your Website for Recruiting

Your website portrays your ​vision​, ​mission​, ​values​, goals, and products.
It is also effective for recruiting employees who experience a resonance with
what you state on your site.
Do create an employment section which describes your available positions
and contains information about you and why an interested person might
want to contact your company.
A ​recruiting website​ is your opportunity to shine and a highly effective way
to attract candidates today.
Check References When Recruiting Employees

The purpose of this section is to keep you out of trouble with the candidates
you are seeking and selecting and the employees you currently employee.
You really need to ​check references carefully​ and do ​background checks​.
You need to pursue every avenue to assure that the people you hire can do
the job, contribute to your growth and development, and have no past
transgressions which might endanger your current workforce.
In fact, you might be liable if you failed to ​do a background check​ on a
person who then attacked another in your workplace.

EMPLOYEE RECRUITMENT OVER VIEW:-

Effective employee recruitment involves targeted outreach to the candidate

pool equipped with the best combination of knowledge, skills, and
experience for a specific job.
These applicants may be found within or outside the organization. Internal
recruitment can be conducted through the promotion or transfer of existing
personnel.
However, the most qualified applicants cannot always be found internally.
If that is the case, the organization must recruit externally, using any one or
a combination the following methods that are covered on this Web portal:

● Online and traditional job posting methods;

● Social networking techniques;
● Job fairs;
● Employee referrals;
● Advertising in newspapers, magazines, and professional publications;
● Recruitment agencies (generally used for executive searches); and
 ● Other strategies to expand the candidate pool such as the Realistic Job
Preview

DETERMINE YOUR RETENTION, TURNOVER, AND VACANCY

RATES:-

If you are attempting to lessen employee turnover and increase retention

rates, you can calculate some basic information that will assist you.
This resource provides calculation formulas to determine retention rates,
turnover rates, voluntary turnover rates, the average tenure of employees, the
average tenure of employees who have left, a method to analyse special
characteristics of turnover, and vacancy rates. Examples are provided.
Calculating retention and turnover is just the first step in determining
employee stability. These rates do not tell the whole story.
The following retention, turnover, and tenure calculation formulas are
simple and effective methods to determine who is leaving, when, and under
what circumstances.
The following formulas can help you determine:

● Retention rate;
● Turnover rate;
● Voluntary turnover rate;
● Average tenure of current employees;
● Average tenure of employees who have left;
● Special characteristics of employees who have left; and
● Vacancy rate.
Retention Rate
calculating your retention rate (stayers)
The number of “stayers” (employees who remain at the end of calculation
period) divided by the number of employees you had at the beginning of
your calculation period times 100 equals your retention rate.

Example of Retention Rate Calculation

If you have 100 employees starting the first day of the month, and 90
employees at the end of the month, you have lost 10 of employees. Your
retention rate is 90 percent.​

Number of
Number of Divided personnel at Your
Times 100 Equals
stayers by beginning of retention rate
period

( 90 ÷ 100 ) X ​100 = 90%

Calculating your retention rate can be interesting, but misleading. Using the
retention formula, it appears that you lost only 10 employees during the
month.
However, what happens if you hired 12 employees after the first day of the
month and 8 left before the end of the month, in addition to the other 10 that
left?

​Turnover Rate:-
Calculating your turnover rate (leavers​)
 The number of “leavers” (employees terminating during your calculation
period) divided by the total number of people employed during your
calculation period times 100 equals your turnover rate.

Example of Turnover Rate Calculation

Number of
Number of Your turnover
Divided by people Times 100 Equals
leavers rate
employed

( 50 ÷ 175 ) X ​100 = 28.6%

You had 175 people in your employment in January. Fifty employees left by

the end of the month. A simple turnover rate is 50 divided by 175, which

equals 28.6 percent.​

Voluntary Turnover Rate

​

The previous calculation shows the entire turnover rate, but not all turnover
is voluntary. Voluntary turnover is when the employee chooses to leave.
The reasons for voluntary turnover vary, and it can be caused by a number of
factors.
These may include lack of job training or advancement opportunities, little
feedback, job dissatisfaction or unmet job expectations, stress, or
compensation factors.
To pinpoint problem areas or make changes, you need to determine the rate
of those who left voluntarily for another job. Take the same example and
look at who left voluntarily.

Calculating your voluntary turnover rate

 The number of employees who left voluntary divided by the number of
employees you had during your calculation period times 100 equals the
voluntary turnover rate.

