Sip Rec - Process) Final Report

A Study on the Recruitment Process in Meghalaya
Cements Limited
A Final Semester Project Report submitted in partial fulfilment of the requirements for the
Degree of MASTER OF BUSINESS ADMINISTRATION under:
ROYAL GLOBAL UNIVERSITY, GUWAHATI

Session 2017-2019
Prepared by:
Ms. Mamta Bathija

Roll No. 174031015
Royal Global University, Guwahati

July 2018
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DECLARATION
I, Ms. Mamta Bathija, bearing Roll No. 174031015, an MBA student of Royal Global
University hereby declare that the Final Semester Project Report entitled “A Study on the
Recruitment Process in Meghalaya Cements Limited” is a bona fide project work
undertaken by me, during the period of June-July, 2018 as partial fulfilment of the requirements
for the Degree of Master of Business Administration (MBA) of Royal Global University.
Further, I declare that the same Project Report has not been submitted by me elsewhere for the
award of any Degree, Diploma, or other qualifications.
Signature
Date: Mamta Bathija

Place:
Roll No. 174031015
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ACKNOWLEDGEMENT
At the very outset, I would like to express my sincere gratitude to Dr. Anil Kapur, President,
Sales and Marketing, Meghalaya Cements Limited and Ms. Sunita Baruah, Manager, HR
department, Meghalaya Cements Limited, for giving me the opportunity to undertake this
internship program at TOPCEM Cement, Guwahati from 01.06.2018 to 31.07.2018.
I also express my sincere gratitude to Mr. Gunjan Deka(AGM, Marketing Department); Mr.
Dipankar Adhikari(Purchase Department); Mr. Diganta Das(DGM , Logistics department); Mr.
Ram Avtar Sharma( Sr. Manager, Accounts Department); Mr. Pratish Pratishast( Manager, IT
department), Ms. Dolima Das(HR department), Mr. Intezaab Hussain(Manager, Technical
Department); Mr. Sumit Dey (Manager, Operations Department) for providing with all the
useful data when required for lending their precious time and co-operation towards the
execution of this project.
I am immensely thankful for the help received by the technical as well as the non-technical
staff of Topcem during the training period.
It was a great pleasure on my part to undertake this training.
Mamta Bathija
MBA (3rd Semester)
Royal Global University, Guwahati
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EXECUTIVE SUMMARY
PROJECT TITLE: “A STUDY ON THE RECRUITMENT PROCESS IN MEGHALAYA
CEMENT LIMITED” undertaken in TOPCEM CEMENT PVT. LTD.
NAME OF THE ORGANISATION: Meghalaya cement limited (TOPCEM), Mega Plaza,
Christian Basti, G.S.Road ,Guwahati
ORGANISATION GUIDE: Ms. SUNITA BARUAH, HR Manager, Meghalaya Cement
Limited.
INSTITUTE GUIDE: Ms. Arpee Saikia
PROJECT DURATION: 2 Months (1 June 2018 to 31st July 2018)
OBJECTIVE OF THE STUDY:
 Primary Objectives- To study the effect of employee perception on Recruitment Process
(only in case of existing employees)
 Secondary Objectives – 1. To know the associated factor of employee perception
2. To know the relationship of each factor with Recruitment Process
3. To know the extent of relationship of each factor with Recruitment Process
METHODOLOGY: The study was purely based on descriptive survey and the survey was
done for obtaining opinion of the respondents through questionnaire.
SOURCES OF DATA:
 Primary data has been collected from the existing employees of the organization.
 Secondary data, information is collected from internet and reference book.
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SAMPLE SIZE: A sample size of 50employees was taken and the survey was done at the
TOPCEM Office situated in Guwahati.
MAJOR FINDINGS: Organization is providing an existing recruitment process which helps
for better management of campaigns to the employees so that they may get the right kind of
people for betterment as well as right staff for the company to develop recruitment process in
the organization.
CONCLUSION: In this project the overall conclusion is drawn based on the analysis of the
raw data. The research made on the topic “A Study on the Recruitment Process in Meghalaya
Cement Limited” was done by distributing a sample of questionnaire among the employees of
the organization. Fromthe study it was found that most of the employees are aware of the
recruitment process which shows a very kin interest about recruitment in the organization.
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Table of Contents
DECLARATION 2
ACKNOWLEDGEMENT 3
EXECUTIVE SUMMARY ERROR! BOOKMARK NOT DEFINED.
CHAPTER 1: INTRODUCTION ERROR! BOOKMARK NOT DEFINED.
1.1 INTRODUCTION ERROR! BOOKMARK NOT DEFINED.
1.2 LITERATURE REVIEW ERROR! BOOKMARK NOT DEFINED.
1.3 ABOUT THE INDUSTRY ERROR! BOOKMARK NOT DEFINED.
1.3.1 CEMENT ERROR! BOOKMARK NOT DEFINED.
1.3.2 CEMENT INDUSTRY IN INDIA ERROR! BOOKMARK NOT DEFINED.
1.4 ABOUT THE COMPANY ERROR! BOOKMARK NOT DEFINED.
1.4.1 Departmental Study 32
CHAPTER 2: OBJECTIVE, SCOPE AND LIMITATIONS OF THE STUDYERROR! BOOKMARK NOT
DEFINED.
2.1 OBJECTIVE OF THE STUDY: ERROR! BOOKMARK NOT DEFINED.
2.2 SCOPE OF THE STUDY: ERROR! BOOKMARK NOT DEFINED.
2.3 LIMITATIONS OF THE STUDY: ERROR! BOOKMARK NOT DEFINED.
CHAPTER 3: RESEARCH METHODOLOGY ERROR! BOOKMARK NOT DEFINED.
CHAPTER 4: ANALYSIS AND FINDINGS 43
4.1 ANALYSIS OF THE QUESTIONNAIRE 43
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CHAPTER 5: CONCLUSION AND SUGGESTIONS ERROR! BOOKMARK NOT DEFINED.
ANNEXURE ERROR! BOOKMARK NOT DEFINED.
BIBLIOGRAPHY ERROR! BOOKMARK NOT DEFINED.
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List of tables
TABLE 4.1.1 .......................................................................................................................................... 43
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TABLE 4.1.17 ........................................................................................................................................ 47
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List of figures
FIGURE 1.3.1 .................................................................... 1ERROR! BOOKMARK NOT DEFINED.
FIGURE 1.4 ........................................................................................................................................... 24
FIGURE 4.1.1 ......................................................................................................................................... 43
FIGURE 4.1.2 ...................................................................... ERROR! BOOKMARK NOT DEFINED.
FIGURE 4.1.10 .................................................................... ERROR! BOOKMARK NOT DEFINED.
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CHAPTER 1: INTRODUCTION
1.1 Introduction
Recruitment process is an important operation in HR, designed to maximize employee strength

in order to meet the employer’s strategic goals and objectives. In short recruitment is the
process of sourcing, short-listing the right candidates for filling the required vacant positions.
People are integral part of any organization today. No organization can run without its human
resources. In today’s highly complex and competitive situation, choice of right person at the
right place has far reaching implications for an organization’s functioning. Employee well
selected and well placed would not only contribute to the efficient running of the organization
but offer significant potential for future replacement. This hiring is an important function. The
process of hiring begins with human resource planning which helps to determine the number
and type of people an organization needs.
The process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of applicants from which new employees are selected.
Theoretically, recruitment process is said to end with receipt of application in practice the
activity extends to the screening applicants as to eliminate those who are not qualified for the
job.
Recruitment follows HR planning and goes hand in hand with selection process by which
organizations evaluate the suitability of candidates. With successful recruiting to create a
sizeable pool of candidates, even the most accurate selection system is of little use
Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it. The
next step is careful examination of the job and enumeration of skills, abilities and experience
needed to perform the job successfully. Other steps follow:
Creating an applicant pool using internal or external methods

