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Date :
TO WHOM IT MAY CONCERN
This is to certify that Ms. Yasmeen Fatima students of G.L.BAJAJ College, MBA I Year
(2!"#2!$% undertoo& a 'roect on the to'ic "A project report on Sorcin! an
Recritment" )ith s'ecial reference to G*+-J, +irect ales under /y su'er0ision and
guidance.
This 'roect re'ort is an outco/e of e1tensi0e study on the ao0e suect and y their o)n
effort as )ell as dedication.
I reco//end this to e e0aluated and acce'ted.
#.# A$ARWA%
&Associate C'ie( Mana!er)
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AC*NOW%ED$EMENTS
Any 'iece of research ,eing a tea/ )or&,is al/ost i/'ossile to co/'lete )ithout the hel'
of others.It )as learning e1'erience to co/'lete our training at G*+-J,+I-CT AL-.
This study also eca/e 'ossile through the )hole hearted co#o'eration of /any 'eo'le as
)ell as the )ell)ishers.3e dee/ it as an act of i//ense 'leasure to ac&no)ledge the/ here.
4irst and fore/ost )e )ould li&e to than& our res'ected +ean Dr M+, $pta and 5ead of
+e'art/ent Dr. Deepa $pta for gi0ing us o''ortunity to do u//er Internshi' Training in
Godre.
econdly, 3e )ould li&e to e1'ress our heartfelt gratitude to Mr. #.# A$ARWA% -
NI%ADARI. S. CHATTEREE- /AN*A CHI*ARA an ARIITA M0*HEREE of
G*+-J +I-CT AL- , our guide, for constant guidance and suggestions.
Thirdly, I a/ also dee'ly indeted to /y class/ate fro/ College, )hose hel', sti/ulating
suggestion and encourage/ent hel'ed in all the ti/e of research and in co/'letion of 'roect.
Lastly, 3e also ac&no)ledge the constant su''ort of our 'arents and our friends.
Date :
/,ace:
Yasmeen Fatima
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CONTENTS:
• I6T*+7CTI*6
• 8*4IL- *4 *GA6IATI*6
• C*6C-8T7AL 9 T5-*ITICAL BACG*76+
• M*+-L +-:-L*8M-6T A6+ +-:-L*8M-6T
5Y8*T5-I• ACTI:ITI- 8-4*M-+ +7I6G --AC5
• J*B +-IG6
• -7M-
• +AILY :IIT -8*T
• +ATA A6ALYI A6+ I6T-8-TATI*6
• 4I6+I6G
•C*6CL7I*6
• 7G-I*6
• A88-6+I;
•
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CHA/TER 1:
Introction To T'e
St2.
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A#O0T THE ST0DY
I a/ Yas/een 4ati/a of MBA has underta&en this study as it is a 'art of 7ttar 8radesh
technical uni0ersity syllaus. I started )ith the deciding of the 'roect title and thenfor/ulating all the oecti0es for /y study. I considered /y study for G*+-J 9 B*YC-
MA674ACT7I6G C* LT+ . I co0ered the area of outh +elhi and Greater 6oida for
fulfilling /y 'roect re I6+IA..
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The findings are confined only to this co/'any )hich cannot e generali?ed to any other
co/'anies.
1.5 RESEARCH METHODO%O$Y
It refers not only to the research /ethods ut also to the logic ehind the /ethods used in a
gi0en research study. esearch is closely related to finding, selecting, structuring and sol0ing
'role/. The research )as done on the ourcing and ecruit/ent for sales e1ecuti0e in +elhi
city. The data )as collected through
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90ESTIONAIRRE METHOD
The /aor /oti0e of ta&ing this /ethod )as that it co0ers large 'o'ulation at a ti/e. *ne can
ha0e direct contact )ith the res'ondents. The
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1.; SAM/%E SI
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CHA/TER 8:
/ro(i,e O( t'e
Or!ani=ation.