Example of Voluntary Turnover Rate Calculation

Fifty total employees left, but only 12 were dissatisfied with the
organizational policy, compensation, and/or career opportunities. Good exit
interview strategies should help you determine which employees terminated
voluntarily.

Of the other 38, 15 retired, 7 moved to another part of the State, 8 were laid

off due to funding cuts, 3 were terminated for poor performance, and 5
became ill and could no longer work. These numbers indicate involuntary
turnover.

Number of Number of
Divided Your voluntary
voluntary people Times 100 Equals
by turnover rate
leavers employed

( 12 ÷ 175 ) X ​100 = 6.9%

Vacancy Rate
For some positions, you may wish to determine a vacancy rate to see if there
is a trend in a job position. Or, you may wish to determine your overall
vacancy rate to see if there is a trend in your organization.

Calculating your vacancy rate

 The number of vacant job-specific positions (or positions within the whole
organization), divided by the total number of job-specific positions (or
within the whole organization), multiplied by 100 equals your vacancy rate.

Example of Vacancy Rate Calculation

Number of
Divided Total number of Multiplied by Your vacancy
vacant Equals
by positions 100 rate
positions

(7 ÷ 25 ) X ​100 = 28%

Retention, turnover, and vacancy rates provide insight into who is leaving
and when they leave, which gives you information to determine how to
intervene.

RETENTION PROGRAM:-

It is important to first pinpoint the root cause of the retention issue before
implementing a program to address it.

Once identified, a program can be tailored to meet the unique needs of the
organization. A variety of programs exist to help increase employee
retention.

Career Development –

● It is important for employees to understand their career path within an

organization to motivate them to remain in the organization to achieve
their personal career goals.
 ● Through surveys, discussion and classroom instruction, employees
can better understand their goals for personal development.

● With these developmental goals in mind, organizations can - and

should - offer tailored career development opportunities to their
employees.

Women’s Retention Programs –

● Programs such as mentoring, leadership development and networking

that are geared specifically toward women can help retain top talent and
decrease turnover costs.

● By implementing programs to improve work/life balance, employees can

be more engaged and productive while at work.

● Exit Interview and Separation Management Programs

Employee retention is not influenced by a single factor, but there are hosts of
factors which are responsible for retaining employees in an organization.
Management need to pay attention to factors such as compensation &
rewards, job security, training & developments, supervisor support culture,
work environment and organization justice etc.
Compensation to top workers is given by every organization but very few
organizations uses it strategically.
Some factor which influence to ​retention​ employee which are follows:-

● Reward and recognition

● Promotion and Opportunity for growth
● Participation in decision-making
● Work-life balance and employee retention
● Work environment and employee retention
 ● Training and Development and Employee Retention
● Leadership and Employee Retention
● Job Security and Employee Retention

Recruiting
Recruiting is the process of generating a sufficiently large group of
applicants from which to select qualified individuals for available jobs.
There are several ways you can go about the recruiting process. But first you
must decide on the type of employees you would like to recruit.
Therefore, employers need to develop strategies for recruiting the right
people — and retaining their current high performers.

When studying employers of choice, there are certain employment practices

they have in common:
 ● Giving employees the responsibility and authority to get things
done
● Treating employees with respect and trust
● Providing feedback on performance and recognizing achievement
● Dedicating thought and resources to promoting high morale
● Hiring the right people

Read on for ideas and strategies:-

— low-cost, medium-cost and long-term

— Frequently used by employers of choice.

​SIX PROFESSIONAL MOTIVATORS

Essentially, each individual is motivated by the same six professional
motivators; however, team members will rank them differently.
To motivate your team members, find out how each of them ranks the six
motivators and then develop individual, organizational and team programs
based on the results.
The Six Professional Motivators are:-
▪ Acknowledgement and respect
▪ Camaraderie and fun
▪ Compensation
▪ Flexibility and time off
▪ Increased responsibility and challenge
▪ Personal development
Check out the “Six Motivators Calculation Tool” by Convergence Coaching
in the Team Development section of the PCPS Human Capital Centre to
find out what makes your team tick.

Recruiting Recent Graduates

 When tailoring your recruiting efforts to target recent graduates, you should
organize and attend job fairs to meet with potential applicants to encourage
qualified individuals to apply for jobs.
It would also be a good idea to consider the values of the millennial
workforce and decide if your business aligns with those values.