Evaluate candidates via selection
Convince the candidate
And finally make an offer
Recruitment can also refer to processes involved in choosing individuals for unpaid positions,
such as voluntary roles or unpaid trainee roles. Managers, human resource generalists and
recruitment specialists may be tasked with carrying out recruitment, but in some cases public-
sector employment agencies, commercial recruitment agencies, or specialist search
consultancies are used to undertake parts of the process.
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1.1.1 Recruitment Process
As stated earlier, recruitment refers to the process of identifying and attracting job seekers so
as to build a pool of qualified job applicants. The process comprises of five interrelated stages:
(i) planning, (ii) strategy development, (iii) searching, (iv) screening, and (v) Evaluation and
control. The ideal recruitment program is the one that attracts a relatively large number of
qualified applicants who will survive the screening process and accept positions with the
0organization when offered. Recruitment program can miss the ideal in many ways: by failing
to attract an adequate applicant pool, by under/over selling the organization, or by inadequately
screening applicants before they enter the selection process. (Heneman, 1986) Thus, to
approach the ideal, individuals responsible for recruitment process must know how many and
what types of employees are needed, where and how to look for individuals with the appropriate
qualifications and interests, what inducements to use or avoid for various types of applicants
groups, how to distinguish applicants who are underqualified from those who have a reasonable
chance of success, and how to evaluate their work.
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1.1.2 Process of Recruitment
Recruitment refers to the process of identifying and attracting job seekers so as build a pool of
qualified job applicants. The process comprises five related stages:
(a) planning
(b) strategy development
(c) searching,
(d) screening,
(e) evaluation and control.

The ideal recruitment program is the one that attracts a relatively larger number of qualified
applicants who will survive the screening process and accept positions with the organization,
when offered. Recruitment programs can miss the ideal in many ways: by failing to attract an
adequate applicant pool, by under/over selling the firm, or by inadequately screening applicants
before they enter the selection process.
Thus, to approach the ideal, individuals responsible for the recruitment process must know how
many and what types of employees are needed, where and how to look for individuals with the
appropriate qualifications and interests, what inducements to use (or avoid) for various types
of applicant groups, how to distinguish applicants who are unqualified from those who have a
reasonable chance of success, and how to evaluate their work.
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(a) Recruitment Planning: The first stage in the recruitment process is planning. Planning
involves the translation of likely job vacancies and information about the nature of these
jobs into a set of objectives or targets that specify (a) number, and (b) type of applicants
to be contacted. Number of Contacts: Organizations, nearly always, plan to attract most
applicants than they will hire. Some of those contacted will be uninterested, unqualified,
or both. Each time a recruitment program is contemplated, one task is to estimate the
number of applicants necessary to fill all vacancies with qualified people. Type of
Contacts: This refers to the type of people to be informed about job openings. The type
of people depends on the tasks and responsibilities involved and the qualifications and
experience expected. These details are available through job description and job
specification.
(b) Strategy Development: Once it is known how many and what type of recruits are
required, serious consideration needs to be given to (a) make or ‘buy’ employees; (b)
technological sophistication of recruitment and selection devices; (c) geographic
distribution of labor markets comprising job seekers; (d) sources of recruitment; and (e)
sequencing the activities in the recruitment process.
‘Make’ or ‘Buy’: Firms must decide whether to hire less skilled employees and invest
on training and education programs, or they can hire skilled labor and professionals.
Essentially, this is the ‘make’ (hire less skilled workers) or ‘buy’ (hire skilled workers
and professionals) decision. Organizations which hire skilled labor and professionals
shall have to pay more for these employees. ‘Buying’ employees have the advantage in
the sense that the skilled labor and professionals can begin the work immediately and
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b,bn o; little training may be needed. But the high remuneration that the skilled workers
and professionals demand may outweigh the benefits.

Technological Sophistication: The second decision in strategy development relates to
the methods used in recruitment and selection. This decision is mainly influenced by the
available technology. The advent of computers has made it possible for employers to
scan national and international applicant qualifications. Although impersonal,
computers have given employers and job seekers a wider scope of options in the initial
screening stage. Technological advancement has made it possible for job seekers to gain
better access. They have begun sending videotapes about themselves to a number of
companies without wasting time and without spending money on travel.
Where to Look: In order to reduce costs, firms look into labor markets most likely to
offer the required job seekers. Generally, companies look into the national market for
managerial and professional employees, regional or local markets for technical
employees, and local markets for clerical and blue-collar employees. In the final
analysis, organizations recruit where experience and circumstances dictate likely
success. Recognizing this, many adopt an incremental strategy in which initial efforts
are concentrated in regional or local labor markets and expanded only if these efforts
fail to achieve the desired results.
How to Look: How to look refers to the methods of sources of recruitment. There are
several sources and they may be broadly organized into (a) Internal, and (b) External.
Internal recruitment seeks applications for positions from those who are currently
employed. Internal sources include present employees, employee referrals, former
employees and former applicants. External sources far outnumber the internal methods.
Specifically, sources external to a firm are professional or trade associations,
advertisements, employment exchanges, college/university/institute placement services,
walk-ins and write-ins, consultants, contractors, displaced persons, radio and television,
acquisitions and mergers, and competitors.
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c) Searching: Once a recruiting plan and strategy are worked out, the search process can begin.
Search involves two steps (i) source activation, and (ii) selling. Source Activation: Typically,
sources and search methods are activated by the issuance of an employee requisition. This
means that no actual recruiting takes place until line managers have verified that a vacancy
does exist or will exist. If the firm has planned well and done a good job of developing its
sources and search methods, activation soon results in a flood of applications and/or resumes.
The applications received must be screened. Those who pass have to be contacted and invited
for interview. Unsuccessful applicants must be sent letters of regret. Selling: A second issue to
be addressed in the searching process concerns communications. Here, organizations walk a
tightrope. On one hand, they want to do whatever they can to attract desirable applicants. On
the other, they must resist the temptation of overselling their virtues. In selling the company,
both the message and the media deserve attention. Message refers to the employment
advertisement. With regard to media, it may be stated that effectiveness of any recruiting
message depends on the media. Media are several-some have low credibility, (employment
exchanges, for example) while others enjoy high credibility (advertisements in business
magazines, for example). Selection of medium or media needs done with a lot of care.to be
(d) Screening: Screening of applications can be regarded as an integral part of the recruiting
process, though many view it as the first step in the selection process. Even the definition
on recruitment excludes screening from its scope. However, screening is included in
recruitment for valid reasons. The selection process will begin after the applications
have been scrutinized and shortlisted. Hiring of professors in a university is a typical
situation. Applications received in response to advertisements are screened and only
eligible applicants are called for an interview. Interview is conducted by a selection
committee comprising the Vice-Chancellor, Registrar and subject experts. Here, the
recruitment process extends up-to screening the applications. The selection process
commences only later. The purpose of screening is to remove from the recruitment
process, at an early stage, those applicants who are visibly unqualified for the job.
Effective screening can save a great deal of time and money. Care must be exercised,
however, to assure that potentially good employees are not lost and that women and
minorities receive full and fair consideration and are not rejected without justification.
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In screening, clear job specifications are invaluable. It is both a good practice and a legal
necessity that applicants’ qualifications be judged on the basis of their knowledge, skills,
abilities and interests required to do the job. The techniques used to screen applicants
vary depending on the candidate sources and recruiting methods used Interviews and
application blanks may be used to screen walk-ins. Campus recruiters and agency
representatives use interviews and resumes. Reference checks are also useful in
screening.
(e) Evaluation and Control: Evaluation and control is necessary as considerable costs are
incurred in the recruitment process. The costs generally incurred are:1. Salaries for
recruiters. 2. Management and professional time spent on preparing job description, job
specifications, advertisements, agency liaison, and so forth. 3. Cost of advertisements or
other recruitment methods, that is, agency fees. 4. Cost of producing supporting
literature.5. Recruitment overheads and administrative expenses. 6. Costs of overtime
and outsourcing while the vacancies remain unfilled. 7. Cost of recruiting suitable
candidates for the selection process.
1.1.3 Sources of recruitment
There are several sources and they may be broadly categorized into (i) internal and (ii) external.
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Internal Sources of Recruitment:
1. Promotions:
The promotion policy is followed as a motivational technique for the employees who work
hard and show good performance. Promotion results in enhancements in pay, position,
responsibility and authority. The important requirement for implementation of the promotion
policy is that the terms, conditions, rules and regulations should be well-defined.
2. Retirements:
The retired employees may be given the extension in their service in case of non-availability
of suitable candidates for the post.
3. Former employees:
Former employees who had performed well during their tenure may be called back, and higher
wages and incentives can be paid to them.
4. Transfer:
Employees may be transferred from one department to another wherever the post becomes
vacant.
5. Internal advertisement:
The existing employees may be interested in taking up the vacant jobs. As they are working in
the company since long time, they know about the specification and description of the vacant
job. For their benefit, the advertisement within the company is circulated so that the employees
will be intimated.
External Sources of Recruitment:
1. Campus interviews:
It is the best possible method for companies to select students from various educational
institutions. It is easy and economical. The company officials personally visit various institutes
and select students eligible for a particular post through interviews. Students get a good
opportunity to prove themselves and get selected for a good job.
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2. Placement agencies:
A databank of candidates is sent to organizations for their selection purpose and agencies get
commission in return.
3. Employment exchange:
People register themselves with government employment exchanges with their personal
details. According to the needs and request of the organization, the candidates are sent for
interviews.
4. Walk in interviews:
These interviews are declared by companies on the specific day and time and conducted for
selection.
5. E-recruitment:
Various sites such as jobs.com, naukri.com, and monster.com are the available electronic sites
on which candidates upload their resume and seek the jobs.
1.1.4 Need for recruitment
The primary aim of a recruitment policy is to ensure a transparent and fair hiring process that
can assist the HR personnel to select the right candidate on the basis of merit and relevance
with the job.
Recruiting the right people carries supreme importance for the continuation of the success of
an organization. Which is why we’ve rounded up a list of reasons that will further convince
you to establish a recruitment and selection policy for your organization.
It Ensures Transparency In The Hiring Process: A recruitment policy ensures that all the
procedures related to hiring and selection are performed transparently, and all the members
involved (the hiring manager, HR, etc.) are following the recruitment process with having
complete confidence over the end-result. Moreover, being transparent also means that
candidates are always informed about the status of their application and informed if they are
awarded a job.
It Paves The Way For Merit-Based Hires: An effective recruitment policy ensures that the
overall recruitment process is being conducted in a fair and legitimate manner. It makes sure
that discriminatory behaviour is avoided at any stage of the overall recruitment process – a
candidate should never be discriminated on the basis of his gender, race, age, religion, or
nationality. A fair and authentic policy allows a candidate to take legal action if they feel
they’re being discriminated against any factor. Moreover, every job application should be
should be treated in a confidential manner.
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It Provides Consistency: A recruitment process that is not consistent gives inconsistent results.
Thus, consistency is another reason for having an effective recruitment and selection policy.
Organizations should make sure not to set different selection criteria for each candidate as it
will then not be possible to determine the effectiveness of each individual. To achieve
consistency, a standardized process should be followed. Instead, it will be more beneficial if
organizations apply pre-determined criteria at all stages of the recruitment process as it will
eliminate the risks of bias and discrimination. Also, companies should conduct reference
checks prior to making any appointment with the candidate and should be performed in a
consistent manner.
It Lends Credibility to an Organization: Another reason for having a set recruitment policy is
to show that an organization is credible enough for applying. Today, there are several job
vacancies that are not genuine and many candidates get trapped into the hands of fake
companies. Hence, for gaining reliability, a company should follow specific application
procedures that will make the candidates feel confident for the position they are applying.
It Helps Write An Appropriate Job Description: Having a good recruitment policy is essential
because it assists the organization in writing an accurate job description. An appropriate job
description is an integral part of the overall recruitment process as it clearly describes what
primary and secondary tasks will be performed along with the core competencies for a
particular role.
An effective recruitment and selection policy not only fulfills the requirements of a job but also
ensures that an organization will continue to maintain its commitment to providing equal
opportunity to employees. Adherence to such a policy will let you hire the best possible
candidates for your organization.
1.1.5 HR challenges in Recruitment:
 Adaptability to globalization- The HR professionals are expected and required to keep