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THE $ODRE $RO0/
-stalished in !FH, the Godre Grou' has its roots in Indias )adeshi /o0e/ent. *ur
founder, Ardeshir Godre, la)yer#turned#serial entre'reneur failed )ith a fe) usinesses,
efore he struc& gold )ith the loc&s usiness that you &no) today. *ne of India@s /ost
trusted rands, )ith re0enues of 7+ ".! illion, Godre enoys the 'atronage of o0er $
/illion Indians across our consu/er goods, real estate, a''liances, agri and /any other
usinesses. You thin& of Godre as such an integral 'art of India that you /ay e sur'rised
to &no) that o0er 2> 'er cent of our usiness is done o0erseas.
3e 'ro/ise Godreites a culture of tough lo0e ta&e serious ets on the/ and differentiate
asis 'erfor/ance. 3e also understand that our tea/ /e/ers 'lay /ulti#faceted roles and
so, )e strongly encourage the/ to e1'lore their )hole sel0es. *ur can0as is gro)ing. In fact,
our :ision for 22 is to e ! ti/es the si?e )e )ere in 2!. 3e truly elie0e that )hile
our a/a?ing 'ast distinguishes us, )e are only as good as )hat )e do ne1t.
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In conunction )ith our 0ision for righter li0ing for all our sta&eholders, )e ha0e
de0elo'ed a long#ter/ 0ision for 'laying our 'art in creating a /ore inclusi0e and greener
India. 3e ha0e na/ed this the Good 9 Green 0ision. By 22 )e as'ire to do the
follo)ingE
1. Ensrin! emp,o2a>i,it2
India has $ /illion 'eo'le elo) the age of 2> out of )hich only F /illion (!K% are
e/'loyale. The effort is going to e on s&illing these 'eo'le such that they eco/e
e/'loyale.
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Or $oa,: To train ! /illion rural and uran youth in s&illed e/'loy/ent to increase their
)age earning 'otential.
8. Creatin! a !reener Inia
In order for our usinesses to truly eco/e sustainale, efforts )ill e focused on creating
caron neutral, ?ero )aste, )ater 'ositi0e and energy efficient usinesses.
Or $oa,: To eco/e caron neutral and )ater 'ositi0e, achie0e ?ero )aste to landfill,
reduce s'ecific energy consu/'tion and increase our rene)ale energy sources.
The Godre Grou' has already een )or&ing on these goals as )e are signatories to the CII
code for Mission of ustainale Gro)th (MG% )hich is a !#'oint 'rogra/ for
ecologically sustainale usiness gro)th.
3. Inno?atin! (or !oo @ !reen procts
A good 'roductD ser0ice is that )hich addresses a critical issue for 'eo'le li0ing elo) the
'o0erty line. The issue could e related to health, hygiene, )ater, sanitation, housing,
education or li0elihoods.
A green 'roduct D ser0ice is that )hich reduces energy, )ater or /aterial consu/'tion y
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2, G5G e/issions y 2, eli/inates to1ic /aterials or uses ! recyclale,
rene)ale and D or natural /aterial.
Or $oa,: To ha0e a third of our 'ortfolio re0enues co/'rise good andDor green 'roducts
and ser0ices defined as 'roducts that are en0iron/entally su'erior or address a critical
social issue (e.g., health, sanitation, disease 're0ention% for consu/ers at the otto/ of the
inco/e 'yra/id.