And if they do, make the values evident to recent graduates.

Recruiting All Potential Employees

A good way to attract potential employees to your business is to establish
company values that are attractive to your target workforce.
People are increasingly concerned with the social behaviors of companies
and want to work for companies of which they can be proud.
Very often, the best applicants are those who have conducted a thorough and
systematic job search.
 You should make the work culture of your business available to them
through the Internet and remember that you want employees who want to
work for you, not employees who just want a job.
Recruiting All Potential Employees Another good way to attract employees
is to incentivize potential applicants.

One incentive you could offer is a sign-on bonus along with a time
commitment to the company, of course.
You could also create a good benefits package that can include:
▪ Health plans
• Flexible and dependent care spending accounts
▪ Retirement plans
▪ Paid vacation
▪ And, a flexible work environment
Recruiting Seasoned Professionals
When recruiting seasoned professionals you should increase visibility in
relevant professional associations, seminars and other activities to draw
competent and involved employees to research your company.
Another option would be to establish an employee referral program. This is a
very effective source, especially if those making the referrals are good
performers.
Your current employees have a vast network of professional acquaintances
and people usually make friends with people similar to themselves.
This process also ensures that the job candidate understands the culture of
the firm through his or her relationship with the referring employee.

Steps in the recruitment process

The following figure outlines the important steps involved in the recruitment
process. These steps are briefly described belo​w.
Select Successful Candidate
'Selection on merit' is a process of determining which job seeker has the
skills, abilities and knowledge deemed to be most suitable for the job.
In a merit based system, applicants effectively compete for a job. The
written application, the selection interview and any testing of applicants is
all part of the competition process.
 If the selection process is said to be "​Closed Merit​", a vacant position will
be advertised only within the organisation.

SELECTION PROCESS IN AN ORGANIZATION-KEY

FACTORS
After identifying the sources of human resources, searching for prospective
employees and stimulating them to apply for jobs in an organization.
This may be either through advertisements, agencies or direct references
from the existing employees of the organization.
The next action to be taken shall be the management has to perform the
function of selecting the right employees at the right time.
The selection procedure is the system of functions and devices adopted in a
given company to ascertain whether the candidate’s specifications are
matched with the job specifications and requirements.
The selection procedure cannot be effective until and unless,
● Requirement of the job to be filled, have been clearly specified
● Employee specifications (physical, mental, social, and behavioural,
etc) have been clearly formulated.
● Candidates for screening have been attracted.

Brief details of the various steps in selection procedure are

given as follows:
1. ​Inviting applications​:
The prospective candidates from within the organization or outside the
organization are called for applying for the post.

Detailed job description and job specification are provided in the

advertisement for the job. It attracts a large number of candidates from
various areas.

2. ​Receiving applications:
Detailed applications are collected from the candidates which provide
the necessary information about personal and professional details of a
person.

These applications facilitate analysis and comparison of the

candidates.

3. ​Scrutiny of applications:
As the limit of the period within which the company is supposed to
receive applications ends, the applications are sorted out.

Incomplete applications get rejected; applicants with un-matching job

specifications are also rejected.

4. ​Written tests:
As the final list of candidates becomes ready after the scrutiny of
applications, the written test is conducted.
 This test is conducted for understanding the technical knowledge,
attitude and interest of the candidates. This process is useful when the
number of applicants is large.

Many times, a second chance is given to candidates to prove

themselves by conducting another written test.

5. ​Psychological tests:
These tests are conducted individually and they help for finding out
the individual quality and skill of a person.

The types of psychological tests are aptitude test, intelligence test,

synthetic test and personality test.

6​. Personal interview:

Candidates proving themselves successful through tests are
interviewed personally. The interviewers may be individual or a panel.
It generally involves officers from the top management.

The candidates are asked several questions about their experience on

another job, their family background, their interests, etc.

They are supposed to describe their expectations from the said job.

Their strengths and weaknesses are identified and noted by the

interviewers which help them to take the final decision of selection.

7. ​Reference check:
Generally, at least two references are asked for by the company from
the candidate.
 Reference check is a type of crosscheck for the information provided
by the candidate through their application form and during the
interviews.

8. ​Medical examination:
Physical strength and fitness of a candidate is must before they takes
up the job.

In-spite of good performance in tests and interviews, candidates can

be rejected on the basis of their ill health.