in tune with the changing times, i.e. the changes taking place across the globe. HR
should maintain the timeliness of the process
 Lack of motivation -Recruitment is considered to be a thankless job. Even if the
organisation is achieving results, HR department or professionals are not thanked for
recruiting the right employees and performers.
 Process analysis -The immediacy and speed of the recruitment process are the main
concerns of the HR in recruitment. The process should be flexible, adaptive and
responsive to the immediate requirements. The recruitment process should also be cost
effective.
 Strategic prioritization- The emerging new systems are both an opportunity as well as
a challenge for the HR professionals. Therefore, reviewing staffing needs and
prioritizing the tasks to meet the changes in the market has become a challenge for the
recruitment professionals.
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1.2 LITERATURE REVIEW
Recruitment is one of the major functions of HRM. It helps the manager to attract and select
best candidates for the organization. Parry & Wilson (2009) stated that “recruitment includes
those practices and activities carried out by the organization with the primary purpose of
identifying and attracting potential employees”. As success of service sector as in case of civil
aviation industry depends upon the human capital, recruitment &selection of the right people
into the service business is crucial to achieve organizational success (Zheng, 2009).
Raymond J. Stone (2005) in the fifth edition of his book Human Resource Management defines
recruitment as the process of ‘seeking and attracting a pool of applicants from which qualified
candidates for job vacancies within an organization can be selected.’
According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organization”. (1979)
Recruitment is an activity that links the employers and the job seekers. So we can say that
recruitment is a process of finding and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their applications are submitted.
The result is a pool of applications from which new employees are selected.
In simple terms, recruitment is understood as the process of searching for and obtaining
applicants for jobs, from among whom the right people can be selected.
Though, theoretically, recruitment process is said to end with the receipt of applications, in
practice the activity extends to the screening of applications so as to eliminate those who are
not qualified for the job.
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1.3 INDUSTRY PROFILE
The Indian cement industry is one of the oldest industries. It has been catering to India's
infrastructure and housing requirements since its emergence during the British Raj. Though the
majority of players in the Indian cement industry were private sector organisations, the industry
was highly regulated. However, with liberalisation and globalisation of the economy, the
cement industry restructured itself to survive with alterations in the global economic and
trading system. The industry underwent a period of rapid technological upgradation including
modernisation and improvement of plant processes, which helped it in reducing manpower
costs11. This pursuit of cost efficiency and technological upgradation has made some of the
Indian cement companies the most efficient across global majors. The Indian business group,
Grasim, is amongst the top ten companies in the world. Indian major, Gujarat Ambuja is one
of the most cost efficient firms in the world. Most Indian cement majors in fact compare
favourably to the world cement majors in terms of profitability. Today with a total capacity of
219.2 million tonnes (including mini plants) in March 2009, the Indian cement industry has
emerged as the second largest market after China, surpassing developed nations like the USA
and Japan. The rapid growth rate of Indian economy achieved since 1990s, has given a
tremendous fillip to the infrastructure12 development in the country. The increase in
government spending on infrastructure and housing, as well as rapid urbanisation and
industrialisation activities by private players has resulted in increased demand for updated
quality building material; including cement. The globalisation of Indian cement industry has
also encouraged many foreign cement manufacturers to engage themselves in agreements and
deals with their Indian counter parts to enjoy a share of pie in the rapidly growing Indian cement
market. These engagements have been primarily through various mergers and acquisitions
deals.
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1.3.1 Market Size- India is among the best cement markets in Asia; according to Switzerland-
based cement major Holcim. The company operates in India through group companies ACC
and Ambuja Cements. The Indian cement sector is expected to witness positive growth in
coming years, with demand set to increase at a CAGR of more than 8 per cent during 2013–14
to 2015–16, according to the latest RNCOS report titled, ‘Indian Cement Industry Outlook
2016’. The report further observed, after analyzing the regional trend of cement consumption,
that the Southern region is creating maximum demand, which is expected to increase in future.
1.3.2 Investments - The cement industry has been expanding on the back of increasing
infrastructure activities and demand from the housing sector over the past many years.
According to data released by the Department of Industrial Policy and Promotion (DIPP),
cement and gypsum products attracted foreign direct investment (FDI) worth Rs 13,370.32
crore (US$ 2.24 billion) between April 2000 and February 2014.
Some of the major investments and developments in the Indian cement industry are as follows:
 Ambuja Cement, part of the Holcim Group, plans to invest Rs 802 crore (US$ 134.39
million) in 2014 in various ongoing projects.
 Ultratech Cement Ltd, India’s biggest maker of cement, plans to buy the local assets of
Holcim Ltd and Lafarge SA.
 ACC plans to invest Rs 3,000 crore (US$ 501.16 million) in a capacity upgrade and
expansion project at its Jamul plant in Chattisgarh and its grinding unit in Jharkhand.
 UltraTech Cement, an Aditya Birla Group Company, has acquired the 4.8 million tonne
per annum (MTPA) Gujarat unit of Jaypee Cement Corp for Rs 3,800 crore (US$
634.81 million).
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1.3.3 Government Initiatives - India would require overall cement capacity of around 480
MT. The industry will have to add another 150 MT of capacity during the period, according to
the latest report from the working group on the industry for the 12th Five Year Plan (2012-17).
The major policy and fiscal initiatives are expected to catalyze infrastructure and industrial
development in the region, spurring the demand for cement.
Some of initiatives taken by the Government to further promote the sector are as under:
 An expert appraisal committee under the Ministry of Environment, Government of

