SUMMER TRAINING PROJECT REPORT

On
RECRUITMENT & SELECTION PROCESS
IN

RADICO KHAITAN LIMITED

SUBMITTED TO:
RAKSHPAL BAHADUR MANAGEMENT INSTITUTE
(Affiliated to Uttar Pradesh technical University)
For the partial fulfillment of Master of Business Administration Program

Submitted toSHILPA

Submitted byZOYA ISMAT

M.B.A. 3rd Sem

ACKNOWLEDGEMENT

My project dealing with RECRUITMENT & SELECTION PROCESS

provide me an exposure in the real world of business. I owe a heart-felt
gratefulness to some of the people for being present all the time whenever any
help was required in completion of the report.
At the outset, I would like to thank Mr. K.P.SINGH (Director Production-O) &
Mr. S. Pande (AGM - HR) for giving me the approval to this project in the
organization. I wish to acknowledge the entire HR Team at Radico Khaitan Ltd.
Special appreciation extended to Mr. Ajay Mahawar (Assistant Manager - HR)
& Mr. Ashish Kumar Singh (Executive - HR) who helped me to shape the
direction of my research work. This project would not have been possible without
his help..
A heartfelt thanks to the respondents surveyed whose ideas, critical insights and
suggestions have been invaluable in the preparation of this report.
Last but not the least a very warm thanks to all the faculty members of Sahara
Arts & Management Academy. for providing me Guide lines in summer training
project.

NAYNA KAMBOJ

PREFACE
As a part of the partial fulfillment of the MBA programme at SAHARA ARTS &
MANAGEMENT ACADEMY, Summer Training was undertaken with the
RAMPUR DISTILLERY a unit of RADICO KHAITAN Ltd. RAMPUR
(U.P.).
Rampur distillery is one of the biggest distilleries in India and it has working on
SAP technology in the present scenario. And also trying to be a biggest industry in
the Asia. The company has now completed their 50years and now using new
technology day by day to improving the quality of the product.
The purpose of the training was to have the practical experience of working in a
Human Resource department and to have the exposure to the various management
practices in the field of human resource & how the Recruitment and selection of
the located and approached candidates is done in the company.
This report is an attempt to provide the details about the Recruitment and
selection procedure adopted by the RADICO KHAITAN Ltd. RAMPUR (U.P.)

INTRODUCTION OF TOPIC
This section examines current practices and decision-making in recruitment and
selection. They are critical elements of effective human resource management.
We cannot discuss how recruitment and selection take place without asking why
certain techniques are used in preference to others. Within the HRM paradigm,
they are not simply mechanisms for filling vacancies. Recruitment and
redundancy can be viewed as key 'push' and 'pull' levers for organizational
change.
Recruitment and selection allow management to determine and gradually modify
the behavioral characteristics and competences of the workforce. The fashion for
team working, for example, has focused on people with a preference for working
with others as opposed to the individualist 'stars' preferred by recruiters in the
1980's. Attention has switched from rigid lists of skills and abilities to broaderbased competences. In general - as we noted in the previous section - there is
greater regard for personal flexibility and adaptability - a reorientation from present
to future stability

PART-1

COMPANY PROFILE
Radico Khaitan is one of India's oldest and largest liquor manufacturers. Formerly
known as Rampur Distillery, which was established in 1943. It was only in 1999,
that Radico decided to launch and market its own brands, thereby embarking on a
period of phenomenal growth. To further boost its production capacity of bottled
and branded products, the company has tied up with bottling units in various parts
of the country.
THE BRAND STORY
Radico Khaitan Ltd today has three millionaire brands in its portfolio. Radico's
flagship brand, 8 PM Whisky, launched in 1999, was a runaway success. In the
first year alone, it sold one million cases - a record for any Indian or foreign brand
operating in India. This also made it the first brand in the liquor industry to make
it to the Limca Book of Records.
Drinks International, the acclaimed international liquor magazine has rated 8 PM
whisky as the fastest growing whisky in the world in the regional category (200405). The other millionaire brands are: Contessa Rum has won the prestigious
Monde Selection award for its overall quality for the past three executive years.
It has a large market share in the defense market... Old Admiral Brandy has also
been rated by Drinks International as the fastest growing Brandy in the world in
the regional category (2004-05 and 2005-06) also it has won the Monde Selection
award for its overall quality in 2004-05.
Today, Radico Khaitan has brands that straddle almost every market segment whisky, rum, brandy, vodka & gin - and price category. Our fine blends,
consistent quality, distinctive packaging and superior value have resonated with
customers.

Dr. LALIT KHAITAN

CHAIRMAN & MANAGING DIRECTOR
RADICO KHAITAN LTD.
A veteran of the Indian liquor industry (over 45 years), Dr. Khaitan
oversees the entire business of Radico Khaitan. He has been
instrumental in improving quality standards and seeking and
achieving customer satisfaction, leading to substantial growth in
sales and revenues, and increased market shares. In the process, he
has succeeded in transforming Radico Khaitan from a small,
behind-the-scenes player to a Rs. 995 crore company, the most
profitable in its sector, and a sought-after partner by leading
international liquor brands seeking to enter the Indian market. His unique
management style has helped maintain Radico as an open, ethical and transparent
organization.
Dr. Khaitan has been widely recognized for his contribution to the liquor industry.
He has been associated with a number of developmental projects, has represented
India with several international delegations, and is involved in social &
educational activities across India. He is currently:
Chairman, U.P. Committee of PHD Chamber of Commerce and
Industry
Member, Managing Committee, ASSOCHAM
Member, Managing Committee, All India Distillers Association
Member, Managing Committee, U.P. Distillers Association
Trustee, Khaitan Public School, Noida

Mr. ABHISHEK KHAITAN

MANAGING DIRECTOR
RADICO KHAITAN LTD
Mr. Abhishek Khaitan is a Bachelor of Engineering (Industrial
Production) from Bangalore, and has done a Managerial Finance
& Managerial accounting course at Harvard, USA.
He joined Radico Khaitan in 1997, and supervised the
establishment of the company's Marketing Division in the same year. The first
brand to be launched by the division, 8 PM Whisky, was a runaway success. In
the first year alone, it sold one million cases - a record for any Indian or foreign
brand operating in India. This also made it the first brand in the liquor industry to
make it to the Limca Book of Records.
Under Abhishek Khaitan's leadership, Radico Khaitan's brand portfolio is wide
and deep, with brands that straddle almost every market segment, taste preference
and price category.
To recognize Mr. Abhishek Khaitan's contribution to Indian Industry, Economic
Development & Research Association bestowed the Bhartiya Udyog Ratan
Award on him. The World Economic Progress Society has honored him with the
National Industrial Excellence Award.

BOARD OF DIRECTORS
DR. LALIT KHAITAN
CHAIRMAN & MANAGING DIRECTOR
RADICO KHAITAN LTD.
An eminent industrialist, Dr. Khaitan has been at the helm of affairs
of the Company for more than 25 years. He is on the Managing
Committee of a number of associations, including the PHD Chamber
of Commerce & Industry, ASSOCHAM, All India Distillers
Association, U.P. Distillers Association and Confederation of Indian
Industry.
During his illustrious career Dr. Khaitan has won several awards in recognition of
his services. These include:" 'Indira Gandhi National Unity Award', instituted by
All India National Unity Conference, presented by the Ex-President of India,
Giani ZailSingh" 'Vijay Ratna Award', instituted by the International Friendship
Society of India, presented by the then Prime Minister of India, Shri Chandra
Sekhar
" 'National Builder of Eminence in the Ninetees' award, instituted by the
International Business Council.
MR. ABHISHEK KHAITAN
MANAGING DIRECTOR, RADICO KHAITAN LTD.
Mr. Khaitan has a Bachelors Degree in Engineering in Industrial
Production and qualifications in Managerial Finance and

Managerial Accounting an alumnus of Harvard University, U.S.A. He is a young

and talented industrialist, and has been responsible for the exponential growth of
the Company.

MR. KARNA SINGH MEHTA

DIRECTOR, RADICO KHAITAN LTD.
MANAGING PARTNER, S.S. KOTHARI & CO. (A LEADING FIRM OF
CHARTERED ACCOUNTANTS)
Mr. Mehta is a leading Chartered Accountant, with vast and rich
experience in the field of Finance and Accounting. He is on the
Board of Directors of a number of leading Indian companies. He is
also a Member of the managing committees of several
associations, including PHD Chamber of Commerce & Industry,
FICCI, Assoc ham, and CII.
MR. ASHUTOSH PATRA
DIRECTOR< RADICO KHAITAN LTD.
MANAGING PARTNER, O.P. KHAITAN & CO. (A LEADING
LAW FIRM)
Mr. Patra has over 25 years of experience in the legal field. He is an
eminent Supreme Court lawyer and a leading legal expert.
MR. K.P. SINGH
WHOLE TIME DIRECTOR DESIGNATED AS DIRECTOR PRODUCTION,
RADICO KHAITAN LTD.
Mr. Singh, a qualified technocrat, has over 30 years of experience in
the liquor industry and has been associated with Radico Khaitan Ltd.

for over a decade. He oversees the operations of the Company, and heads its
Distillery Unit at Rampur.

MR. SANJAY JALAN

DIRECTOR, RADICO KHAITAN LTD.
Mr. Jalan, a practicing Chartered Accountant, has over 15 years of
experience in Finance and Accounting, and is a Director in a number
of companies.
MR. RAGHUPATI SINGHANIA
DIRECTOR, RADICO KHAITAN LTD.
MANAGING DIRECTOR, J.K INDUSTRIES LTD
Mr. Singhania, an eminent industrialist, is the Managing Director of
J.K. Industries Ltd. He is also a Director in many other companies of
the J.K Group, including J.K. Corp Ltd., Vikrant Tyres Ltd., and J.K.
Drugs and Pharmaceuticals Ltd.

MR. AMIT BURMAN

DIRECTOR, RADICO KHAITAN LTD.
EXECUTIVE DIRECTOR, DABUR INDIA LTD.
Mr. Burman is an eminent industrialist and Executive Director, Dabur
India Ltd. An alumnus of Leigh and Columbia Universities, U.S.A.,
and the University of Cambridge, England, he has a Masters degree in
Industrial

Engineering

and

Masters

degree

in

Business

Administration. He is on the Board of Directors of a number of leading

Indian companies.