9. ​Final selection:
At this step, the candidate is given the appointment letter to join the
organization on a particular date.

The appointment letter specifies the post, title, salary and terms of
employment.

Generally, initial appointment is on probation and after specific time

period it becomes permanent.

10. ​Placement:
This is a final step. A suitable job is allocated to the appointed
candidate so that they can get the whole idea about the nature of the
job.

They can get adjusted to the job and perform well in future with all
capacities and strengths.
 CHAPTRER -5
DATA ANALYSIS AND INTERPRETATION
DATAANALYSIS AND INTERPRETATION:-

1.

r er of employee

INTERPRETATION
In the above we found that in this organisation the total no of employees are 65, where are in gender bias
male is 55 and female is 10.

2. Does your organisation influence by restrictive recruitment policies of government?

employees ENTAGE
INTERPRETATION
In the above diagram we found that through our research progam that is 25 people are tell no where as 40
people are yes .

3.does your organisation has any provision of reservations for special group such as schedule caste,
physical handicraft, schedule tribe ST. and OBC?

er of employees tage

INTERPRETATION
In the above pie chart we found that 31% employees are said that YES where as 69% employees are said
that NO.

3. Which sources of recruitment your organisation used?

s tage (%)

yment Exchange

s Recruitment

isement

yee Referral’s

INTERPRETATION
IN the above diagram found that the recruitment process is more used walk-in where as all other things
less than like employee referall and advertisement oters are employeement exchange and campus
recruitment is ued.

4.What types of training programme is undergone here?

ces ation

e job training

he job training

study

room training
Interpretation
In the above diagram the training program is undergone in the organisation as more
in off-the job program where as on the job program are to less and other like
case study and classroom training are also used.

5.ARE YOU SATISFIED OF YOUR RETENTION POLICY USED IN YOUR

ORGANISATION?

ONAL CENTAGE
Interpretation
In the above diagram we found that 77% people are said that satisfied and 23% are
not satisfied.

6. DOES MANAGEMENT GIVES IMPORTANCE TO EMPLOYEES.?

ORTANCE CENTAGE
Interpretation
In the above pie chart we found that 100% people said that mt gives importance to
the employees.

7.DOES YOUR ORGANISATION HELP YOU TO ACQUIRE NEW SKILLS

AND KNOWLEDGE AND APPLY THEM ON THE JOB?

PING CENTAGE
Interpretation
In the above pie chart we found that 69% people are get new skills and knowledge
where as 31% are not known.
8.HOW WOULD YOU RATE YOUR OVERALL JOB SATISFACTION IN THE
HR DEPARTMENT IN THIS ORGANIZATIONS?

SFACTION MBER

ELLENT

AGE

RIBLE
Interpretation
In the above diagram it showing that people satisfied their work as more with
excellent 30, good 20 in this bias average is 10 and terrible is 5.

9.ARE YOU SATISFIED WITH THE COMPESTAION THAT YOU RECEIVE

FOR THE WORK YOU DO?

PENSATION MBER OF SATISFACTORY

Y SATISFIED

SFIED

E WHAT SATISFIED

SATISFIED
Interpretation
In this following wemployees are satisfied by their compensation with satisfied is
more.

10.HOW OFTEN ARE YOU MOTIVATED FOR YOUR WORK?

IVATED RKING NUMBER

A REGULAR BASIS

EN

ELY
Interpretation
In the above pie chart we found that employees are motivated is on 77% in regular
basis where as 15% often, a nd8% rarely motivated for their work
 CHAPTER -6
FACT AND FINDINGS
6. FACTS AND FINDINGS:-
​ act-Finding Project​ has engaged in systematic
For nearly a decade, HRI’s F
human rights fact-finding investigations and prepared research reports
analysing human rights violations and proposing.
Law and policy reforms based on documentation – including interview
testimony – of the lived experience of persons whose human rights have
been violated.
We found that siddhi laxmi motors Mahindra show room mainly focus on
the employee reference for recruitment.
They are maintaining the all formalities like c.v collection, preliminary
interview and personal interview for selection.
They are providing all facilities such as like good working condition, safety,
first aid box, facilities etc.
They are providing training and development programme to their employee
to enhance their knowledge & skill.
 CHAPTER-7
SWOT ANALYSIS
OF
MAHINDRA RISE
7.1 Strength of Mahindra Ltd:-

● Market leader​ in multiple automotive segments:​ Mahindra &

Mahindra has leading market share in a tractor as well as in the utility
vehicles segment. Also, the company has strong market share in the
commercial vehicle as well as passenger vehicle segment. Strong
market share provides a ​competitive advantage​ to the company and
allows the company to focus on ​innovation​.