India, has given its approval to India Cements to double its capacity and set up a 40
megawatt (MW) power plant at one of its facilities in Tamil Nadu. The proposed
expansion project will come up at Dalavoi in Ariyalur district.
 The Competition Commission of India (CCI) has approved the proposed acquisition of
cement plants of Jaypee Cement Corporation Ltd, comprising an integrated cement unit
at Sewagram and grinding unit at Wanakbori in Gujarat by Ultratech Cement Ltd.
 Giving impetus to green initiatives, Goa State Pollution Control Board (GSPCB) has
signed a memorandum of understanding (MOU) with Vasavadatta Cement, a company
with its plant in Karnataka. The cement manufacturer will use the plastic waste
collected from Goa as fuel for its manufacturing plant.
1.3.4 Growth and Development in the Indian Cement Industry
India is the largest Democracy in the World with a stable government representing the whole
nation (now in the region of 1.21 billion) accountable for the rapidly expanding urban
commercial centers such as Mumbai with some of the highest earners in the world today and
highest property values and a rural economy where there remains much work to do. Flowing
from these obligations inevitably we see rapid and sustained developments in housing,
infrastructure, health care and education all of which feed one on the other perpetuating the
expansion of wealth generation. In any economy wealth generation is the key driving factor
and eventually benefits every level of society.
Of course all of this impacts directly on the Indian Cement Industry where it is estimated the
per capita consumption of cement is less than 200 kg, while world average is around 500 kg
where reliable data is available. Clearly this gives grounds for optimism particularly when
compared to China where infrastructure projects and urbanisation have driven cement
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consumption onwards and upwards to dizzy heights. Based on the Cembureau figures for 2011
China represents 57 % of the world market whereas India is at 6.2 % out of a total of 3.6 billon
tons. Whilst the figures may vary according to source the message is clear, if the same logic
could be applied in India there is indeed reason to be optimistic of continued growth.
The Cement industry in India after being de-licensed in 1991 has shown remarkable growth, it
was in 1914 that the first cement manufacturing unit in India was set up by India Cement
Company at Porbandar, Gujarat, with a capacity of 1000 tonnes per annum. In 1980-81,
capacity of the cement industry in India was 27 million tonnes and production was 18.1 MT.
The low capacity utilization (67 %) could be attributed to government controls on production,
pricing and distribution. It took eight decades to reach the capacity of first 100 million tonnes
per annum mark, the next decade added another 100 MTPA, and in next five years, the coveted
third 100 MTPA was added. At the end of 11th Five-year Plan (2007-2012) it is 323 million
tonnes, surpassing the target of 298 million tonnes fixed for five-year period up to March 31,
2012.
1.3.5 Future Growth Prospects

The cement sector is gearing up for a fast track growth and the next few years will see the
sector zooming past new milestones. The production of cement is expected to cross 400 million
tonnes in the next 10 years, with leading players focusing on capacity expansions two to three
times their present capacity. At the same time, the demand for cement is increasing at 8-10
percent and, if this trend continues, players can easily increase their capacities from 21 crore
tonnes (210 million tonnes) to 50-60 crore tonnes (500-600 million tonnes) per year.
This sector will drastically change with stand-alone bags giving way to ready mix concrete
(RMC). The form of this RMC will be tailor made concrete customized to suit various
infrastructure needs. Ready mix concrete is still a relatively nascent market in India. However,
it is slowly but steadily gaining ground and will be the most sought after product in this sector.
The greatest advantage of RMC is that it is economical, stronger, and environment friendly.
Moreover, no large storage of cement bags is required and hence there will be no
wastage.
Currently, 55-60 percent of cement produced in India is consumed by the housing sector. This
is expected to change in the next few years when the emphasis will be on infrastructure
23
developments like roads, bridges, and railways, which will consume a significant percentage
of cement produced in the country. The consumption of cement in agriculture is negligible
today; but with a greater thrust on agriculture and the suggested ‘second green revolution’, this
sector too will extensively use cement to build warehouses and other logistics.
The eastern states of India along with the border states will be the newer and virgin markets
for cement companies and will contribute to their bottom line in future. In the next 10 years,
India will become the main exporter of clinker and gray cement to the Middle East, Africa, and
other developing nations of the world. Cement plants near the ports, for instance the plants in
Gujarat and Visakhapatnam, will have an added advantage for exports and will logistically be
well armed to face stiff competition from cement plants in the interior of the country.
A large number of foreign players are also expected to enter the cement sector in the next 10
years, owing to the profit margins, constant demand, and right valuation. Consolidation of the
cement sector too will take place and cement plants producing less than 1 million tonnes will
find it difficult to survive in this market. Cement companies will go for global listings either
through the FCCB route or the GDR route.
With help from the government in terms of friendlier laws, lower taxation, and more
infrastructures spending, the sector will grow and will take India’s economy forward along
with it.
1.3.6 Major Players
1. ACC Limited: ACC Limited is the oldest and the largest cement manufacturer in the
country. The company has a total consolidated capacity in the region of 19 MT (million
tonnes) and commands a near 12 per cent industry capacity share. With 14 plants and a
9,000 strong dealer network, ACC is one of the few companies to have a pan-India
presence. It is particularly strong in the northern and eastern regions.
2. Ambuja Cements Ltd: Gujarat Ambuja Cements Ltd was set up in 1986 with the
commencement of commercial production at its 2 million tonnes plant in Chandrapur,
Maharashtra. The group has clinker manufacturing facilities at Himachal Pradesh,
Gujarat, Maharashtra, Chhattisgarh, Punjab and Rajasthan. The company has a strong
foothold in the northern and western markets. Gujarat Ambuja is India's largest cement
exporter and one of the most cost efficient firms.
24
3. UltraTech Cement Limited: Ultratech (ULT), an Aditya Birla Group Company and a
51 per cent subsidiary of Grasim, has a consolidated capacity of 17 MT, thus making it
the second largest cement producer in the country. The company has presence in
western, eastern and southern regions. It has 5 integrated plants, 5 grinding units, and
4 terminals, three in India and one in Sri Lanka. It exports over 3 MT per annum, which
is about 30 per cent of the country's total exports (cement and clinker).
4. JK Cement Ltd: JK Cement has over three decades of experience in cement