DIVISION OF THE COMPANY

Mr. RK Mehrotra (Executive President - Finance)
Mr. Mehrotra oversees the financial affairs of Radico Khaitan. He has been
associated with the company since 1991.
A Chartered Accountant by profession, Mr. Mehrotra has a vast and rich career
spanning more than 40 years. He is a member of the All India Management
Association.
Mr. KP Singh (Director - Production)
Mr. Singh, whole time Director, oversees Radico Khaitan's operations, and heads
its' distillery unit at Rampur. He has been associated with the company for over a
decade.
Mr. Singh is a qualified technocrat with over 30 years of experience in the liquor
industry.
Mr. Raju Vaziraney (Chief Operating Officer Domestic Business)
Mr. Vaziraney oversees Radico Khaitan's Civil Marketing and Defence
Marketing Brands Divisions; he also handles the country liquor brands
of the company.
Mr. Vaziraney has a Masters degree in Economics, and Diplomas in Sales &
Marketing in Corporate Law, and Business Management. He has about 15
years of experience in sales in the liquor industry.

Mr. KS Raju (President - Manufacturing)

Mr. Raju oversees the operations of all of Radico Khaitan's strategic tie-up
bottling units and Radico's own bottling units.
Mr. Raju has a Masters degree in Commerce from Andhra University, and a
Diploma in Management from All India Institute of Management. He has over 21
years of experience in the liquor industry.
Mr. Sanjeev Banga (Executive - Vice President- Exports & IBD)
Mr. Lamba oversees export of Radico's brands to various markets and also heads
the International brands divisions where Radico has marketing & distribution tieup with some of the liquor majors of the world.
Mr. Lamba is a qualified Chartered Accountant and today has a vast experience of
15 years in varied sectors.

VISION OF THE COMPANY

MISSION OF THE COMPANY

RADICO'S CORE VALUES

Radico's Core Values are aimed at developing a customer-focused, highperformance organization, which creates value for all its stakeholders.
FOCUS ON CUSTOMER
Radico Khaitan believes that customer focus is very important. We give
importance to deliver both value & quality to the customer.
EXCELLENCE
Radico will strive for excellence in whatever we do. Radico will take the right
path to do whatever we do and excel in the same.
RESPECT FOR PEOPLE
Radico will value differences in individual perspectives. Radico want individuals
to dream, create and experiment in pursuit of opportunities and achieve leadership
through teamwork.
INNOVATION
Radico will constantly innovate and strive to better our processes, products,
services and management practices.

CORPORATE GOVERNANCE
Corporate Governance at Radico means the framework to encourage the efficient
use of resources and equally to require accountability for the stewardship of those
resources. The aim is to align as nearly as possible the interests of individuals,
corporations and society.
Ernst & Young are the internal auditors and strategic advisors and help to
improve its operational efficiencies and control procedures.
Board of Directors consisting of eminent independent professionals.
Strict adherence to the accounting standards lay down by the Institute of
Chartered Accountants of India.
Special attention being paid to the investors relations. Regular
communication to the investors about the business developments and
important vents impacting the operations.
Strict compliance with the requirement of Stock Exchanges, Securities and
Exchange Board of India and other statutory authorities.
Liberal disclosures in the balance sheet over and above those required by
the regulatory authorities.

CORPORATE SOCIAL RESPONSIBILITY PROGRAMME

HUNAR
In accordance with Radico's mission to work towards the up-liftment of local
artisans and to promote the UP handicraft, Zardozi and Chikan work it had
launched 'Radico- Chikankari Aur Zardozi Pratiyogita' in association with the
Indian Academy of Art & Culture, U.P.

The competition was organized to bring out the creativity of the artisans and to
look for young talent in the field of Chikankari & Zardozi. The event was
promoted through mobile vans, pamphlet distribution in the areas where the
artisans live. There were two levels of judging eminent personalities from
Lucknow judged the first level and in the second level Mrs. Jaya Prada, Mrs.
Kiran Khaitan, Mrs. Sucheta Merh & Mr. Swapan both designers from Kolkatta
judged the first three winners.
The artisans were awarded with cash prizes.
The artisans have been empanelled by Radico Khaitan Ltd to form a group called
"HUNAR. To get employment for the artisans is the cause towards which the
group Hunar is working.

ENVIRONMENT FRIENDLY
Radico Khaitan Ltd is an environment friendly company and follows all the
norms for its production facility at Rampur. It has also been awarded the ISO
9001 certification for the Rampur distillery.

FINANCIAL OVERVIEW

Five years Financial

Highlights
Equity Capital
Sales (including tie-up units
sales)
Profit before Depreciation
& Tax
Net Profit after tax
Dividend (%)
Dividend Payout
Earning per share (in Rs.)
Book value per share (in

2000*

2001- 2002- 2003- 200402**

03

04

05

2005-06

142

***154

193

193

193

193

2387

4765

6185

7269

9649

11353.98

141

169

281

370

447

635.88

98
14
20

118
16
23

186
18
35

257
20
39

356
22
42

6.87

7.75

451.65
25
48.224
4.68 post

10.85 13.31 18.44

split
14.82 post

Rs.)
Shareholders' Funds
(excluding Revaluation

37

35

42

49

62

524

535

812

943

1188

split
1429.33

Reserves)
Return on Equity (%)
Total Debts
Secured Term Debts
Debt Equity ratio (No. of

19
614
255

22
802
289

23
1005
252

27
1356
612

30
2147
607

29
3419.831
1053.79

1.17

1.66

1.24

1.44

1.81

2.39

0.49

0.54

0.31

0.65

0.51

0.74

226
202

274
242
20%

384
336
39%

415
415
24%

590
590
42%

873.36
873.36
34.02%

2.66

2.69

3.72

9.22

4.13

3.2

10.60
8.94
4.58

10.70
9.19
4.80

11.83 10.13 10.16

11.10 9.31 9.75
5.73 6.26 6.13

16.22
15.47
10.06

25.10

22.84

19.67 18.05 28.44

55.81

17

23

times)
Term Secured Debt to
Equity (No. of times)
PBDIT
EBIDTA
GROWTH
Interest Coverage Ratio
(No. of times)
Gross Margin (%)
Operating Margin (%)
PAT / Net Sales (%)
Raw Material Consumed to
Own Net Sales
Return on Capital

21

18

19

Employed (%)
Cash Profit (PAT +
Depreciation)
Free flow cash
Debt Service Coverage
Ratio (No. of times)
* RKL Pre merger **
Annualised

124

159

232

308

420

58

77

132

183

184

801.765

3.14
*** As per Balance Sheet it is 142

SHAREHOLDING PATTREN

3.10

RAMPUR DISTILLERY
Rampur Distillery is one of the largest distilleries in India and a leading
manufacturer of Extra Neutral Alcohol (used in manufacturing Indian Made
foreign Liquor) it also manufacturers Rectified Spirit (used in manufacturing of
lower segments Country Liquor) and manufacturing of Anhydrous Alcohol or
Ethanol or Gasohol (used in Petrol Mixing) and the recent addition of grain
distillery . Today with a production capacity of 60 million liters p. a and with the
recent addition of the grain distillery which has taken the capacity up to 90
million lit p.a. it is one of the largest distilleries in the country The Unit has a
series of firsts to its credit:
It is the first Indian distillery to obtain ISO 9001:2000 certifications. It has
achieved capacity utilization of over 100% in the alcohol plant. It is the first
environment-friendly distillery in the country.
CAPACITY
Molasses Distillery 60 million liters per annum.
Grain Distillery 30 million liters per annum.
Malt Distillery 720 thousand liters per annum.

EFFLUENT TREATMENT PLANT

The effluent Treatment Facility in Rampur Distillery is unique in nature when
compared among and in the Industry. The Distillery complies with Zero Discharge
concept set up by CPCB. The treatment has varied by products, which not only
improves operational stability of the plants but also adds on to company's
profitability. Primary Treatment of the Effluent yields Bio Gas, which is used as
fuel in Cogen Boiler to generate steam and then Power through a backpressure

Turbine. The backpressure steam is used again in the Distillation Plant to produce
Extra Neutral Alcohol and Rectified Spirit.

ENVIRONMENTALLY FRIENDLY
Meeting out 100% Pollution Control norms, the Treated Effluent is not discharged
outside and in turn is mixed and cured with organic mass like Press Mud of Sugar
Mills and suitable organic manures to manufacture Bio Manure or Bio Compost, a
bio fertilizer used successfully in growing the crop of sugar canes etc.
COGENERATION PLANT
The cogeneration plant of Rampur Distillery consist of 26 MT capacity India's
first stand alone Bio Gas fired steam boiler and 2 MW Turbine Generator in
tandem to make Radico Khaitan self reliant on its requirement for power for its
normal operation.
BACKWARD INTEGRATION
The very first backward integration project has come in the form of setting up a
fully automatic 750 ml Kidney shape PET bottle manufacturing plant in low cost
and tax benefited area like Uttranchal. The unit started with production rate of 85
lacs bottle per year in October 2004 and is now geared up to produce 255 lacs
PET bottles to cater Radico's own captive consumption of approx. 150 lacs bottle
per year and rest is being sold to outside clients in similar businesses. The unit has
not only eliminated the pressure of PET bottle suppliers but has also provided a
kind of diversified manufacturing base for future business exploration.

OWN BOTTLING UNITS

Rampur Distillery has 14 state-of-the-art bottling lines, including those imported

from Italy, equipped with tunnel bottle washing, filling, sealing and labeling
machines with a capacity to produce 1500 cases (1 case = 12 bottles of 750 ml
each) of liquor in a single shift of operation. Line capacities vary from 750 cases
to 3,000 cases in a shift. To keep pace with the growing demand, Radico Khaitan
has significantly increased its bottling capacity by acquiring/setting up bottling
plants in the states of Rajasthan, Uttranchal and Andhra Pradesh.
Rampur Distillery, Rampur (Uttar Pradesh)
Whytehall (India) Ltd., Rampur (Uttar Pradesh)
Radico Khaitan Ltd., (Uttaranchal)
Radico Khaitan Ltd., Reengus (Rajasthan)
Radico Khaitan Ltd., Hyderabad (Andhra Pradesh)
STRATEGIC BOTTLING UNITS
Radico Khaitan Ltd is working continuously towards increasing its reach through
the strategic bottling units across the country. The focus underlines
comprehensive quality control and enhanced market penetration. Strategic
Bottling Units through out India.
NORTH

N V Distilleries & Breweries Ltd., (Punjab)

Gwalior Distillers, Gwalior (Madhya Pradesh)

Patiala Distillers & Manufacturers Ltd., Baddi (Himachal Pradesh)

Oakland Bottlers (P) Ltd. (Jammu & Kashmir)

EAST

Goodhost Liquors (P) Ltd., Patna, (Bihar)

IFP Agro Industries Ltd., Kolkatta, (West Bengal)

Seven Sisters Trade & Distilleries (P) Ltd., Guwahati.(Assam)

Bacchus Bottling (P) Ltd., (Orissa)

United Brothers Distilleries (P) Ltd., (Arunachal Pradesh)

Gemini Distilleries (Jharkhand) (P) Ltd., Ranchi, (Jharkhand)

SOUTH

Kamal Wineries, Hyderabad (Andhra Pradesh)