$ODRE :INDIA C0%T0RE %A#
The Godre India Culture La is a fluid e1'eri/ental s'ace
that cross#'ollinates ideas and 'eo'le to e1'lore )hat it
/eans to e /odern and Indian. 3e are ased in :i&hroli,
Mu/ai, at the Godre head
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8ar/eshhahani, the founder of the La says, India is an
i/'ortant )orld 'o)er. Its conte/'orary culture needs to e
chronicled, a/'lified and deated across interdisci'linary
silos. 5o'efully the con0ersations that )e enale )ill lead to
insights, connections and serendi'itous collaorations a/ong
its 'artici'ants.N
The La@s interactions ta&e the sha'e of curated e0ents of different si?es, /ost of )hich are
held )ithin the Godre ca/'us in :i&hroli and are free and o'en to attend for all Godre
e/'loyees as )ell as /e/ers of the general 'ulic (:8 is re
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reality ga/es, and /uch /ore set in a $, s
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no) called 8iroshanagar in the suurs of Mu/ai, )here the Godre Grou' has its
head
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#OARD OF DIRECTORS :
ams'2 $orej
Ja/shyd Godre is the Chair/an of the Board of Godre 9 Boyce Mfg. Co. Ltd. 5e
graduated in Mechanical -ngineering fro/ Illinois Institute of Technology, 7A. 5e is the
Chair/an of As'en Institute India.
Ai $orej
Adi Godre is Chair/an of the Godre Grou'. The Godre Grou' is /ainly 'ri0ately held,
an o0er ! year#old fa/ily conglo/erate, )ith o'erations in India and se0eral other
countries.
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Nair $orej
6adir Godre is the Managing +irector of Godre Industries and Chair/an, Godre
Agro0et. 5e is also a +irector of nu/erous fir/s including Godre 9 Boyce, Godre 4oods
and Godre Consu/er 8roducts.
*a?as /eti!ara
=a0as 8etigara is a Che/ical Consultant and a usiness/an. 5e is the Managing 8artner
of citech Cor'oration. 5e has een associated )ith che/ical and allied usiness acti0ities
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in India and aroad for /any years.
ija2 Cris'na
:iay Crishna is the -1ecuti0e +irector of La)&i/ Motors Grou'. 5e oined La)&i/ Ltd,
a an&ru't light engineering co/'any ta&en o0er y the Godre Grou' at the ehest of
6.8. Godre in !HH after eight years of /anage/ent e1'erience in =ol&ata.
/'iro=e %am
8hiro?e La/ is the -1ecuti0e +irector 9 8resident of the Co/'any and has een
associated )ith the Co/'any since !H>. 8rior to oining Godre, he )as a 'artner in the
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olicitors fir/ of 8ayne 9 Co.
*2amas/a,ia
=ya/as8alia is the -1ecuti0e +irector (4inance% of the Co/'any and has een associated
)ith the Co/'any since !H. 5e holds a Master@s +egree in Co//erce and a +i'lo/a in
Managerial Accounting fro/ the Mu/ai 7ni0ersity, and a 8h.+. in Business
Ad/inistration fro/ the *&laho/a tate 7ni0ersity, 7A.
/raip S'a'
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8radi' hah started IndAsia, a cor'orate finance and 'ri0ate e
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Anil :er/a is the -1ecuti0e +irector (8ersonnel 9 Ad/inistration% of the Co/'any and
has een associated )ith the Co/'any since !FK. 5e is an -ngineering graduate and has
an MBA fro/ the 'restigious Indian Institute of Manage/ent, Ah/edaad.
Na?ro=e $orej
6a0ro?e directs strategy and inno0ation at Godre 9 Boyce, India. 5is elief that the
inno0ation 'rocess can e used for identifying hidden o''ortunities )hich can a/eliorate
the li0es of 'eo'le in unforeseeale )ays led hi/ to set u' the Inno0ation Centre at Godre
9 Boyce.
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*e+iE,a?ia
Mr. =e&i-la0ia is a Chartered Accountant in 8ulic 8ractice. 5e retired as a enior 8artner
of MDs. =alyani)alla9Mistry# Chartered Accountants. 5e )as associated )ith this fir/
for /ore than " years and )as also a 'artner of . . Batlioi9 Co# Chartered
Accountants, for a rief 'eriod
Godre Industries
Indias leading /anufacturer of oleoche/icals /a&ing /ore than a hundred che/icals for
use in o0er t)o do?en industries. Its 'roducts also include edile oils, 0anas'ati and a&ery
fats.