manufacturing. It began with commercial production at Nimbahera, Rajasthan in May
1975. The company has an installed grey cement capacity of 7.5 million tonnes per
annum (MTPA) which makes it one of the leading manufacturers in the country. JK
Cement is the second largest manufacturer of white cement in India, with an annual
capacity of 400,000 tonnes, and value-added building products, such as wall putty, with
an annual installed capacity of 300,000 tonnes.
5. JAYPEE CEMENT: Jaypee Group is the third largest cement producer in India. The
Group’s cement facilities are located in the Satna Cluster (MP), which has one of the
highest cement production growth rates in the country. The Group produces a special
blend of Portland Pozzolana Cement (PPC) under the brand name ‘Jaypee Cement’. Its
cement division currently operates modern, computerised process control cement plants
and had an aggregate capacity of (commissioned/under commissioned) 28.80 million
tonnes per annum (MTPA) in FY 12.
25
1.4 COMPANY PROFILE
MEGHALAYA CEMENTS LIMITED
Name of the Company: Meghalaya Cements Ltd.
Brand name: Topcem Cement.
Type of Product:
1) 43 Grades Ordinary Portland Cement (OPC)
2) 53 Grades Ordinary Portland cement (OPC)
3) Sulphate Resistant Cement
4) Portland Pozzolona Cement. (Fly Ash Base Part I)
Year of operation: 2006
Area of operation: Entire North East states of India except Sikkim states.
Chairman: Mr. Kailash Lohia.
Vice - Chairman: Mr. Bijay Kumar Garodia.
Plant Location:1) Lumshnong, Jaintia Hills. Meghalaya

2) Gauripur, Amingaon. Kamrup Dist. Assam
26
Meghalaya Cements Ltd. is one of the largest cement manufactures of North-East India.
Meghalaya Cements Ltd. has two plants, which produces around 1 lakh MT every month. One
is located at Lumshnong, Jaintia hills District of Meghalaya which started it operation in the
year 2006 and serving Meghalaya, Mizoram, Nagaland, Silchar, Barack Valley and another
plant which is located at Gauripur, Kamrup District of Assam which started it operation on
November 2011 serving the rest of north eastern regions towards Sikkim and north Bengal.
Meghalaya Cements Ltd. owns TOPCEM brand is a leading cement brand in the entire North-
East region. TOPCEM has a good product image due to its quality and affordable price. Now
the TOPCEM is leading brand in North-East. Day by day its dealer base has spreading through
entire North-East region and North Bengal counting to more than 450. There are 28 Sales
Promoters and C & F agents looking after the entire sales operation along with the company’s
own sales team. This is indeed a reality that sale has surpassed all expectations. The company
has never compromised on the values it has committed to adhere to. The parameters of quality,
customer service etc., were always given the first priority. Hence, over the years it has
established a firm brand value within the minds of the customers in all spheres.
1.4.1 TOP vision

The visionaries behind TOPCEM brand dreamt of Top Quality Cement conforming to the
International Standards. From this vision in mind the products of Meghalaya Cements Ltd.
have been branded as TOPCEM.
The Directors visualised high-end quality cement plant that would manufacture world class
cement for better construction. There had been only few cement plants in north east with low
capacity and old technologies.
TOPCEM thrives to go beyond the horizon to improve manufacturing quality exploring best
raw materials at competitive cost and with high producing capacity that fulfils the need of north
east.
With the turn of the millennium, north east started growing fast and cement being one of the
base line products can strengthen the advancement of north east. TOPCEM is committed with
its refurbished plants to join hand in the progress of north east.
27
1.4.2 Top Development
Meghalaya is a land of magnificent beauty, undulating hills, rolling grassland and cascading
waterfalls. The state is endowed with rich mineral resources-high-grade limestone and coal.
The limestone found in Jaintia Hills is considered the best in India with a high proportionate
of calcium carbonate ranging over 90%. Cement is the key element for any development
activity and the North east is endowed with rich deposits of high grade limestone and coal
– the principal raw materials needed for cement manufacturing. For world class cement
there was only option to transport it from other mainland regions of India.
28
So a dream was born to set up a world class cement plant that would produce high quality
cement that can match the best from the rest of the country by utilizing the local resources
and there by bringing prosperity to the people of North East and bring down the cost of
construction.
1.4.3 TOP future:
MCL thrives to be a leading cement manufacturer in the North Eastern part of India by ensuring
the highest quality standards of our products. The need for expansion is as genuine an instinct
in us as the need for a plant for water. At MCL, we aim to be an independent, vertically
integrated cement producer, combining entrepreneurial spirit and operating excellence with
respect for people, society and the environment. By understanding the needs and aspirations of
the dealers, employees and the wider community, TOPCEM group is able to maintain their
position of strength as a sustainable cement producer without compromising on the
commitment of long term stability of constructions and environmental responsibility.
1.4.4 Types of products and services:
29
Meghalaya Cements Ltd. produces different types of cements to serve their customers. The
following are the various types of cements produced by Meghalaya Cements Ltd.
1. 33 GRADE ORDINARY PORTLAND CEMENT (OPC) As per IS: 269-1989

Commonly known as OPC. It is the most widely used cement in construction work for all low
and medium strength concretes, masonary and other applications. Now a day, this type of
cement is not readily available in the market. Manufacturers produce 33Grade OPC on specific
requirements.
Commonly known as 43 Grade or High strength cements. It is similar to 33 Grade OPC except
in compressive strength which is 43 N/mm2 (430kg/cm2) at 28 days. It can be used for concrete
of higher grades (M-25 to M-40), precast products (blocks, pipes etc.) prestressed concrete etc.
Meghalaya Cements Ltd. is producing this type of Cement under rand name “TOPCEM OPC
43 Grade” cements.
This type of cements is very high compressive strength which is used in high grades (M-35 &
above) of concrete, prestressed concrete, precast concrete etc. Meghalaya Cement Ltd. is
producing this type of cement under brand name called “TOPCEM OPC 53 Grade” cement.
4. PORTLAND POZZOLONA CEMENT (PPC) As per IS: 1489-1976
It is blended cement where in 10 to 30% Pozzolona is added to OPC Clinker before grinding.
Its strength characteristics are same as 33Grade OPC and can be used for RCC & masonry
work. It is extensively used for foundations, irrigation projects etc. PPC is more resistant to
sulphate attack and give more durable concrete. It is manufactured by Meghalaya Cements Ltd.
under brand name “TOPCEM PORTLAND POZZOLONA CEMENT”.
Advantages of “topcem Portland pozzolona cement”.
a) Manufactured from World’s one of the best limestone available at Lumshnong,
Jaintia Hills. Meghalaya.
b) Factory fresh cement for end users.
c) High compressive strength.
d) Low heat of hydration.
e) Higher resistance against chemical attack.
f) Low water requirement.
g) Reduces alkali aggregate reaction.
30
h) Improves durability of construction.
i) Wide application.
j) Shorter final setting time ensures faster construction.
1.4.5 Organizational Chart
PRESIDENT
(SALES AND MARKETING)
GENERAL MANAGER (TRADE)
DEPUTY GENERAL MANAGER (NON TRADE)
SENIOR MANAGER
(ADMIN)
GENERAL MANAGER
(LOGISTICS)
DEPUTY GENERAL MANAGER (TECHINCAL)
SENIOR EXECUTIVE (PURCHASE)
MANAGER (HR)
MANAGER (IT)
GENERAL MANAGER (CORPORATE AFFAIRS)
DEPUTY GENERAL MANAGER (ACCOUNTS)
ASSISTANT GENERAL MANAGER (MARKETING)
PRESIDENT (MIS)
31
Directors of Meghalaya Cements Ltd:
Chairman - Mr. Kailash Lohia
Vice-chairman - Mr. Bijay Kumar Garodia
Director - Mr. Ramavtar Agarwala
Managing Director - Mr. Mahendra Agarwal
1.4.6 Process and technology
Meghalaya Cements Ltd. is a state-of-the-art plant that incorporates following technology:
 Computerized Process Control System: Totally automated process ensures efficiency