Kapitan Distillery, Hyderabad (Andhra Pradesh)

Ravikumar Distilleries (Pondicherry)

United Distillery, Calicut, (Kerala)

Sri Venkateswara Distilleries, Bangalore, (Karnataka)

BT & FC (P) Ltd., Bangalore, (Karnataka)

Midas Golden, Chennai, (Tamil Nadu)

Devicolam Distilleries, Kochi, (Kerala)

WEST

Tilaknagar Industries Ltd, Tilaknagar, (Maharashtra)

Gemini Distilleries (P) Ltd. (Goa)

Ajantha Distilleries Ltd, Nagpur. (Maharashtra)

Welcome Distilleries, Bilaspur. (Chattisgarh)

Silverstar Distillery, (Daman)

BRANDS
Radico made its foray into the International Market a few
years back and today Radico's brands are present in more than
30 countries. Radico has been consistently providing excellent
quality in terms of both product and packaging along with
outstanding service. Two of our brands 8 PM Whisky and Old
Admiral brandy featured in Drinks International Magazine as
the fastest growing brands in the world in the regional category. Three of our
brands, Contessa XXX Rum, 8 PM Bermuda White Rum and Old Admiral brandy
have won Silver Medal in prestigious Monde Selection for overall quality Our
brands have already attained the leadership position in many countries.
Radico Khaitan is now breaking into newer and sophisticated markets with liquor
brands developed to appeal to a wider palate.
SOME BRANDS OF THE COMPANY

SOME NEWS RELATED WITH RADICO

ABOUT THE RAMPUR DISTILLERY

Rampur distillery was established in the year 1943 and it is the one of the greater
company in India. It is one of the leading manufacturers of country liquor, extra
neutral alcohol and rectified sprit & high quality liquor. It is one of the largest
distilleries in India.
Rampur distillery is the company of approximate of sixteen hundred crore
(1600). It is also trying to be a company of Rs.10000 at calendar year 2007.
Radico Khaitan has also had one pet bottles manufacturing units and also have 20
tides up plants in various parts all over India.
Rampur

distillery

is

certified

with

ISO

90001:2000

from

DET

NORSKEVERITAS of NETHERLANDS. The certificate is valid for alcohol

rectified sprit, denatured, sprit & potable liquor. It is the 1 St ISO 9001:2000
company in India.
Radico Khaitan flagship brands 8pm & special appointment whiskies are the
finest in the upper and regular segments. The brand 8pm also entered their
name in limca book of records in first year by making the sale of 1 millions
case in its operation in the year.
The company is functioning with latest computerized techniques like local area
network and utilizing SAP as measures towards ERP, the best recourses available
in the market.
It provides a healthy and congenial atmosphere to its employees and believes in
active participation from all its fellow members.
The management of thus company always believes in continual improvement in
processes / services, professional work environment, positive work culture and
delights their valuable & respected customer.
The chairman and managing director of the company is Dr. Lalit Khaitan
and joint managing director is Mr. Abhishek Khaitan. Distillery unit headed
by Mr. K.P.Singh (President Operation), Mr. S.Pande (Manager-HR) with
team members.

BRANDS OF THE COMPANY

WHISKY
The base for Indian whisky is ENA. The other ingredients used are matured
Indian malt sprit, Scotch whisky concentrate, added flavors, and caramel & dm
water. All these ingredients are not added at a time but different stages.
1. Special appointment whisky
2. 8pm oryale whisky
3. Whitefield whisky
4. 8pm whisky
5. Radico gold supreme whisky
6. Radico gold whisky
7. Contessa deluxe whisky
8. Rampur no.1 whisky
BRANDY
Brandy is a Dutch word means (Brunt Wine). In India we make brandy by
blending with ENA, matured grape spirit, added flavoring.
1. Contessa Brandy
2. Old Admiral Brandy
3. White Field Brandy
4

8pm Excellency Brandy

RUM
Rum is distilled liquor made from sugarcane products, cane juice spirit along with
base ENA and flavoring.

1. Contessa rum
2. Largest Rum
3. 8pm Bermuda
4. Black Cat Rum
5. Rampur No.1
6. Big Hit Rum
7. Contessa White Rum
GIN
Gin is alcoholic liquor obtained by distilling grain mash or redistilling sprit with
botanicals such as juniper berries, angelica, lemon and orange peels, cassia bark,
coriander and cardamom.
1. Contessa Gene
2. Big Hit Gene
3. Magic Moment Gene

RAW MATERIAL
For the production of alcohol, materials containing sustaining amount of glucose
Content can be used as a raw material. But for commercial production, common
raw materials used are as follows:
1. Molasses
2. Cane Juice
3. Sweet Potato
4. Sugar Beet
5. Grain (Barley, Rice)
FUNCTIONS

Purchasing of packing materials, engineering goods, and logistics etc.

function is done here.
The packing materials include carton, monochrome, bottles, and caps label
etc.
The procurement of packing materials is done on the basis of
1. Forecast from marketing department for the month.
2. Tentative planning based on last month.
3. Production schedule.
Packing material accounts for 80% of all other. Material and it is the main
requirement for distillery. Hence it is essential to have a proper stock of
the material as per the requirement.

 Label is the most critical packing material as it involves different labels

for the different states as the rules and regulations are different in different
states.
For finalization the vendor for packing material purchase committee
where vendor is introduced and a vendor assessment from is made does it.
There are number of suppliers for packing material and purchasing is done
by share of business.
For the engineering material indenter raise the indent and the quotations
are called for the same. Then comparative is done and after that finalizing
the terms and conditions purchase order is released.
Logistics of country liquor is taken care of here. The procedure for
dispatch of country liquor is that the marketing department sends indent
according to the demand.
For the country liquor it is the policy of state govt. that distillers should
have their own depots and this depots will sell to retail vendors who will
sell called as CL2A.
Transportation annual rate contract is done and the documents that are to
be carried along with the CL includes excise pass PD25, invoice and
challan.

THE REPORTS ARE

1. Daily GPMRN register.
2. Daily statement for GPMRN sent for quality check.

3. Daily indent control registers.

4. Available stock item wise.
5. Complete item tracking.
6. Tracking of planning, scheduling and replenishment of inventory.
7. Item wise list of pending indents.
8. Analysis reports.
9. None / slow moving items analysis.

PART-2

INTRODUCTION OF THE PROJECT

RECRUITMENT
Recruitment is the process of attracting qualified applicants for a specific job. The
process begins when applications are brought in and ends when the same is
finished,the result is a pool of applicants, from where the appropriate candidate can
be selected.Recruitment is the process of attracting prospective employees and
stimulating them for applying job in an organization.
Recruitment is the process of hiring the right kinds of candidates on the right job.
Recruitment is process of creating a common platform between the employers and
the prospective employees, sothat both of them evaluate each other and take a
decision which is mutually beneficial.
Thus, recruitment enables the organisation
to select suitable employees for different jobs. it is the most important function of
the personnel department.

It is concerned with the discovery of the sources of

manpower and tapping of these sources so that the potential employees are
properly evaluated and the new employees areplaced and inducted to fill up the
vacant position in the organization. Recruitment aims at developing and
maintaining adequate supply of labour force according to the need of the
organization.
Recruitment is

an oppurtunity

to all

qualified candidates that fulfills the

requirements of the company.

Recruitment refers to the process of finding possible candidates for a job or
function, undertaken by recruiters. It may be undertaken by an employment
agency or a member of staff at the business or organization looking for recruits.
Advertising is commonly part of the recruiting process, and can occur through

several means: through newspapers, using newspaper dedicated to job

advertisement, through professional publication, using advertisements placed in
windows, through a job center, through campus interviews, etc.
It is the two way process; it satisfies the organization strategic requirement. It
helps candidates to assess the job, the organization and whether they meet the
position requirement.

RECRUITMENT PROCESS
A vacancy presents an opportunity to consider restructuring, or to reassess the
requirements of the job. This assessment is valid whether it is to fill an existing
job or a new one. Ask questions such as:

Has the function changed?

Have work patterns, new technology or new products altered the job?

Are there any changes anticipated which will require different, more
flexible skills from the jobholder?

Answers to these questions should help to clarify the actual requirements of the
job and how it fits into the rest of the organization or department. Exit interviews,
or consultation with the current job-holder and colleagues may well produce good
ideas about useful changes.
Writing a good job description or job specification helps in the process of
analyzing the needs of the job.

RECRUITMENT PROCESS INCLUDE

JOB DESCRIPTION/JOB SPECIFICATION
This should detail the purpose, tasks and responsibilities of the job. A good job
description should include:

Main purpose of the job - try to describe this in one sentence

Main tasks of the job - use active verbs, like 'writing', 'repairing',
'machining', 'calculating', instead of vaguer terms like 'dealing with', 'in
charge of'

Scope of the job - expanding on the main tasks and the importance of the
job. Job importance can be indicated by giving information such as the
number of people to be supervised, the degree of precision required and
the value of any materials and equipment used.

A good job description is useful for all jobs. It can help with induction and
training. It provides the basis for drawing up a person specification - a profile of
the skills and aptitudes considered essential and desirable in the job-holder. It
enables prospective applicants to assess themselves for the job and provides a
benchmark for judging achievements.
PERSON SPECIFICATION
Drawing up the person specification allows the organization to profile the ideal
person to fill the job. It is very important that the skills, aptitudes and knowledge
included in the specification are related precisely to the needs of the job; if they
are inflated beyond those necessary for effective job performance, the risk is that
someone will be employed on the basis of false hopes and aspirations, and both
the employer and employee will end up disappointed in each other.

Another good reason not to set unnecessary requirements is to avoid any

possibility of discrimination against particular groups of potential applicants. The
very process of writing a job and person specification should help the employer to
develop and implement a policy of equal opportunity in the recruitment and
selection of employees.
Factors to consider when drawing up the specification include:

Skills, knowledge, aptitudes directly related to the job

The type of experience necessary

The competencies necessary

Education and training but only so far as is necessary for satisfactory job
performance, unless the person is being recruited on the basis of future
potential (e.g. graduate trainees), when a higher level of education may be
specified

Any criteria relating to personal qualities or circumstances which must be

essential and directly related to the job, and must be applied equally to all
groups irrespective of age, sex, race, nationality, creed, disability,
membership or non-membership of a trade union. To do otherwise is
potentially discriminatory.