Godre 8ro'erties
*ne of India@s leading real estate de0elo'/ent co/'anies focusing on residential,
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co//ercial and to)nshi' de0elo'/ent.
Godre Consu/er 8roducts
A /aor 'layer in the Indian 4MCG /ar&et )ith leadershi' in 'ersonal care, hair care,
household care and faric care seg/ents.
Godre Agro0et
+i0ersified agriusiness co/'any )ith interests in ani/al feed, oil 'al/ 'lantations, agro
che/icals and 'oultry. It is india@s largest ani/al feed co/'any.
Godre 6atures Bas&et
Godre 6atures Bas&et, a retail 0enture under Godre Industries Ltd, is today Indias
fore/ost retail destination for fine and gour/et foods and e0erages fro/ across the )orld.
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http://www.godrejcp.com/http://www.godrejagrovet.com/http://www.naturesbasket.co.in/http://www.godrejcp.com/http://www.godrejagrovet.com/http://www.naturesbasket.co.in/
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tarted in 2> as a single fresh food store, it has today /or'hed into a /uch ad/ired chain
of 're/iu/ Gour/et tores strategically located at high street locations in Mu/ai,
+elhiD6C, 8une, 5yderaad and Bangalore.
Ot'er Companies
Godre Infotech
Godre -facec Auto/ation 9 ootics
Geo/etric
International *'erations
/ROD0CTS OF $ODRE AND #OYCE MF$ CO %TD
Re(ri!erator
• 4rost 4ree
•
+irect Cool
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http://www.godrejinfotech.com/http://www.godrejefacec.com/http://www.geometricglobal.com/http://www.godrej.com/godrej/godrej/international.aspx?id=1&menuid=1163http://www.godrejappliances.com/GodrejAppliances/product.aspx?id=6&menuid=346&catid=91&subcatid=0&subsubcatid=0http://www.godrejappliances.com/GodrejAppliances/product.aspx?id=6&menuid=346&catid=91&subcatid=117&subsubcatid=0http://www.godrejappliances.com/GodrejAppliances/product.aspx?id=6&menuid=346&catid=91&subcatid=124&subsubcatid=0http://www.godrejinfotech.com/http://www.godrejefacec.com/http://www.geometricglobal.com/http://www.godrej.com/godrej/godrej/international.aspx?id=1&menuid=1163http://www.godrejappliances.com/GodrejAppliances/product.aspx?id=6&menuid=346&catid=91&subcatid=0&subsubcatid=0http://www.godrejappliances.com/GodrejAppliances/product.aspx?id=6&menuid=346&catid=91&subcatid=117&subsubcatid=0http://www.godrejappliances.com/GodrejAppliances/product.aspx?id=6&menuid=346&catid=91&subcatid=124&subsubcatid=0
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•
Air Conitioner
• 3indo) AC
• 'lit AC
•
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•
Was'in! Mac'ine
• 4ully Auto/atic
•
e/i Auto/atic•
MicroBa?e O?ens
• Con0ection
• Grill 9 Co/ination
•
olo GODREJ
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•
•
Meica, Re(ri!erators
Ot'er procts o( !orej
Frnitre
4urniture for
ho/e, office,
educational
institutions,
estalish/ents,
las, hos'itals,
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shi'yard...
FMC$ Rea, Estate
esidential,
co//ercial
and to)nshi'
de0elo'/ents.
A!ri
Ani/al feed,
oil 'al/
'lantations,
agroche/ical
s and 'oultry.
A So,tions
+is'lay
solutions, audio
0ideo
conferencing
solutions,
electronic co'y
oards.
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#atteries
Godre andG8 Batteries
offer a range
of ?inc
chloride,
al&aline 9
rechargeale
atteries and a
range of
chargers.