optimization and proper monitoring.
 Integrated Plant: All processes of production at a single location avoid delay due to
distance and transportation.
 Total Quality Control Management (TQM): World known Philosophy enacted in true
sense for enhancing techno advancement.
 Multi stage Pre-heater with Pre-calcinatory Kiln: Low fuel consumption, low ash
absorption and better quality.
 High Efficiency Separators: Control particle size more accurately leading to a better
final product.
Two Step Crushers: crushing in two steps the limestone from company owned mine ensuring
very fine particle size leading to improved clinker quality.
32
1.4.7 Social responsibility:
Topcem Cement has been very active and enthusiastically involved in many ventures relating
to social development of the common people. It has left a mark in all the areas where it has its
business presence. The area of Lumshnong in Jaintia Hills in Meghalaya had a great impact
because of Topcem’s presence. The place was lacking in proper medical facility and even there
was no proper school for the children. So, a school was established within the Topcem Plant
area along with a hospital for the local populace. Apart from this, an ambulance was gifted to
the local people by the company making it convenient for the patients to move in different
hospitals in the far flung areas.
In Guwahati also the company has embraced its concept of eco-friendly existence by strictly
prohibiting the use polythene carry bags and supplying environment friendly Cotton Bags to
replace the former. Every location in the city was put into the domain of this concept. The
company has also worked in close cooperation with the Administration and various other non-
governmental organizations to serve the cause.
These are a few examples among the various ventures made by Topcem. Moreover, the
company is always in a look for new areas for the social rejuvenation. It abides by all the social
responsibilities and overcomes all challenges arriving in the trod of fulfilling these tasks. It has
been an everlasting Endeavour in the part of company’s directors for making this a society a
better place to live in.
1.4.8 Green Policy

MCL is committed to continual improvement of its environmental performance and pollution
prevention. Specific environmental responsibilities are allocated to appropriately trained
individuals.
33
1.4.9 Green Belt Development
MCL strongly believes that trees are nature’s soldiers in the fight against global warming. We
are proud of planting 7000 saplings of local species all along the main haul road as well as
mining lease boundary.
MCL plans to plant 10000 trees around our plant under norms by Meghalaya State Pollution
Control Board.
1.4.10 Environmental Policy

 Environmental norms prescribed by the Central and State Govt., in the matter
of air and water quality, noise, land use, etc. are strictly observed in the design,
construction and operation of all facilities of the company.
 Technology that ensures energy, economy, environmental safeguards, recycling
of resources and utilization of wastes are adopted for all facilities.
 Work environment in the operational areas are conducive to safe and healthy
working conditions. Good housekeeping is an integral part of sound
environmental management.
 Promoting a healthy, safe, productive and aesthetically satisfying environment
is the responsibility of MCL.
34
1.4.11 Departmental Study
GUWAHATI OFFICE:
The Guwahati office is mainly headed by Dr. Anil Kapur (President Sales and Marketing).
Under him, there are 12 departments in all.
1. Sales (Trade) Department:
Sales which take place through various dealers and sub dealers are called Sales Trade
HOD is Mr Sujit Ghosh (Sr. GM)
2.Sales (Non Trade) Department:
It deals with the government projects like constructions of Highways and Government schools
HOD is Mr. Joydeep Nath (DGM)
3. Technical (Civil) Department:
It deals with cement testing, complaint handling, site conversion, etc.
HOD is Mr. Joydeep Nath (DGM)
4. Logistic department:
Logistic department deals with the entire product life cycle.
HOD is Mr. Diganta Das (DGM)
5. Accounts Department:
Its deals with the accounting of the company preparing balance sheet, Profit and Loss
Accounts, etc.
HOD is Mr. Birendra singh (GM)
6. IT Department:
It deals with the system networking of the company, its up gradation and modification, etc.
HOD is Mr. Achintya Das (GM)
7. Purchase Department:
It deals with the purchase of every small to big assets of the company.
HOD is Mr. Dipanka Adhikary (Sr. Manager)
8.Marketing Department:
It deals with promotion, advertisement, creating brand image of the company’s product.
35
HOD is Mr. Gunjan Deka (AGM)
9.Operations (MIS) Department:
It deals with the price setting, target follow up, payment follow up etc.
HOD is Dr. Anil Kapur (President- Sales and Marketing)
10.HR Department:
It deals the entire employee lifecycle right from recruitment to retirement.
HOD is Miss Sunita Baruah (HR Manager)
11.Admin Department:
It deals with the overall administration of the company.
HOD is Mr. Hare Krishna Thakur (Sr. Manager)
12. Corporates Affairs Department:
It deals with every small to big assets of the company.
HOD is Mr. Arun Kejriwal (GM)
36
CHAPTER 2: OBJECIVES, SCOPE AND LIMITATIONS
2.1 Objectives of the study:
 Primary Objectives- To study the effect of employee perception on Recruitment Process
(only in case of existing employees)
 Secondary Objectives –
1. To know the associated factor of employee perception.
2. To know the relationship of each factor with Recruitment Process
3. To know the extent of relationship of each factor with Recruitment Process
2.2 Scope of the study:
The benefit of the study for the researcher is that it helped gain knowledge and
experience and also provided the opportunity to study and understand the prevalent
recruitment procedures
The key point of any research study are-
1. To understand and analyze various HR factors including recruitment procedures at
consultant.
2. To suggest any measures/recommendation for the improvement of the recruitment
procedures.
IMPORTANCE OF HR
 Meeting manpower needs-Every organization needs adequate and properly
qualified staff for the conduct of regular business activities.
 Meeting growing manpower needs- The expansion or modernization
programme may be undertaken by the enterprise. Manpower planning is
needed in order to forecast and meet additional manpower requirement due
37
to expansion and growth needs through recruitment and suitable training
program.
 Adjusting manpower requirement- A situation may develop in; an
organization when there will be surplus staff in one department and shortage
of staff in some other department, transfers and promotion are made for
meeting such situations.
 Recruitment and selection of employees- HRP suggest the type of
manpower required in an organization with necessary details. This
facilitates selection of suitable personnel for jobs in the organization.
Introduction of appropriate selection tests and procedures is also possible as
per the manpower requirements.
2.3 Limitation of the study
 The time limited allotted for the research study is the major constraint.
 Lack of prior research studies and reliable data related to the topic.
 Lack of interest by the respondent and unwillingness and hesitation to answer the
questionnaire.
 Answer of the respondents may suffer biasing and central tendency.
 The respondents answer might vary from time to time.
 The conclusion drawn is not universal and cannot be applied to all organizations.
38
CHAPTER 3: Research Methodology
Research is the process of systematic and in-depth study or search for any particular topic,
subject or area of investigation, backed by collection, compilation, presentation and
interpretation of relevant details or data. Research methodology is a way to systematically solve
the research problem. It may be understood as a science of studying how research is done
scientifically. In order to accomplish the objective of the study, it is essential to articulate the
manner in which it is to be conducted, i.e. the research process is to be carried out in a certain
framework. It is a set of instructions outlined rightly at the beginning of the research.
Research design:
A research design is purely and simply the frame work plan for a study that guides the
collection and analysis of a data. In this study the researcher has adopted descriptive research
design.
Descriptive research design:
It includes surveys and fact finding enquires of different kinds. It simply describes something
such as a demographic of employees. It deals with description of the state of offers as it is and
the researchers have no influence on the respondents.
Data collection:
Data collection is one of the most important aspects of research. For the success of any project
accurate data is very important and necessary. The information collected through research
methodology must be accurate and relevant.
Methods of data collection:
 Primary Data
 Secondary Data
39
Primary Data:
Data collected by a researcher is known as primary data. It is collected by a person for his own
use obtained from findings. This is considered as first-hand information. The data is collected
by the means of questionnaire filled in by the employees at different posts of Guwahati area
office. This method of data collection is very popular particularly in big organizations.
Secondary Data:
Secondary data means data that are already available i.e., they refer to data which has already
been collected and analysed by someone else. Secondary data may either be published data or
unpublished data.
The research approach:
Survey Method.
The research instrument:
Questionnaire.
The respondents:
The employees of the organization.
40
Sampling:
It is the process of selecting representative subset of a total population for obtaining data for
the study of the whole population the subset is known as sample. The sample size is selected
for the study 50 employees. The techniques of sampling unit in this study are convenience
sampling.
Convenience sampling:
In this method the sample units are chosen primarily on the basis of the convenience to the
researcher.
Statistical tools used:
A. Simple percentage analysis