The person specification helps the selection and subsequent interview to operate
in a systematic way, as bias-free as possible. The use of competency-based
approaches can help by focusing on the 'match' between candidate and role, but
they are best used where they are an integral part of the continuing assessment
and development of staff.
PAY

After setting the job and the person specifications, consideration should be given
to pay rates. Factors such as scales, grades and negotiated agreements, as well as
market rates and skills shortages, may affect the wage or salary, and organizations
should be aware of the requirements of equal pay and discrimination legislation.
Unless there is a formal system for increments or length of service, paying the
new employee a different rate from that paid to the preceding post holder may
contravene the relevant legislation. Employers must also comply with the
provisions of the National Minimum Wage Act 1998. The Agricultural Wages
Board sets the minimum rates for workers in agriculture.
ATTRACTING APPLICANTS
The search for suitable candidates now begins. The process of marketing needs to
be undertaken carefully so as to ensure the best response at the least cost. The
object is to get a good selection of good quality candidates. Possible methods to
consider are:
THE NEXT STEP IS TO CONSIDER
The design and content of any advertisement used

How applicants are to respond - by application form, fax, telephone, in

person at the organization or agency, by letter, by email on the Internet, by
tape or Braille.

Who is to be responsible for sifting the applications? What is the selection

process going to be?

If interviews are to be held, when will they be and will everyone who
needs to be involved be available?

Are selection tests to be used? Is there the expertise to administer them

and ensure they are non-discriminatory and appropriate?

Are references/medicals to be requested?

Are arrangements in hand to give prompt acknowledgement of

applications received?

THE ADVERTISEMENT
Any advertisement needs to be designed and presented effectively to ensure the
right candidates are attracted. Look through national, local or professional papers
and see what advertisements catch the eye. The newspaper office will often advise
on suitable formats. Advertisements must be tailored to the level of the target
audience, and should always be clear and easily understood. They must be nondiscriminatory, and should avoid any gender or culturally specific language. To
support this, the organization should include in the advert its statement of
commitment to equal opportunities, which will underline the organization as one
that will welcome applications from all sections of the community.

Consider the following factors in the advertisement:

If the organization is well known, does it have a logo that could feature
prominently in the advertisement? Make the advertisement consistent with
the company image

Should the job title be the most prominent feature?

Keep the text short and simple while giving the main aspects of the job,
pay, career prospects, location, contract length

Can specific details - such as pay, qualifications and experience required be given in a way, which will reduce the number of unsuitable
applications?

Is it possible to avoid generalizations such as 'attractive salary', or

'appropriate qualifications, which may discourage valid applications?

Can you provide job details on tape or in Braille and accept applications in
a similar format?

Is the form of reply and the closing date for applications clear? Is there a
contact name and phone number for further information and enquiries?

All advertisements should carry the same information, whether for internal or
external use.
APPLICATION FORMS
Application forms can help the recruitment process by providing necessary and
relevant information about the applicant and their skills. The design of the form
needs to be realistic and straightforward, appropriate to the level of the job. Using
application forms has the following advantages:

Comparing like with like is easier. CVs can be time-consuming and may
not provide the information required.

They provide the basis for an initial sift, and then for the interview.

The standard of completion can be a guide to the candidate's suitability, if

writing and presentation skills are essential to the job; however, is aware
of the possibility of disability discrimination.

They provide a record of qualifications, abilities and experience as stated

by the applicant.

Care also needs to be taken over some less positive aspects of application forms:

There is a temptation to use application forms to try to extract too much

information, e.g. motives, values and personality characteristics. The form

should concentrate on the experience, knowledge and competencies

needed for the job.

Some people may dislike filling in forms and so be put off applying for the
job. Some very experienced people may find the form inadequate, whilst
those with little in the way of qualifications or experience may be
intimidated by large empty spaces on the form

Application forms add another stage, and therefore more time, to the
recruitment process. Some candidates may be lost if they can obtain work
elsewhere more quickly.

SELECTION
Selection is the process of choosing the best out of the available candidates. It
adopts the process through which more candidates are rejected and fewer
candidates selected therefore it is also called negative process.
In other words, it is the process of picking individuals with requisites
qualifications and competence to fill jobs in the organization.

DEFINITION OF SELECTION

It is the process of differentiating between applicants in order to identify those

with a greater likelihood of success in a job.
The techniques used are highly specialized. And the outcome of selection process
is in the form of finalizing candidates who will be offered job.
Interviewing can be carried out by individual (ex superior or departmental
managers), by panels of interviews or in the form of sequential interviews by
different experts and can vary from a five minute chat to a process of several
days, ultimately personal skills in judgment are probably the most important, but
techniques to aid judgment include selection testing for:

Aptitudes (particularly for school leavers)

Attainments

General intelligence.

(All of these need skilled testing and assessment) In more senior posts other
techniques are;

Leaderless groups

Command exercises

Group problem solving

SELECTING THE BEST CANDIDATE

Whatever form the applications take, there may be a need to sift them before
moving on to the interview stage. Such a sift serves to match the applicants as
closely as possible to the job and person specification and to produce a shortlist of
people to interview. To avoid any possibility of bias, two or more people should
undertake such sifting, and it should involve the direct line manager/supervisor as
well as personnel. The sifting stage can also help the organization by providing

feedback on the advertising process and the suitability of the application form. It
can also identify people who might be useful elsewhere in the organization. If
references or medicals are to be taken up before the invitation to interview stage,
it should be made clear on the application form/information pack sent to the
applicant. See References and checking for further information.
Some jobs require medicals to be given at the commencement of employment,
and employers may seek preliminary information on a separate medical
questionnaire at the time of recruitment.
The candidates who best match the specifications may then be invited for
interview. The invitation letter should tell candidates that they should advise the
organization in advance if any particular arrangements need to be made to
accommodate them on arrival or during the interview; for instance, ramp access
or lighting levels. The invitation letter should also clearly state whether the
organization would pay the candidate's reasonable travel expenses for the
interview.
WHO MAKES THE DECISION?
In some companies there will be a personnel or human resource specialist who
will undertake most of the sifting and short listing. It is very important that the
line manager/supervisor for the job also be involved, both at the job and person
specification stage and at the interview stage. The final selection will thus
normally be a joint decision, except in those very small companies where only a
line manager/supervisor is available to do the recruitment of staff.
Gaining the commitment of the immediate manager/supervisor by involving them
in the selection process can be vital to ensuring that the new employee is settled
successfully into the organization. It may be useful both for the candidates to see
the environment in which they would be working, and, if they are to be part of a
team, for the current team members to meet the candidate.

SELECTION TECHNIQUES
There is a variety of methods available to help in the selection process - including
interviews, tests (practical or psychometric), assessment centers, role plays and
team exercises, to name a few. Usually a range of methods will be used by the
organization depending on the type of job to be filled, the skills of the recruiter
and the budget for recruitment.
GETTING STARTED
The following information is intended to give applicants information about the
selection process. Suggestions for completing the employment application, getting
ready for the written test(s), attending an appraisal interview, and other general
procedures are included.
GENERAL INFORMATION
The first step is the completion of the employment application a rsum
employment/salary history may be substituted for selected positions. The job
announcement will clearly state if a rsum will be an acceptable substitute. In
either case, this is your initial opportunity to provide information on your
qualifications as they relate to the position for which you are applying. Completed
applications are initially screened to determine whether an applicant meets the
minimum qualifications for the position as outlined in the Job Announcement.
Applications of those applicants determined as meeting the minimum
qualifications are then reviewed by a Human Resources Analyst and a subject
matter expert to determine who is to be invited to continue in the examination
process. A limited number of candidates whose applications clearly show that
among those competing they are better qualified in terms of relevant training and
experience will be invited to continue in the examination process as outlined in
the Job Announcement under "Application Process."
THE APPLICATION

The employment application is your first chance to present your qualifications to

the City. As such, it is extremely critical to your continued participation in the
examination process. Before you begin, please review thoroughly what the Job
Announcement specifies as the requirements to qualify for the position. You must
meet these criteria to be considered for the position; please ensure you do, or you
will be wasting your effort in completing the application. Most entries on the form
are self-explanatory, but a few pointers on filling it out may help:

Be accurate and honest. Falsification can lead to disqualification or

dismissal.

Be thorough when discussing experience. Convey experiences most

directly related to the particular position, including volunteer work.

Resumes may be attached, but will not substitute for application entries
(unless specified in the Job Announcement). The application form
provides a standard format necessary for consistent review of applications.
"See resume" may result in disqualification.

Applications must be received no later than the Final Filing Date specified
on the Job Announcement. Postmarks are normally not accepted, so allow
for mail delivery time.

If you need more space to discuss your qualifications, you can attach
additional sheets, provided they are similar in format to the original
application form.

WRITTEN EXAMS
Written exams are usually obtained from one of several test construction firms
available to us. These tests are designed to determine your level of technical
and/or analytical abilities associated with the particular position for which you
have applied. Questions are usually multiple choices, using scanned answer sheets
for computerized scoring. Some tips on filling out these sheets: a) make sure you
are marking your answer in the row that corresponds to the test booklet question,

b) if you change an answer, completely erase it so the scanner doesn't pick it up as

a response, c) use only the pencils provided and make dark marks, and d) do not
bend or fold your answer sheet.
You can approach such tests in many ways, and if you are comfortable with your
methods, then by all means continue to follow them. If you haven't had much
testing experience, here are some ideas on how to tackle a test.
PERFORMANCE EXAMS
Performance exams test your ability to accomplish specific job-related tasks by
providing the opportunity to actually perform them. These tests are scheduled
through the Human Resources Department office, with notification to you in
writing of the date, time, location and duration of the test. You will be given
instructions on the tasks to be completed and then asked to complete them.
Individuals with considerable relevant experience will conduct the evaluations.
Safety, quality of work, adaptability, performance under stress, etc. are evaluated.

SPECIALIZED TESTING
Some positions will require specialized testing, such as agility, shorthand, writing,
etc. These tests are scheduled just as other tests are and you would be notified in
writing of results.
PRACTICAL TESTS
If the job involves practical skills, it may be appropriate to test for ability before
or at the time of interview. This is generally acceptable for manual and word
processing skills, but less useful for clerical and administrative posts. Telephone
skills are increasingly in demand, and candidates for telesales/call centre work
will almost invariably be asked to undertake a practical test. Any tests must,
however, be free of bias and related to the necessary requirements of the job.
Consideration in giving any tests must include the objectives of such a test, the

efficiency of the method selected, the numbers of candidates (and vacancies), the
costs and benefits of such a method.
PSYCHOMETRIC

AND

PSYCHOLOGICAL

TESTS,

INCLUDING

BIODATA
There are numerous tests commercially available, which can assist in measuring
aspects of personality and intelligence such as reasoning, problem solving,
decision making, interpersonal skills and confidence. Although many large
organizations have used them for a number of years, they are not widely used, and
some tests are considered controversial - for instance, those that assess
personality. Any organization considering the use of psychometric or
psychological tests should refer to the guides available, and make sure they have
the need, skills and resources necessary.
Tests should never be used in isolation, or as the sole selection technique. Where a
decision is made solely on the automatic processing of personal data, an applicant
may require that the organization reconsiders any rejection or make a new
decision on another basis.
Biodata (short for biographical data), is a questionnaire format with multiple
choice answers. The questions are of a biographical nature and answers are scored
according to the scoring key developed by the employer. In general only really
large employers, who have a large throughput of applicants, successfully use
Biodata. Use of Biodata, like other tests, needs careful control to avoid any
possibility of discrimination or invasion of privacy.
Think carefully before using any test - is it actually necessary for the requirements
of the job? Is the test relevant to the person/job specification? What is the
company policy about using tests, storing results and giving feedback to the
candidate? Marking criteria must be objective, and the record sheets should be
retained in accordance with the Data Protection legislation.