C'emica,s
*leoche/icalsand surfactants.
Constrction
:ariety of
construction
ser0ices li&e
E,ectrica,s an
E,ectronics
Industrial
auto/ation,
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real estate
de0elo'/ent,
ready /i1
concrete,
horticulture
and en0iro#
tech.
'o)er
distriution,
co/'ressed air
solutions 9
green usiness
co//issioning.
IT @
So(tBare
So,tions
olutions for
engineering
and ser0ice
industry.
%oc+s
Loc&ing
solutions for
different
security needs
to ensure
o'ti/u/
safety.o/e of
the )ell &no)n
rand...
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Materia,
Han,in!
Counter
alance
truc&s,
for&lift
truc&s, tyre
handlers, all
terrain truc&s,
attach/ents
and
accessories.
Motors
'eciali?ed
custo/ uilt
co/'ressor
/otors.
Caliration 9
Ins'ection
er0ices (I*
!H2> accre...
/recision
En!ineerin!
Critical
custo/#uilt
'recision
engineering
Aerospace
Machining 9
farication,
heat 9 surface
treat/ent,
asse/ly, GODREJ
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e
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Stora!e
So,tions
3arehousing
solutions,
auto/ation
and
consulting.
Too,in!
+ie casting
dies, 'ress
tools, s'ecial
'ur'ose
/achines and
engineering
ser0ices.
enin!
5igh
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esearch sho)s so/e of the /ost 'o'ular reasons )hy co/'anies choose direct sales .
+irect sales is a good )ay to o)n a usiness thus catering to gainful self e/'loy/ent.
3o/en e/'o)er/ent and 'oint of 'urchase
Con0enience to custo/er
+irect sales offers fle1ile )or& schedules
+irect sales is a good )ay to earn e1tra inco/e
+irect sales is a /ediu/ to attract custo/ers through attracti0e sche/es and 'rices.
+irect selling is the sale of a consu/er 'roduct or ser0ice, 'erson#to#'erson, a)ay fro/ a
fi1ed retail location, /ar&eted through inde'endent sales re'resentati0es )ho are so/eti/es
also referred to as consultants, distriutors or other titles. +irect sellers are not e/'loyees of
the co/'any. They are inde'endent contractors )ho /ar&et and sell the 'roducts or ser0ices
of a co/'any in return for a co//ission on those sales.
*rders are usually 'laced in 'erson or 0ia the consultant@s 3e 'age. o/eti/es the 'hone is
used to 'lace orders or reorders, ut only aout !2 of sales ta&e 'lace this )ay. 5o/e
sho''ing 'arties are the /ost )idely recogni?ed sales /ethod, )here friends, fa/ily or
ac
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)orld. Many 'eo'le thin& of cos/etics, )ellness 'roducts and ho/e dQcor as 'roducts that
are often sold through direct sales, ut add to that countless other 'roduct categories
including &itchen 'roducts, e)elry, clothing, organic gardening su''lies, s'a 'roducts,
scra'oo&ing su''lies, ruer sta/'s and /uch, /uch /ore.
+irect selling should not e confused )ith other ty'es of sales that ta&e 'lace a)ay fro/ a
fi1ed retail location such as /aga?ine sales, ho/e re'air ser0ices, tele/ar&eting,
)holesaling, real estate sales, or )orfro/#ho/e usinesses such as en0elo'e stuffing or
'roduct asse/ly.
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CHA/TER 3:
Concepta, Or
T'eoretica,
#ac+!ron
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SO0RCIN$:
ourcing is the 'rocess of finding resu/es )ithin the recruit/ent 'rocess. ecruiters, oth
third 'arty and cor'orate, need to find
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'rofessionalsthat concentrate only on the initial 'rocure/ent of candidates.
The sourcers then hand off the candidates to a different de'art/ent of tea/ of recruiters
)hich handle
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candidates 'roducti0ely, an e1'erienced sourcing 'rofessional &no)s the est 'laces to loo&
for great talent and the &ind of e1'erience to loo& for in indi0idual resu/es.