B. Likert Scale Analysis
A. Simple percentage analysis:

Simple percentage can also be used to compare the relationship distribution of two or more
items. For calculations the simple percentage the following formula used.
Percentage of the respondents= Number of respondents/Total respondents*100
B. Likert Scale Analysis:
Likert scaling is a bipolar scaling method, measuring either positive or negative response to a
statement.
The format of a typical five-level Likert item is:
1. Strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
41
Questionnaire:
The questionnaire is prepared in such a way that is correct the comprehensive objectives of the
study. A Likert scale questionnaire adopted in this research to utilize the respondent’s opinion
towards the questions.
Period of study:
The time period of the study is 60 days.
42
CHAPTER 4: Analysis and Findings
4.1 Analysis of the questionnaire
Gender of the respondents:

T able 4.1.1
Gender Number Percentage
Male 34 68
Female 16 32
Total 50 100
Figure 4.0.1.1
Gender Ratio
MALE
FEMALE
Interpretation:
From the above table no. 4.1.1 it can be observed that out of total number of respondents, i.e.
50, 34 were male respondents and 16 were female respondents.
43
1. How did you hear about the vacancy in this organization?
Response Respondents Percentage (%)

Advertisement 20 40
Recruitment Agency 6 12
Employee Referral 16 32
Campus Recruitment 8 16
Total 50 100
w
Respondents
25
20
15
10
0
Advertisement Recruitment Agency Employee Referral Campus Recruitment
Interpretation:
From the above table no. 4.1.4and figure no 4.1.4 it can be observed that about 40 % of the
respondents got to know about the vacancy through advertisement, 12% through recruitment
agency, 32% through employee referral and 16% of them through campus recruitment.
44
2. The interviewer made the environment suitable and comfortable during the process.

Strongly
Disagree 2 4
Disagree 2 4
Neutral 3 6
Agree 30 60
Strongly Agree 13 26
Total 50 100
Respondents
35
30
25
20
15
10
0
Strongly Disagree Disagree Neutral Agree Strongly Agree
Interpretation:
From the above table no. 4.1.4and figure no 4.1.4 it can be observed that about 60% of the
respondents agreed upon the environment suitability and comfortability during the interview
process,26% of them strongly agreed,6% were neutral,4% disagreed and another 4% strongly
disagreed.
45
3. You were informed about the job profile and company information before or during the
process.

Strongly Disagree 0 0
Disagree 0 0
Neutral 2 4
Agree 40 80
Strongly Agree 8 16
Total 50 100
Respondents
45
40
35
30
25
20
15
10
5
0
Interpretation:
respondents agreed that they were informed about the job profile and company information
before or during the process,16% of them strongly agreed and 4% were neutral,
46
4. The questions asked during the interview were related to the job and tested ability to
perform well in it.

Disagree 0 0
Neutral 3 6
Agree 30 60
Total 50 100
Respondents
35
30
25
20
15
10
0
Interpretation:
From the above table no. 4.1.4and figure no 4.1.4 it can be observed that about 60% of
the respondents agreed that the questions asked during the interview were related to the
job and tested ability to perform well in it, 32% of them strongly agreed,6% were
neutral and 2% strongly disagreed.
47
5. Your queries were effectively answered during the process.

Disagree 0 0
Neutral 4 8
Agree 33 66
Total 50 100
Respondents
35
30
25
20
15
10
0
Interpretation:
respondents agreed that the queries were effectively answered during the process, 26% of them
strongly agreed, and 8% were neutral.
48
6. The Interviewer was actively listening to you during the process and gave you time to
answer the questions.

Disagree 3 6
Neutral 2 4
Agree 33 66
Total 50 100
Respondents
35
30
25
20
15
10
0
Interpretation:
1. From the above table no. 4.1.4and figure no 4.1.4 it can be observed that about 66% of
the respondents agreed that the Interviewer was actively listening to you during the
process and gave you time to answer the questions, 20% of them strongly agreed, 6%
disagreed, 4% strongly disagreed and 4% were neutral.
49
7. The interview was conducted in a professional manner.

Disagree 0 0
Neutral 3 6
Agree 34 68
Total 50 100
Respondents
40
35
30
25
20
15
10
0
Interpretation:
From the above table no. 4.1.4 and figure no 4.1.4 it can be observed that about 68% of the
respondents agreed that the interview was conducted in a professional manner, 26% of them
strongly agreed, and 6% were neutral.
50
8. The interviewer was prepared for conducting the interview and was knowledgeable.

Disagree 3 6
Neutral 3 6
Agree 32 64
Total 50 100
Respondents
35
30
25
20
15
10
0
Interpretation:
respondents agreed that the interviewer was prepared for conducting the interview and was
knowledgeable, 20% of them strongly agreed, 6% disagreed and 4% strongly disagreed.
51
9. The Recruitment and Selection process length is appropriate

Disagree 0 0
Neutral 8 16
Agree 32 64
Total 50 100
Respondents
35
30
25
20
15
10
0
Interpretation:
the respondents agreed that the Recruitment and Selection process length is appropriate
20% of them strongly agreed and 165 of them were neutral.
52
10. The Recruitment and selection process of TOPCEM CEMENT is fair and there is no
partiality.

Disagree 1 2
Neutral 5 10
Agree 30 60
Total 50 100
Respondents
35
30
25
20
15
10
0
Interpretation:
the respondents agreed that the Recruitment and selection process of TOPCEM
CEMENT is fair and there is no partiality,28% of them strongly agreed, 10% were
neutral and 2% disagreed
53
11. The Recruitment Process offers enough opportunity to demonstrate one’s unique
knowledge.

Disagree 0 0
Neutral 8 16
Agree 35 70
Strongly Agree 7 14
Total 50 100
Respondents
40
35
30
25
20
15
10
0
Interpretation:
the respondents agreed that the Recruitment Process offers enough opportunity to
demonstrate one’s unique knowledge, 14% were strongly agreed and 16% were neutral.
54
12. You were assigned with the same job responsibilities those were explained to you during
the recruitment process
Response Response Percentage (%)

Disagree 2 4
Neutral 5 10
Agree 30 60
Total 50 100
Response
35
30
25
20
15
10
0
Interpretation:
the respondents agreed that they were assigned with the same job responsibilities those
were explained to you during the recruitment process,24% strongly agreed,10% were
neutral, 4% disagreed and 2% strongly disagreed.
55
13. I felt satisfied about the Recruitment Process of TOPCEM CEMENT.
Response Response Percentage (%)

Disagree 2 4
Neutral 4 8
Agree 34 68
Total 50 100
Response
40
35
30
25
20
15
10
0
Interpretation:
respondents agreed that they felt satisfied about the Recruitment Process of TOPCEM
CEMENT ,20% strongly agreed,8% were neutral and 4% disagreed.
56
Q14. Did you face any written test during the interview process?

Yes 10 20
No 40 80
Total 50 100
Respondents
45
40
35
30
25
20
15
10
5
0
Yes No
Interpretation-
From the above table it can be observed that 80% of the respondents didn’t undergo the written
test while 20% of them had to appear.
57
Q15. What is the motive behind you choosing the job at TOPCEM CEMENT?