OTHER SELECTION METHODS

WORK SAMPLES
Interviews suffer from a basic problem when asked what they would do in a
particular situation candidates give the answer, which they feel the interviewer
wants to hear.
The work sample technique attempts to overcome this problem by asking
candidates to take on mini-jobs in a selection situation. Properly designed work
samples capture key elements of a real job. Work samples have shown some of
the highest validity scores compared to other selection methods.

Even the

smallest companies could employ the simpler forms, such as the following:
* A typing test for keyboard skills
* role-playing
* group decisions
* presentations
* reports
The most sophisticated of work-sample procedures include 'in-basket tests',
sometimes called 'in-tray exercises'.

Candidates are given a typical in-tray

containing a selection of material such as letters to be answered, reports to be

analyzed, items to be prioritized, etc. They are given instructions on what to do
and a time limit. Standard scoring methods are available.
ASSESSMENT CENTRES
Assessment centers are procedures and not necessarily places. They function on
the principle that no individual method of selection is particularly good and no
individual assessor is infallible. They use multiple methods and several assessors
in structured programmes which attempt to minimize the inadequacies of each
method and cancel out the prejudices of individual selectors. Inevitably,

assessment centers are a very expensive method of selection. They are focused on
potential.
INTERVIEWS
Most jobs are filled through interviews. The interview has two main purposes - to
find out if the candidate is suitable for the job, and to give the candidate
information about the job and the organization. Every candidate should be offered
the same opportunities to give the best presentation of them, to demonstrate their
suitability and to ask questions of the interviewer.
A structured interview designed to discover all relevant information and assess the
competencies of the applicant is an efficient method of focusing on the match
between job and candidate. It also means that there is a consistent form to the
interviews, particularly important if there are a number of candidates to be seen.
Unstructured interviews are very poor for recruiting the right person. The
structured interview is most likely to be effective in obtaining specific information
against a set of clearly defined criteria. However, not every manager is skilled at
interviewing, and may not be able to judge efficiently the applicant's skills and
competencies. Ideally all interviewers should receive training, including the equal
opportunities aspects of recruitment and the relevant legislation.
Interviews need not be formal. The length and style of the interview will relate to
the job and the organization. Some vacancies may call for a formal interview
panel, some for a less formal, one-to-one interview. The interviewer(s) should
consider the job and the candidates when deciding on the nature of the interview.
All interviews, whether formal or informal, need careful preparation if they are to
be successful. Each candidate should leave with a sense of being treated well and
fairly and having had the opportunity to give of their best.

PREPARING THE INTERVIEW

The interviewer should prepare by:

Reading the application form, job and person specifications to identify

areas which need further exploration or clarification

Planning the questions. In some interviews it is appropriate to ask only

one or two questions to encourage the candidate to talk at length on certain
subjects. In others it may be better to ask a series of short questions on
several different areas. If there is more than one interviewer, different
people can cover different topics, e.g. job knowledge, training, and
qualifications. Do not ask for personal information or views irrelevant to
the job. Do not ask potentially discriminatory questions such as 'Are you
planning to have children in the next few years?'

Being ready for the candidates' questions, and trying to anticipate what
additional information they may seek.

CONDUCTING THE INTERVIEW

Conduct the interview in an environment that will allow candidates to give of
their best. Arrange for there to be no interruptions, divert telephone calls,
welcome the candidate(s), and show them cloakroom facilities, etc.
If possible, let the candidate have a brief tour of the place of work. This is
particularly useful in the case of people new to the job market (school-leavers,
returning men and women), who may have little or no experience of what to
expect in a workplace. It may also prove valuable in offering an additional
opportunity to assess the candidate's interaction with possible colleagues.

Consider whether any adjustments need to be made to accommodate an

interviewee who has indicated a disability on the application form - it is easy to
overlook simple adjustments that may be reasonable to make:

Candidates with hearing impairment may not only need to be able to

clearly see the interviewer as they are talking, but may need
communication support if they are not to be placed at a disadvantage

Is there an alternative to steps for access to the building? Can the

interview take place elsewhere, where access might be easier for someone
with a physical disability?

It is common that both interviewer and candidate are nervous. Thorough

preparation will help both of you. Be careful not to fill silences by talking too
much - the aim of the interview is to draw information from the candidate to
decide if they would suit the job. The candidate should do most of the talking.
Nevertheless, the interviewer will want to encourage candidates to relax and give
of their best in what is, after all, a somewhat unnatural setting. It is important to
keep the conversation flowing, and the introductions and initial 'scene-setting' can
help all parties settle to the interview.
The following pointers may be helpful in conducting the interview:

Introduce yourself (and other interviewers if present); this also gives the
candidate time to settle down.

Give some background information about the organization and the job this helps everyone to focus on the objective.

Structure the questions to cover all the relevant areas, and don't ask too
many 'closed' questions. Open-ended questions (ie ones that can't be
answered just by a yes or no answer) will encourage the candidate to
speak freely - they often begin 'what', 'why', 'when' or 'how'.

Avoid leading questions.

Listen, and make brief notes as necessary on salient points.

Have a time frame and keep to it, allowing sufficient time for candidates
to ask any questions they might have.

Make sure the candidate is familiar with the terms and conditions of the
job, and they are acceptable. If not, and the candidate is the best one for
the job, then some negotiation may be necessary - be careful to avoid
inadvertent discrimination.

Tell the candidate what will happen next and when to expect to hear from
the organization.

TYPES OF INTERVIEW
INFORMAL INTERVIEWS
Many employers invite applicants for informal interviews prior to the main
selection procedure. These interviews are useful for information exchange,
particularly in the case of professionals. They provide an opportunity to discuss
the full nature of the job, the working environment, prospects for further
development and promotion.
There seems to be some ambiguity as to whether informal interviews should be
used as part of the pre-selection process by the employer rather than self-selection
by the candidate. The crux of the issue depends on what interviewees have been
told. If they have been led to believe that it is a truly informal information session
they will not consider the process to be fair if they are subsequently told that they
have not been short listed as a result.

FORMAL INTERVIEWS
Despite the existence of alternative methods of selection most employers regard
the formal selection interview as the most important source of evidence in making
the final decision. A selection interview can be neatly defined as a conversation
with a purpose, but not infrequently the purpose is obscure to the point of
invisibility. More often than not, pointless chat would be nearer the mark. The
interview has attracted severe criticism for a very long time - being attacked on
the grounds of its subjective nature, questionable validity and unreliability.
THE SELECTION INTERVIEW
Once the List of Eligible Candidates is established it is sent to the Department(s)
that is hiring to fill a current vacancy. The Department Head is responsible for
setting up Selection Interviews. He/she may interview anyone on the list, since all
persons referred to the department are qualified. The Department Head will be
looking for the candidate with the best qualifications for their particular position.
The candidate selected to fill the vacancy will undergo a medical examination,
drug screen, background investigation, and a probationary period (see job
announcement) before attaining permanent employment status. Additionally, in
accordance with Federal Law, the candidate is required to provide proof of
identity and proof they may legally work in the United States. All employees are
also required to sign an oath of affirmation of allegiance as required by State Law.

REFERENCES AND CHECKING

State on the application form when any references will be sought, and do not
approach a current employer unless the candidate has given express permission. If
references are sought, they will be most effective if you include a job description
with the request, with structured, relevant questions that will enable you to gain
accurate further information about the candidate's abilities. Do not ask for
personal information or for conjecture about the applicant. Remember too that

completing a reference takes time and proper consideration; so only seek such
references if you believe they are necessary and appropriate. A simple form
confirming dates of employment, capacity and particular skills may be
satisfactory.
The holding of particular qualifications, training or licenses may be important to
the job, and it is reasonable to ask candidates for proof. If checks on such
qualifications are to be made, it is good employment practice to make sure the
applicant knows, and that copies of any relevant documents will be held on their
personnel file.
The timing of reference and qualification checks is variable. It is often the case
that references are taken up at shortlist or offer stage, and the candidate may be
asked to bring documentary evidence of qualifications to the interview. Job offers
are sometimes made 'subject to satisfactory references being received', but this is
not advisable. The referee may simply fail to provide any kind of reference. There
is no legal requirement to do so. Or a referee may wrongly indicate the applicant
is unsuitable, in which case if the offer is withdrawn on those grounds, the
organization could face legal action by the applicant. The organization needs a
policy of what to do in circumstances such as the non-supply of a reference - an
initial 'probationary' period might be an acceptable way of proceeding.
APPROVAL BY APPROPRIATE AUTHORITY
When selection interview is passed, references are checked, physical examination
is done, and then on the basis of this the appropriate authority gives the
acceptance for the selection.
FINAL SELECTION
In this, the offer letter is given to the candidate selected and there side demands
acceptance in specific period.

THE OFFER
Once the successful candidate is identified, and any necessary references and
checks completed, send out an offer letter. This is preferable to telephoning the
candidate, as a letter enables the specifics of the job to be re-stated, with the terms
and conditions, any pre-conditions (e.g. subject to exam success), or postconditions (e.g. subject to a satisfactory probation period).
Remember that the employment contract is a legal one, and exists even before the
candidate has commenced employment. The offer letter should set out the
following points:

The job title and the offer of that job

Any conditions (pre or post) that apply to the offer

The terms of the offer - salary, hours, benefits, pension arrangements,

holiday entitlement, place of employment, etc

The date of starting, and any probationary period

What action the candidate needs to take, e.g. returning a signed acceptance
of the offer, agreement to references, any date constraints on acceptance

If the letter is to form part of the contract of employment, it should say so.
Alternatively it could form the main terms and conditions of employment a written statement required by law to be issued to employees within two
months of them starting work.

EVALUATION
The broad test of the effectiveness of the selection process is the quality of
the personnel hired. An organization must have competent and committed
personnel. The selection process, if properly done, will ensure availability

of such employees. People who work independent of the HR department

conduct periodic audit.

SCOPE OF THE STUDY

Study of recruitment and selection of RADICO KHAITAN Ltd. Which is

confined inside the company in RAMPUR only. The study of my topic provide
me that how to select the efficient candidates at the right time at right place and at
right job so that we can get a target that we have decided in begging. The area of
recruitment and selection is not so big but the study of recruitment and selection
always be come in use whole life because the processes that has been adopted by
the are always go at one point that is choosing of right person at right place at
right time. The study was the process of recruitment prevailing in the company
and also the process of selection prevailing in the company.