HoBe?er- sorcin! is a,so more t'an specia,i=e resme searc' an caniate name
!eneration. ourcing is also an integral 'art of any co/'any@s o0erall hiring and talent
ac
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understand. In /any cases, the sourcing tea/ /ight e local to the actual hiring effort, and
then send
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SO0RCIN$ RESO0RCES
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Amon! ,ar!er emp,o2ers- t'e resme searc' aspect o( t'e recritment process is
sometimes
e,e!ate to specia,i=e recriters. Sorcin! pro(essiona,s specia,i=e in (inin! resmes
t'ro!' on,ine recritin! an a?ance se o( searc' en!ines.
Tenured sourcers also add 0alue to organi?ations y uilding co/'etiti0e intelligence,
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creating lists for future hiring, generating referrals, and /a''ing out local and industry hiring
de/and and co/'ensation. Additionally, sourcing 'rofessionals )ill often consult )ith
e/'loyers to reduce recruit/ent costs and design and i/'le/ent efficient recruit/ent
tactics.
Sorcin! re(ers to (inin! jo> caniates t'ro!' se o( recritin! tec'nies. T'e
critica, step o( isco?erin! caniates is per(orme >2 eit'er an interna, recriter-
a!enc2- or a esi!nate sorcin! pro(essiona, &re(erre to as a sorcer).
Candidate sourcing acti0ity usually ends )hen all of the infor/ation for a 'otential e/'loyee
is recei0ed y the candidate sourcer. To further de0elo' 'otential e/'loyees, co/'anies )ill
so/eti/es ha0e a second 'erson contact the 'eo'le on the list to 're#screen the candidate
ased on the o re
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Career>i,er an Inee. NetBor+in! is a primar2 too, o( an a!!ressi?e recriter
eac'
contact s'o, >e consiere a netBor+ noe t'at ,in+s a netBor+ o( re,ate contacts.
ourcing 'rofessionals use one contact as le0erage to disco0er the list of related industry
contacts. By doing this, sourcers generate large lists of 'otential candidates for )hich to
further 'rofile and inter0ie).
Sorcin! is a ta,ent mana!ement iscip,ine B'ic' is (ocse on t'e ienti(ication-
assessment an en!a!ement o( s+i,,e Bor+er caniates t'ro!' proacti?e recritin!
tec'nies. /ro(essiona,s specia,i=in! in sorcin! are +noBn primari,2 as Sorcers >t
a,so Internet Recriters- Recritin! Researc'ers or Ta,ent Scots.
The actual act of sourcing for candidates is 'erfor/ed y either a recruiter (e it an internal
cor'orate recruiter or agency recruiter% or a dedicated recruiter ust focused on the sourcing
function. The definition of sourcing needs to e clearly defined y )hat it is, as /uch as )hat
it is not. Candidate sourcing acti0ity ty'ically ends once the na/e, o title, o function and
contact infor/ation for the 'otential candidate is deter/ined y the candidate sourcer. To
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generatorN or Ntele'hone na/es sourcerN generally a''lies to the utili?ation of 'ri/ary
sourcing techni
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loo&ing for o o''ortunities ('assi0e candidates% or % candidates )ho are acti0ely searching
for o o''ortunities (acti0e candidates%, though the industry also recogni?es the e1istence of
acti0e candidate sourcing using candidate dataases, o oards and the li&e.
Though there has een /uch deate )ithin the staffing co//unity as to ho) to accurately
define an Nacti0e candidateN 0ersus a N'assi0e candidate,N ty'ically either ter/ is irrele0ant to
a candidate sourcer as the status of any 'articular candidate can change fro/ /o/ent to
/o/ent or )ith a si/'le 'hone call fro/ a recruiter that ha''ens to 'resent a o
o''ortunity.