Financial Support 10 20
Knowledge Gaining 6 12
Scale Enhancement 4 8
Career Growth 30 60
Total 50 100
Respondents
35
30
25
20
15
10
0
Financial Support Knowledge Gaining Scale Enhancement Career Growth
Interpretation
From the above table it can be observed that about 60% of the respondents consider career
growth as the motive behind choosing the job at TOPCEM CEMENT, 20% chose financial
support, 12% choose knowledge gaining and 8& of them chose scale enhancement.
58
FINDINGS
 Overall in terms of source of recruitment process both internal and external is

important.
 Most of the respondents were satisfied with the HR practices of the company.
 It requires more than 3 days long for the interview process.
 Most of them agreed that the hiring process helps in identifying the competence both
visible and hidden aspects.
 Almost all the employees prefer to have an employee referral schemes in the
organization.
 Most of the respondents agreed that the Recruitment Process offers enough opportunity
to demonstrate one’s unique knowledge.
 Am
 Almost all the employees prefer that succession planning is the process of identifying,
developing and tracking key that may eventually assume top-level position.
59
CHAPTER5- CONCLUSION AND SUGGESTIONS
CONCLUSION
Every company looks for an employee who can work effectively. They are in search of a person
who has the maximum skills required for the job. After selecting the right person, the
company’s main aim is to place that person at the right job. The main strength of any company
is its employees. Effective workers are the best route to success. For this reason, companies
strive to attract and hire the best and provide the best place to work.
TOPCEM Cement Ltd has competent and committed workforce, still there are scope for more
improvements. To ensure that company recruits the right people, it has to identify essential
skills and behaviours that applicants should demonstrate. The emphasis should be on matching
the needs of the company to the needs of the applicants.
It is important for the company to have a clear and concise recruitment policy in place, which
can be executed to recruit the best talent pool for the selection of the right candidate at the right
place.
SUGGESTIONS
 First of all, the management should review the recruitment policy and look for the areas
of improvement for ensuring the best hiring.
 Time management is very essential and it should not be ignored at any level of the
process.
 Recruitment management system should help to communicate and create healthy
relationship with the candidates through the entire recruitment process.
 The employees should be provided with attractive salary packages which compliments
their job.
 There should be a interaction with employees regarding their likes and dislikes
regarding the organization at a regular time interval.
60
Annexure
Questionnaire
“Study on Recruitment Process in MEGHAYALAYA CEMENT LIMITED”
I Mamta Bathija, student of Royal Global University is undergoing internship on the study of
the perception of employees on the Recruitment Process conducted in Meghalaya Cement
Limited. Request you to kindly fill the following questions. All responses given by you will
be strictly kept confidential and used for academic purpose only.
PERSONAL DETAILS:
NAME:
AGE: EMAIL ID:
GENDER: MALE FEMALE
DESIGNATION:
DEPARTMENT:
TENURE:
Q1. How did you hear about the vacancy in this organization?
 Advertisement
 Recruitment Agency
 Employee Referral
 Campus Recruitment
In the following section, kindly give your opinion on the given statements about Recruitment
Process in TOPCEM CEMENT. The statements are provided with a rating on a scale of 1-5
(1= Strongly Disagree, 2= Disagree, 3= Neutral, 4= Agree, 5= Strongly Agree).
Please put a tick mark on your selected rating to answer at what point you Agree or
Disagree on the following statements.
Sl.no. STATEMENTS Strongly Disagree Neutral Agree Strongly

Disagree Agree
The interviewer made the
2 environment suitable and
comfortable during the process.
You were informed about the

3 job profile and company
information before or during the
process.
The questions asked during the

4 interview were related to the job
and tested ability to perform
well in it.
61
5 Your queries were effectively
answered during the process
Sl.no. STATEMENTS Strongly Disagree Neutral Agree Strongly
Disagree Agree
The Interviewer was actively
6 listening to you during the
process and gave you time to
answer the questions.
7 The interview was conducted in
a professional manner.
The interviewer was prepared
8 for conducting the interview
and was knowledgeable.
9 The Recruitment and Selection
process length is appropriate
The Recruitment and selection
10 process of TOPCEM CEMENT
is fair and there is no partiality.
11 The Recruitment Process offers
enough opportunity to
demonstrate one’s unique
knowledge.
You were assigned with the
12 same job responsibilities those
were explained to you during
the recruitment process.
I felt satisfied about the
13 Recruitment Process of
TOPCEM CEMENT.
Q14. Did you face any written test during the interview process?
 Yes
 No
Q15. What is the motive behind you choosing the job at TOPCEM CEMENT?
 Financial Support
 Knowledge Gaining
 Scale Enhancement
 Career Growth
Q16. Would you like to suggest improvements for the process? Please specify.
----------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------
62
BIBLIOGRAPHY
 HUMAN RESOURCE MANAGEMENT- V.S.RAO
 HUMAN RESOURCE MANAGEMENT- GARY DESSLER
 STRATEFIC HUMAN RESOURCE MANAGEMENT- SRINIVAS.R. KANDULA
 HUMAN RESOURCE AND PERSONNEL MANAGEMENT- K. ASHWATHAPPA
 (https://www.ibef.org/industry/cement-india.aspx, 2018)
 https://www.crworldwide.com/news-idea/advantages-of-employee-recruitment /
 http://shodhganga.inflibnet.ac.in/
 MAGAZINES
63

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A Study on the Recruitment Process in Meghalaya

ROYAL GLOBAL UNIVERSITY, GUWAHATI

Ms. Mamta Bathija

Royal Global University, Guwahati

Date: Mamta Bathija

It was a great pleasure on my part to undertake this training.

MBA (3rd Semester)

Royal Global University, Guwahati

PROJECT TITLE: “A STUDY ON THE RECRUITMENT PROCESS IN MEGHALAYA

CEMENT LIMITED” undertaken in TOPCEM CEMENT PVT. LTD.

NAME OF THE ORGANISATION: Meghalaya cement limited (TOPCEM), Mega Plaza,

Christian Basti, G.S.Road ,Guwahati

ORGANISATION GUIDE: Ms. SUNITA BARUAH, HR Manager, Meghalaya Cement

INSTITUTE GUIDE: Ms. Arpee Saikia

PROJECT DURATION: 2 Months (1 June 2018 to 31st July 2018)

OBJECTIVE OF THE STUDY:

 Primary Objectives- To study the effect of employee perception on Recruitment Process

(only in case of existing employees)

 Secondary Objectives – 1. To know the associated factor of employee perception

2. To know the relationship of each factor with Recruitment Process

3. To know the extent of relationship of each factor with Recruitment Process

done for obtaining opinion of the respondents through questionnaire.

 Secondary data, information is collected from internet and reference book.

TOPCEM Office situated in Guwahati.

MAJOR FINDINGS: Organization is providing an existing recruitment process which helps

Recruitment process is an important operation in HR, designed to maximize employee strength

needed to perform the job successfully. Other steps follow:

Creating an applicant pool using internal or external methods

to attract an adequate applicant pool, by under/over selling the organization, or by inadequately

chance of success, and how to evaluate their work.

(b) strategy development

(e) evaluation and control.

to be contacted. Number of Contacts: Organizations, nearly always, plan to attract most

technological sophistication of recruitment and selection devices; (c) geographic

sequencing the activities in the recruitment process.

and professionals demand may outweigh the benefits.

1.1.3 Sources of recruitment

External Sources of Recruitment:

1.1.4 Need for recruitment

1.1.5 HR challenges in Recruitment:

 Adaptability to globalization- The HR professionals are expected and required to keep

 An expert appraisal committee under the Ministry of Environment, Government of

1.3.4 Growth and Development in the Indian Cement Industry

1.3.5 Future Growth Prospects

1.3.6 Major Players

4. JK Cement Ltd: JK Cement has over three decades of experience in cement

MEGHALAYA CEMENTS LIMITED

Name of the Company: Meghalaya Cements Ltd.

Brand name: Topcem Cement.

Year of operation: 2006

Chairman: Mr. Kailash Lohia.

Vice - Chairman: Mr. Bijay Kumar Garodia.

Plant Location:1) Lumshnong, Jaintia Hills. Meghalaya

1.4.1 TOP vision

1.4.3 TOP future:

1.4.4 Types of products and services:

1. 33 GRADE ORDINARY PORTLAND CEMENT (OPC) As per IS: 269-1989

1.4.5 Organizational Chart

(SALES AND MARKETING)

GENERAL MANAGER (TRADE)

DEPUTY GENERAL MANAGER (NON TRADE)

DEPUTY GENERAL MANAGER (TECHINCAL)