IMPORTANCE AND USEFULNESS OF STUDY

1. A properly planned and systematic recruitment process is necessary to

minimize disruption of work due to changes in employees and to secure
equitable distribution of employment opportunities.
2. The main purpose is to have an inventory of eligible persons from
amongst which proper selection of the most suitable person can be made.
3. To find and employ the best qualified person for each job.
4. To retain the most promising of those hired.
5. To offer promising opportunities for life time working careers.
6. To provide facilities and opportunities for growth on the job.

It aims at integrating organizational needs and employee needs.

7. It provides each employee with freedom and opportunity, to utilize and
develop knowledge and skills to maximize possible extent.
8. Proper recruitment and selection process ensures the right kind of person,
at the right place and at the right time.
9. It also helps to avoid hasty or ill-conceived decisions and help to man the
organization with the right of person.
10. Need of recruitment is to discover the source of manpower to meet the
requirement of the staffing schedule and to employ effective measures for
attracting the manpower in adequate no. to facilitate effective evolution of
an efficient working force.

ROLE OF HRD IN BUSINESS

The organization is an economic entity and people are there to perform the
economic function. The increasing globalization, ushering in an era of
information technology and the emphasis on stakeholders value has thrown open
new opportunities and challenges for any business enterprise. In the fast changing
business environment, the success of an organization lies in the efforts and
competencies of its Human Resources.
Human Resource development is a continuous development of the people in an
organizational set-up. It helps and enables employees to acquire capabilities and
skills to perform various functions associated with their role/ position and realizes
their full potentional.

The organization is viewing Human Resource as a key factor for successful

implementation of its business plans in a fiercely competitive and rapidly
changing business environment.
Accordingly, the organization has developed a comprehensive HR policy, which
is geared to take care of the present needs and foreseeable future requirements.
The organization believes it necessary to periodically review, revamp and
rejuvenate the people management systems and processes, which can motivate the
existing employees as also, attract and retain good people.

RECRUITMENT AND SELECTION IN RADICO KHAITAN

The following will be the rules for recruitment:

1. IDENTIFICATION OF VACANCY
Whenever a vacancy arises as per approved manpower strength or new
position is created in any function/ department, the personnel requisition
data form is to be filled up and sent to HRD department.
2. OBTAINING SANCTION FOR FILLING UP VACANCY
HRD department will provide necessary data/information required in the
requisition form for taking sanction from the appropriate authority.
3. ISSUANCE OF THE PERSONNEL REQUISITION DATA FORM
On receipt of the sanction duly approved from the sectioning authority, the
original copy shall be sent to concerned department.
4. NOTIFICATION OF VACANCY/INTERNAL SOURCES
Action will be initiated to notify the vacancy (ies) to be filled to
employment exchange (accept unskilled) and for identification of internal
candidates if available with sister units/other businesses.
5. EXTERNAL SOURCING IF INTERNAL CANDIDATES ARE NOT
AVAILABLE
The following sources shall be tapped in order of priority: Internal data bank
Net surfing
Head hunting (for senior positions only)
Approved consultants/placement agencies (prior approval to be taken from
the appropriate authority regarding terms & conditions)
Advertisements (sanction from the appropriate authority shall be obtained
regarding the text, coverage and cost for releasing of advertisement in
print media/website)

6. SCREENING OF APPLICATIONS
Applications received shall be forwarded to concerned department for
screening as per laid down criteria and identification of eligible candidates
Call letters will be issued to eligible candidates as per annexure-11
7. SELECTION PROCESS FOR ALL CATEGORIES EXCEPT
TRAINEES
Written test/job test/computer sill test / psychometric test will be
conducted for job specific requirement.
Hrd department shall maintain data bank of different types of tests for
different types of jobs/leaves designed by experts in the related area and
administer the same to candidates.
PRELIMINARY INTERVIEW
Candidates who have cleared the written/job test etc. or who are being
called directly for the interview shall be required to fill up the personal
data form before appearing for the interview.
Candidates shall be evaluated on various parameters as per interview sheet
enclosed in annuxure-1V
FINAL INTERVIEW
Candidates shortlisted on the basis of tests/preliminary interview will be
called for final selection round of interview.
SELECTION PROCESS FOR TRAINEES
Candidates for trainee position who are to be recruited from the campuses
or otherwise will undergo the following:
Written test (inclusive of psychometric & computer sill tests)
Group discussion
Preliminary interview final interview
INTERVIEW BOARD

The constitution of interview board shall depend upon the level of the post
for which the selection is being done. The interview board shall include:
PRELIMINARY INTERVIEW
FOR MANAGERS & ABOVE

FOR OTHER CATEGORIES

Unit Chief

Functional Head/HOD

Functional Head/HOD

Functional Head-HRD

Functional Head-HRD
FINAL INTERVIEW
FOR MANAGERS & ABOVE

FOR OTHER CATEGORIES

Business Chief

Business Chief

Unit Chief

Unit Chief

Functional Head concerned

Functional Head-HRD

Functional Head-HRD
Functional Head-Sister Units
INTERVIEW REPORT
A formal interview report will be prepared as per specific format for
further action as per annexure-5
LETTER OF LATENT
Terms and conditions of appointment negotiated or offered to the selected
candidates shall be documented on a sheet of paper to be signed by the
candidate, HRD officer and appointing authority. This sheet will be kept in
the record.
On the basis of the above, a `letter of intent` shall be issued to the selected
candidates on the specified format, enclosed as annexure-6
VERIFICATION OF CREDENTIALS (INFORMAL/FORMAL)
After the selected person joins, a formal questionnaire shall be sent to
his/her former employer for credential verification in the format enclosed

as annexure -7. However, informal reference check would be undertaken

before issuance of letter of intent (LOI). Incase the information is not
received from previous employer remark to this effect will be made in the
personal file.

MEDICAL EXAMINATION
Selected candidates shall undergo medical examination by company
doctor. The doctor on the specified format as per annexure-8 shall send the
medical report only the HRD department.
OFFER OF APPOINTMENT
Offer of appointment as per the specified format shall be issued after
candidate is found medically fit as per annexure-9

PERSONNEL REQUISITION DATA FORM

Ref. no.

Date:.

GENERAL
Division
Unit
Department
Section
DETAILS REGARDING POSTION
Title of position
Nature of appointment:

Permanent / Contractual

Reason for filling up the position(s)

Duration of appointment
Category/Rank
Number of Position(s)
Date by which the position(s) should be filled
SUMMARY OF JOB DESCRIPTION
Reports to
Job content
JOB SPECIFICATIONS
Age Group
Educational Qualifications
Professional Training/Qualifications
Work Experience
Specific additional/preferred Qualifications and experience Required
Signature HOD

ACTION TO BE INITIATED BY HRD DEPARTMENT

 Requisition received on (date)

Position approved and budgeted/fresh sanction to be taken
Availability of internal candidate for the position
DECISION OF UNIT/BUSINESS CHIEF
a) Recruitment process be initiated
b) Sanction be taken for recruitment
c) Recruitment to be kept on hold
d) Any other

Signatures:
Received by HRD Department on
CC-Initiating Dept.

UNIT CHIEF/BUSINESS CHIEF

Ref. No.

Annexure-11

To

From

Date

Sub

HRD Department
Requirement of..

We require for our Unit/Department at . The major job

responsibility and profile for the position is enclosed as annexure-A

We shall appreciate if you could forward us the list of the suitable person(s) for
this position along with the necessary details as per annexure-B at the earliest but
not later than ..

In case we do not receive any response from you, it will be presumed that you
have no suitable candidates to offer against our requirement.

FORM WHICH IS FILLED BY THE CANDIDATES

1. Post/position
2. Nature of appointment
3. Category/rank\
4. No. of Position
5. Preferred age
6. Education/
7. Preferred
8. Qualification
9. Add. /Preferred
10. Qualification
11. Work Experience
12. Major Experience
13. Major Responsibility
14. Gross emoluments range

SPECIMEN CALL LETTER

Ref No.

Dated

Mr./Ms.
Sub

Interview for the post of ______________________________

Sir/Madam,
This has reference to your application for the subject position in our organization.
You are requested to come for a written test/interview with us as per schedule
given below:
Date

Time

Venue

You will be paid Ist/IInd class to and fro rail/bus fare/economy airfare, by the
shortest route, subject to production of relevant tickets.
Or
You may please note that no TA/DA shall be payable for attending the interview.

Thanking You,
Yours faithfully,

HRD DEPARTMENT

To

File

From

HRD Department

Date

Subject

Interview Report-XXXXXXX

Date

Time

Venue

Interview Board
Mr. / Ms.__________________
Mr. / Ms.__________________
Mr. / Ms.__________________
No. of candidates called for interview
No. of candidates who attended the interview
Recommendation

The following were shortlisted / selected

Mr. / Ms._______________
Mr. / Ms._______________
Signatures:
Interview Board
_____________

_______________

________________

_____________

_______________

________________

Ref. No.
______________

Dated:

Mr. / Ms.
Subject

Letter of intent

Dear Sir / Madam,

This has reference to your subject application and subsequent with us.
We are pleased to make our offer to you for employment with us as
_______________ on mutually agreed terms and conditions.
You may please note that the present position will be located at _____________.
This offer is subject to your being found medically fit by our authorized medical
officer.
As discussed, the formal appointment letter will be issued to you when you report
for duty at _____________ on or before____________.
Kindly sign the duplicate of this as a token of acceptance of the above.
Thanking you,
Yours faithfully,

AUTHORISED SIGNATURE

SIEL LIMITED
QUESTIONNAIRE

1. Name
2. Date of joining
3. Date of leaving
4. Reasons for his/her leaving
(Please give details)
5. Discipline, attendance, conduct and
Performance
6. Was he/she ever guilty of any misconduct?
If so/ please give brief details?
7. Gross Salary (inclusive of yearly benefits)
8. Any other information

Dated: ________________

Signature: _______________
Designation: _______________

MEDICAL EXAMINATION REPORT

Name ___________________
Age

__________________

S/W/D of __________________
Years Designation________________

Height _____________Meters

Chest_____________________

Weight_______ Kgs Blood Group_______ Abdomen_________________

Eyesight L/E____________________

R/E_______________________

Blood Pressure Systolic ________________ Diastolic____________________

ECG_____________________________
Mark of identification _______________________________________________

Any Abnormality ___________________________________________________

Recommendation of

Fit / Unfit for the job

Medical officer
Date:

SIGNATURE OF MEDICAL OFFICER

Ref. No. :

Date: __________

Sir / Madam,

OFFER OF APPOINTMENT
With reference to your application and subsequent interview, we have pleasure in
offering you an appointment on the following terms and conditions:
1. This appointment will take effect from the date you join and you will be
on probation for a period of six months.
2. You will be ranked as ___________classified as _____________and
designated as ___________________ in _____________department.
3. You will be paid a basic salary of Rs.__________________ (Rupees
__________ only) per month. Detailed remuneration is as per annexure-A.
4. No notice period from either side is required during the probation period.
However, subsequent to confirmation, this appointment is terminable
either by the company or yourself after giving ___________ months
notice for every completed year of service subject to a minimum of one
_____________ and a maximum of ____________ months notice or
payment in lieu thereof.
5. You will automatically retire from the services of the company on
attaining the age of superannuation i.e. 58 years as per rules of the
company.