● Strong Research & ​Development​ (R&D):​ M&M has a highly

focused R&D department constantly focusing on developing
new ​products​ and technologies. M&M majorly focuses on Value
addition and Value engineering (VAVE) approach, designing
modularity, use of alternate materials etc.

● Excellent products according to Indian road conditions:​ Mahindra

& Mahindra’s SUVs are suited perfectly to Indian road conditions
especially, Mahindra Scorpio which has been an outstanding
performer for many years.

7.2 Weaknesses of Mahindra Ltd:-

Geographic​ dependence:​ M&M is depended for the majority of its

revenue (over 60%) from India, which would affect its business in
case of any ​economic​ slowdown or high inflation.
 Overdependence on Automotive industry:​ M&M’s major part of
revenues come from its automotive business which makes it
vulnerable to any breakthrough in the industry or slowdown in the
market.

7.3 Opportunities of Mahindra Ltd:-

● Growth in Indian automotive industry:​ The Indian automotive

industry is growing year on year with over 12% growth from the
previous 3 years. The industry is expected to grow at a CAGR of
13% in the next 4 years. This growth can be beneficial for
M&M.

● Increasing ​Demand​ for Hybrid Electric Vehicles:​ There is an

increasing demand for Hybrid Electric Vehicles (HEVs) around the
world. The demand for HEVs is expected to grow at a CAGR of 19%
in the next 3 years. M&M has a strong ​portfolio​ of HCVs and is set to
be benefited by the growing demand.

● Emerging nations:​ M&M should look forward to tapping the

emerging nations around the world which have high potential. M&M
should build over its global footprint to tap the emerging ​markets​.

7.4 Threats of Mahindra Ltd:-

● Competition in the automotive industry:​ M&M faces intense

competition from various automotive companies such as ​Tata
 Motors​, ​Ford​, ​Volvo​ and ​General Motors​ etc. This can affect M&M’s
market share and put pressure to constantly innovate on M&M.

● Competition in other businesses put pressure on M&M:​ Mahindra

group faces strong competition in other businesses as well. For
example, its IT business faces competition from IT giants such
as ​Infosys​. This reduces market share and increases competitive
pressure.

CHAPTER-8
CONCLUSION 
8. CONCLUSION:-  
The seven companies studied so far have acted as a pilot study for the hypotheses
that we have proposed. We have found that:

HR management is a core process of the project-oriented organization, but

also of the classically-managed organization.

However, because every time a new project is created, the HR configuration

of the organization changes, it is more invasive in the project-oriented
organization. This is not yet recognized by many project management
personnel.

Because every time a new project is created, the HR configuration of the

organization changes, the environment in a project-oriented organization is
more dynamic and discontinuous.

This creates different needs for human resource management in the

project-oriented organization. This is not yet widely recognized, but where it
is, different processes are being adopted.
Thus the project-oriented organization needs additional processes for HR
management, particular assignment to projects, project leadership, and
dispersement after projects.

The role of the HR department continues to be to set policies, standards,

rules, and guidelines for HRM; to delegate their operation to those parts of
the organization where the decisions have the greatest effect (under a
principle of subsidiarity); and to provide support in their operation as
necessary.

But the policies, standards, rules, and guidelines need to reflect that different
processes and practices are required.
 CHAPTER-9
RECOMEEDATION & SUGGESTION
9. RECOMEEDATION & SUGGESTION:-

After a brief study I would like to suggest some point that would
be beneficial for the organisation.
They should focus on other medium for recruitment like e-mail
method, social media method to connect the candidate.
Also potentially provide good service to the customer and
employee.

BIBLIOGRAPHY:-

I got the all information after this study by collection of primary

and secondary data.
Secondary data from reference book, websites etc are to be listed
out here:-
Reference book as ​V.S.P RAO.
Websites:- Google/yahoo
Wikipedia/encyclopaedia
WWW.AICPA.ORG
WWW.IOSRJOURNALS.ORG
WWW.SMALLBUSINESSCHRON.COM
WWW.PERSONNELTODAY.COM
WWW.MGTSTUDYGUIDE.COM