6. This appointment is subject to your being related to any Director of the

company within the meaning of section 314 of the companies act, 1956. A
list of directors of the company is attached.
7. This appointment is subject to your being found and remaining medically
(physically and mentally) fit by our medical Officer.
8. The general terms and conditions of employment are as per Annexure-B,
which may please be read.
Please return the duplicate copy of this letter of appointment, duly signed by you.
Thanking you,
Yours faithfully,
SIGNATURE OF AUTHORISED OFFICIAL

DETAILS OF REMUNERATION
Mr. /Ms.____________________________ Will are entitled to the following, as
per rules of the Company;
1. Basic Salary of Rs.________________(Rupees________

Only) per

month.
2. Special Allowance of Rs___________________ (Rupees ________________
only) per month.
3. House Rent Subsidy of ___________ % of your monthly Basic Salary.
4. Conveyance subsidy of Rs.__________________________ (Rupees
____________

only) per month for running and maintenance of self-owned

two wheeler car,

5

House Furnishing Subsidy of Rs.______________________ (Rupees

____________

Only).

Medical subsidy of 11/2 months basic salary per annum.

Leave travel assistance of one months basic salary per annum.

Incentive / Reward will be as per rules of the company.

Bonus, provident fund, gratuity, leave facility, retirement as applicable to

other

officers of your rank.

(SIGNATURE OF AUTHORISED OFFICIAL)\

REIMBURSEMENT TO CANDIDATES CALLED FOR INTERVIEW

The following guidelines are hereby issued for reimbursement of fare to
outstation candidates called for interview:
S. NO.
1

Classification
Supervisor/section

Operating Level
II

Incharge (Executive to

Mode to Travel
1st /class /IIAC/
Share Taxi/

Joint Manager)
Functional Head/HOD

III

Deluxe Bus
II AC to Air/ Taxi

(Addl. Manager to DGM)

Unit Chief (GM to VP)

IV

Economy Class

Air / AC Pvt.
Economy Class

Business Chief (VP to Sr.

VP)

Air / AC Pvt.

ENTITLEMENT FOR OUTSTATION CANDIDATES

In case a candidate travels by his/her own conveyance the reimbursement
will be at actuals subject to maximum of fare equivalent to IInd AC Rail
Fare.
No local travel will be reimbursed in any case.

BOARDING/ LODGING

 In case candidates are required to stay in connection with the interview

process,

Functional

Head-HRD

will

make

arrangement

for

Boarding/Lodging of candidates appropriate to their entitlement under TA

rules.

APPROVAL OF CLAIMS
For operating levels I & II reimbursement of fare to candidates called for
interview will be at the discretion of Functional Head-HRD.
Reimbursement will be made strictly against production of documents and
the same shall be specifically mentioned in the interview call letter.
However in cases where the candidates are unable to produce the
documents, the Functional Head HRD, if convinced about the genuineness
of the case, can ignore the submission of document.
TEARMS AND CONDITIONS OF APPOINTMENT
1. You will have the responsibility for efficient, satisfactory and economical
operations in the areas of responsibility that may be assigned to you from
time to time.
2. The management may place you anywhere in India or Abroad, as it may
consider necessary, at its sole discretion, from time to time subject to the
provision that your remuneration and facilities will not be adversely
affected.
3. Company personnel are whole-time employees and accordingly you will
not undertake any Business, work or public office on payment of
otherwise, except with the prior written permission of the management.
4. You will not divulge to any unauthorized person, nor use for any purpose,
other than the Companys (or its Associate) operations, plans, know-how
etc. that you may come to know as an employee of the company.

5. Unauthorized absence without prior sanction of leave or overstaying

sanctioned leave period, for a period of eight days or more will result in
automatic striking off your name from the rolls of the company, without
any reference to you, amounting to loss of lien of employment, and
termination of the contract of appointment.
6. You will act within the framework of organizational structure, policies,
rules and code of conduct as laid down by the management from time to
time.
INDUCTION
JOINING FORMALITIES
The new joinee will be required to fulfill the following joining formalities:
Provident Fund, including Family Pension Form( Declaration, Nomination
and Transfer Form)
Gratuity Nomination Form
Block Personal Accident Insurance Form
Med claim Insurance Form (wherever applicable)
Income Tax Declaration Form
Declaration Form (Section 314, Indian Companies Act)
The new joinee will be required to submit the following documents/certificates:
Medical Fitness Certificate
Proof of Age
Certificates of Academic/Professional Qualification (Originals with one
set of photocopy. Originals to be returned after verification)
Proof of Past Employment (Relieving Certificate /Pay slip)
The Functional Head-HRD can condone submission of testimonials related to
Salary, Relieving Letter and No Objection Certificate from the previous employer.

EMPLOYEE IDENTIFICATION
HRD department will allot/arrange for allotment of the following to the new
joinee:
Employee Code No. /Department Code No.
Attendance Card
Identity Card
The new joinee will be required to open a Bank Account and give the Account
Number to the Accounts Department and URD Department.

JOINING REPORT
HRD Department will circulate the joining Report, in the prescribed
format, of new joinee to Unit Chief, HOD, Accounts Department,
Administration Department Attendance Office. Format of the joining
Report will be Business specific.
Administration Department will arrange for suitable sitting arrangement,
provision of telephone line, stationery, etc. wherever required.
EMPLOYEE HAND BOOK
HRD Department, in consultation with HOD/Unit Chief/Business Chief,
will make out a formal Orientation Programme / Induction Training suited
to the requirement of job of the new joinee. It will be the responsibility of
HRD Department to ensure that Induction Programme is properly
conducted in terms of contents, time and schedule and proper attention is
paid by the officer concerned detailed to brief the new joinee.
It will be responsibility of the Functional Head-HRD to ensure that the
new joinee is explained about his job responsibilities, reporting
relationships and operational delegation (wherever required) before he/she
reports at his/her place of working.
ADVANCE LEAVE AT THE TIME OF JOINING

 A new joinee, on request, will be allowed advance leave required for

shifting his family/settling down at new locationl provide such leave(s)
could be adjusted from his/her leave entitlement for the year. Unit
Chief/Business Chief will be authorized to sanction advance leave(s) on
the recommendation of Functional Head-HRD.

RECRUITMENT POLICY
OBJECTIVES
The objectives of this policy are to:
Fill up the gaps on the basis of manpower need assessment, so as to
maintain requisite skill inventory at all levels of officers.
Aim for an energetic and enthusiastic workforce within innovative
approach to work. Recruiting fresh talent fro m reputed institutes and
encouraging growth from within would achieve this.
POLICY
All recruitment to be undertaken within the approved manpower budget.
Recruitment to be made at entry levels only except for positions where
requisite skills are not available internally.
For filling up the vacancies occurring in the organization, the sourcing
would be undertaken from:
I. INTERNAL
a) Within the Unit

b) Within the Group/Sister Companies (through HRD

Department of Unit concerned)
II

EXTERNAL
a) Campus in case of entry level only)
b) Net surfing
c) Consultants/placement agencies
d) Advertisements
e) Employment Exchange (statutory requirement)
f) Head Hunting for Senior positions only
g) Employee referrals

Standard Selection/Rejection criterion shall be employed s per annexure.

For officer level, blood relations to be taken only with specific approval if
CMD
There shall be a common interview Board comprising members from
different Businesses for selection at senior level positrons ( Managers &
above)
Working knowledge on computers shall be essential fro selection
Employee recruited upto the level of Manager shall have approbations
period for minimum of six months.
Those who are not covered under the clause of probation, performance
shall be reviewed at the completion of first six months by the selection
board to be constituted for this purpose.
Selected candidates shall be issued an Appointment Letter containing
terms and conditions of employment will be released at the time of
joining.

SELECTION PROCESS
A) FOR TRAINEES (SEE RELEVANT SCHEMES)
B) FOR OFFICERS
I.

REQUISITION FORM
The department where the vacancy has occurred shall send a
requisition form as per the laid down format to HRD Department.

II.

SOURCING
Internal /External: As laid down in the policy.

III.

CRITERION FOR REJECTION/SELECTION

a) When the HRD Department receives application, they shall
forward the same to user department to separate out the
eligible applicants, as per the job specification.
b) HRD Department will issue preliminary interview call letters
to short listed candidates.

1. WRITTEN TEST
In case of junior level or where the applications are received in large
numbers, Aptitude Test/ Job Test/ Computer Skills Test / Psychometric
Test to be taken.
2. INTERVIEW BOARD
The constitution of interview board shall depend upon the level of the
post for which the selection is being done. The interview board shall
include.

PRELIMINARY INTERVIEW
FOR MANAGERS & ABOVE

FOR OTHER

CATEGORIES
Unit Chief

Functional Head /HOD

Functional Head /HOD

Functional Head /HRD

Functional Head /HRD

FINAL INTERVIEW
FOR MANAGERS & ABOVE

FOR OTHER

CATEGORIES
Business Chief

Business Chief

Unit Chief

Unit Chief

Functional Head Concerned

Functional Head-HRD

Functional Head-HRD
Functional Head-Sister Units
3. INTERVIEW PROCESS SHALL CONSIST OF THE FOLLOWING SIX
PHASES
PREPARATION
Strategy to employ what information to seek, and what questions to ask.
The interviewer can write out the questions in advance, o that he does not
omit any.
ESTABLISHING RAPPORT

Establishing a friendly relationship with the applicant is important to make

a candidate feel comfortable and at home. Topics of mutual interest may
make him relaxed.

SEEKING AND GIVING INFORMATION

Information like future prospects of the job, facts about the organization,
facilities, etc. must be given, as the candidate is also reaching a decision.
CONTROLLING THE INTERVIEW
To ensure adequate coverage of each phase of the applicants background
and to provide balance in discussing each phase to use the time fruitfully.
CLOSING THE INTERVIEW
The interview should be closed when it has accomplished its purpose.
EVALUATING THE INTERVIEWEE
As the applicant is being evaluated during the interview, a careful rating
should take place. Reactions should be written down at once, in order to
make the most of fresh information and impression.
4. INTERVIEW REPORT
HRD Department will prepare a formal interview report of the selected
candidates. The selected candidates then will be called fro finalizing the
terms and conditions of appointment.
5. VERIFICATION OF CREDENTIALS
INFORMAL
HRD Department shall ensure informal reference checks of the selected
candidates before issuing of the `Letter of Intent`

FORMAL
After the selected person joins, a formal questionnaire shall be sent to his
former employer for credentials verification. In cases where the response is
not received from the previous employers or there is a case fro further
investigation the job shall be assigned to an outside agency.

6. OFFER OF INTENT
Once the terms and conditions are agreed upon, the selected candidate
shall be issued a Letter of Intent
7. MEDICAL EXAMINATION
The selected candidates shall be asked t undergo medical examination by
the company doctor to obtain detailed information about the medical
fitness of the candidates. If any abnormalities found, its nature shall be
conveyed to the Unit Chief of unit for suitable decision in the matter.
FINAL SELECTION
On final selection the candidate shall be asked to submit testimonials, last
drawn salary certificate/pay slip, birth certificate, experience certificate,
reference letter, no objection certificate, relieving letter etc. the
appointment letter shall e issued only after submitting all the above
documents. The Functional Head-HED can condone submission of
testimonials related to salary, relieving letter and no objection certificate
from the previous employer.

SUCCESSION PLANNING POLICY

OBJECTIVES
The objectives of this policy are to:
Reduce the vulnerability of the organization.
Identify & develop suitable back ups for all HODs and above positions.
Identify a plan of growth & development for potential successors for key
positions through:
a. Training inputs
b. On the job training
c. Feed back
d. Efforts for self-development by concerned employees.
Prepare persons identified for taking on higher responsibility as and when
need arises.
POLICY
Job Description shall be in place for all HOD`s as per the standard format.
Skill inventory to be undertaken for all functions annually to identify skill
gaps in various departments.
Identification of successor is not available within the same function by
comparing the skills available and required for the position as per laid
down procedure.
Incase successor is not available within the same function; identify
potential candidates from other functional areas who can be moved to
concerned function.

 It shall be the responsibility of the concerned Unit Chief/Business

Chief/HRD Department to implement the developmental plan identified
for the potential successor. The initiatives taken for the development of the
identifies successor by the concerned HOD shall be one of the key criteria
for evaluation of his/her HOD`s performance.
The Assessment Committee comprising of Business Chief, Unit Chief and
HRD Chief shall hold the review of developmental action plan of the
successor on a half-yearly basis. The review shall also be present in such
meetings.
There shall be a well laid down Development Action Plan to equip those
identified as successor.
To maintain a reservoir of skills in the trainees category both for
Commercial and Technical streams and provide them cross functional
exposure to make them multi-skilled. These trainees should be groomed
for taking on higher responsibilities and to act as safety cover of sudden
loss of critical skills.
To develop back ups from cross-functional areas fro HOD`s position.
These back ups shall officiate during the absence of HOD`s.
In case no suitable person is available from internal sources and the
present incumbent is due for retirement, the external recruitment should be
done not earlier than 2 years of the present incumbents date of retirement.
During this period the successor shall act as an understudy for 1 year with

specific responsibilities to be assigned to him/her. All decisions during the

last six months shall be taken jointly by both of them.

OBJECTIVE OF THE PROJECT

The objective of my project is basically seeing how the HR dept select the
suitable candidates for the job and also what are the polices and procedure that are
being adopted by the company formally. And to find out that what are the basic
problems faced by the organization because of employee leaving the jobs.

Also using the knowledge and experience that I have collected from the training
and use it for ourself in future So that I will be able to choose the efficient
candidates at the right time, at right place for a right job .

Also give the suggestion to the organization regarding the findings that I found in
training.
TOOLS AND TECHNIQUES
Tools and techniques used in the RADICO KHAITAN Ltd were mainly personnel
interviews by the HR executive or managers and the persons involved in the
recruitment and selection process in the company.
One interview is there that is taken by the president of the company and for the
final interview manger forward to the head office in Delhi.
And getting filled some questionnaire by the executives. In order to know the
exact process and the details of the sources they use.

TOOLS AND TECHNIQUES USED

DATA COLLECTION
I
PRIMARY DATA
I
-------------------------------------------------------------I
I
PERSONAL INTERVIEW
QUESTIONAIRE

SECONDARY DATA
I
--------------------------------------------------------------I
I
LITERATURES
CO.WEBSITES

SAMPLING

I
CONVENIENT SAMPLING

GRAPHICAL PRESENTATION
Q.1 Is recruitment positive or negative process?

No
27%

Yes
No

Yes
73%

INTERPRETATION
I found in the survey that many of the individuals are in the favor that the
recruitment is the positive process. 73% agreed and 27% were not agreed

Q.2 Is selection positive or negative process?

No
33%

Yes
No

Yes
67%

INTERPRETATION
I found in a survey that 67% were in the favor that selection is negative process
and rest were in against because people usually think that only people who have
big and strong sources are selected .

Q.3 The selection of employee during the training.

THE RATIO OF EMPLOYEE SLECTION

50
40
no. of 30
individual
selected 20
10
0

Senior

Middle

Junior

Series1

15

25

42

Series2

12

27

level

INTERPRETATION
During my training I found that the ratio of selection of employee was not
much.In senior level there were only 5:15 ratio of selections in middle level
12:25 ratio of selections and at junior level 27:42 ratio of selections.

Q.4 External source of recruitment that has been found by me in the training

Emlpoyee selection by various type

40
30
No of
employee 20
selected
10
0

Consult Campus Through Through

ant
interview
net
Referen

Series1
Series2

40

35

15

20

Series3

10

15

Different Places where CV collect

INTERPRETATION
In the training I found that how they collect the CV from the various sources so
that they can get the best and qualifying employee for their organization. The
ratio, which was there to select the employee, was more in campus interview
because it is the time saving system to select the employee.

Q.5 How many employees were interested for the job offered?

Interest of employees

No
27%
Yes
No
Yes
73%

INTERPRETATION
I found that 73% employees are interested to do job there and only 27% were not
interested because the experience of the place never count like Delhi and other
big cities.

Q.6 The ratio of employees, those were called for final interview.

No. of emplyees called for final selection

Senior
27%

Junior
40%

Senior
Middle
Junior
Middle
33%

INTERPRETATION
No. of employees that were called for final selection 27% in senior level,
33%middle level and rest 40% for junior level. Here found after the written test
that only hundred employees are able to go in final interview.

Q.7 What was the performance of the employees in final interview?

FINAL SELETION OF EMPLOYEE

NO EOMPLOYEE SELECTED

45
40
35
30
25

Series1

20

Series2

15
10
5
0
Senior

Middle

Junior

DIFFERENT LEVEL

INTERPRETATION
After the interview there were only few employee that were selected for the final
interview because the candidate was not found according to the job.

Q.8 The employees selected for the job?

Finally selected employee

10
18

12

INTERPRETATION
It was found that only few employees were selected in the final interview. It may
be the reason of lack of knowledge and skills related to the job.
The pie chart shows that no. of
interview in the organization.

candidates were

selected during the final

FINDINGS
After doing the research based on the information given by the managers,
executives and consultants and the secondary data collected and the projections
prepared on the recruitment process and selection process of SDG. I can say that,
]

They have few consultants and the good choice of recruitment process in
the current scenario.

They basically select the employee through consultant , campus, off

campus, database, internal references.

They mostly use job sites, employee reference, consultants, rehiring as the
external source and promotions as the internal source.

Recruitment and selection cycle time is generally 30 days

Induction program is generally of one week

They always try to give fair salary to the employees so that there is a win
win situation to the candidate .

There are various assesement test and pre placements talks for recruitment
and selection process in the company.

Job description is the most important tool for the company in recruitment
process.

HODS of various department recognize the vacancy of their respectable

departments and report to the HR department.

RECOMMENDATIONS AND SUGGESTIONS

For senior level the company should go for internal recruitment because it
Is the cheaper and time saving source of selection of employee.
For the lower level the company should that go for the campus interview
because it gives opportunity for new talent.
The company should also increase in the salary from time to time because
for some it may be the cause of leaving the job.
The company should always maintain CVS of applicants so that they
can be called as per the requirement of the company
Company should try to make a proper record of the employee who joins
the organization and who had leaves the organization so that they will
able to find what are ratio of leaving and joining the organization of the
employees.
When the employee leave the organization, company should ask to

fill

the exit interview form and keep it in the record so that organization will
able to know that what are the basic reason behind leaving the
organization.
There should be some particular date on which the test and interview
would be conducted i.e. all the candidates who are recruited in the whole
week should be lined up for test and interview on some specified date of
the week.
The selection cycle

should be less so that employees can join the

organization as soon as posible

CONCLUSION
RADICO KHAITAN is the company, which has good choice of process of
recruitment and selection. It always tries to select the efficient employee as per
the job requirement As my research was in the company it shows that it has the
flexible environment where all the employees are free to do work as they like, the
motto is to complete the work holding good quality.
Cycle time in the recruiting and selection is very less.
They have to work on the tracking of employees, as it waste the time of the
person involve in selection.
Overall they are the good leaders of recruiting and selecting the candidates, and
making their full utilization.
Now they are also forwarding to make use of the smart hiring by which the best
candidates of required skill can be located.
Various aspects of recruitment and selection were studied. For conducting this
study an interview schedule was prepared and was got filled by individual
members i.e. the workers of the industry. Separate interview schedule were
prepared in order to note down individual information and then analyze it.
The whole report represent that how what are the various techniques that helps to
find out that how we select the best candidates at right time for right job at right
place so that we will able to make the work in efficient way

BIBLIOGRAPHY

BOOK ON HUMAN RESOURCE BY L.M.PRASAD.

BOOK ON HUMAN RESOURCE BU ASHWATHAAPA

BOOK ON RESEARCH METHODOLOGY BY C.R.KOTHARI

COMPANY WEBSITE: www.radicokhaitan.com

NOTES OF FACULTY.

OTHER WEBSITES: www.google.com , www.msn.com,

HR Related web site www.hprofesser.com

APPENDIX
QUESTIONAIRE (OPEN ENDED)

Q 1 What are the internal and external sources of recruitment used in your

company?

Q2

What are the internal sources used in your company?

Q3

What type of interview pattern you follow?

Q4

What type of different tests you prefer to give the candidates?

Q5

Who are your competitors?

Q6

Are you satisfied with the procedures and the policies of the recruitment

followed here?

Q7

What is the general recruitment and selection process followed in your

company?

Q 8 What is the qualification required for the worker class?

Q9

In case of rehiring do you offer the same salary, as to the permanent

one?

Q10 What about the cost per hiring in the company?

Q11 What they basically prefer internal or external recruitment?

Q.12 What is the ratio of employee joining and leaving the organization?

Q.13 What are the reasons that the employees are leaving the organization?