The status of eing an Nacti0eN or N'assi0eN candidate is fluid and changes de'ending on the
circu/stances, including the 'osition eing offered.
Acti0ities related to sourcing in recruiting can also e categori?ed into N'ush acti0itiesN and
N'ull acti0ities.N /s' acti?ities are acti0ities underta&en to reach out to the target audience.
This generally includes headhunting, 5TML /ailers, referral follo)#u's, etc.
/,, acti?ities are acti0ities that result in a''licants co/ing to &no) of an o''ortunity on
their o)n. 8ull acti0ities /ay include the follo)ingE ad0ertising on a /icrosite )ith a
registration 'rocess (this /a&es search engines inde1 the ad%, ad0ertising (in ne)s'a'ers, onGODREJ
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cale T:, through flyersDleaflets, etc.%, 'osting a o in o 'ortals, etc.
In su//ary, a 'ush acti0ity is a&in to a direct /ar&eting acti0ity, )hereas 'ull acti0ities are
/ore indirect /ar&eting of the sa/e conce't. Both ideally result in a''licants eco/ing
interested and the interest triggering a res'onse (a''lying, referring, calling, sending an M,
etc.%. These action triggers are also so/eti/es referred to as Ca,, To Action &CTA) ste's.
/ROACTIE TECHNI90ES
Using Boolean operators on a!or sear"# engine sites
$Google% &i'e("o% )a#oo*% et"(+ to
i,enti-. potential "an,i,ates /#o ig#t eet t#e "riteria o- t#e position to
e lle,
ase, on targete, e./or,s( Eaple string in Google P "onsltant
$rese :;
"rri"l 'itae<
earching for candidates in o oard resu/e dataases using &ey)ords related to the
'osition re
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net)or&ing tools and sites such as Lin&edIn.
•
•
• N8hone sourcingN or cold calling into co/'anies that /ight contain indi0iduals that
• /atch the &ey re
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researchers, etc.%, )hich is a co//on s&illset )ithin the field of co/'etiti0e intelligence.
e0eral recruiters can rely on the sa/e sourcer to generate leads and fill their 'i'elines )ith
're#screened or 're#
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use. Acisorcin! is a so,tion (or companies t'at are intereste in aci'irin!. There
is a school of thought that as de/and increases for talent (es'ecially technical talent% it
eco/es harder and harder to recruit (ac
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ADANCED CANDIDATE SO0RCIN$:
WHAT ARE THE /ROCESSES FOR CANDIDATE SO0RCIN$G
ourcing in recruit/ent refers to the identification and unco0ering of candidates through
'roacti0e recruiting /ethodologies. Talent sourcing strategies are for/ulated to fit a certain
industry and targeted 'rofiles so that the est candidates fro/ oth acti0e and 'assi0e talent
'ools )ill e found. A successful talent sourcing strategy needs a fe) ingredientsE dedicated
sourcing resources, sourcing e1'ertise and a su''orting technology.
The first ste' in candidates sourcing is to identify a nu/er of 'otential candidates for an
o'en 'osition. 6o)adays recruiters are also using social net)or&s to identify candidates.
This a''roach is li/ited ecause their )or& is not entirely dedicated to candidates sourcing.
*nly a fe) co/'anies ha0e recruit/ent de'art/ents )ith a dedicated sourcing function )ith
the focus, training and e1'ertise to source effecti0ely # And those that do ha0e a 0ery li/ited
ca'acity.
At erendi )e regard the sourcing function as success critical and that is )hy )e
ha0e a ratio of 2E! # t)o sourcing consultants to su''ort one recruit/ent consultant.
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A 'rofessional talent sourcing strategy i/'lies that all niches and candidate channels on the
)e are searched for 'otential candidates. This /eans to contact and net)or& e1tensi0ely and
co/'rehensi0ely )ith all a''ro'riate 'rofiles, to le0erage 'rofessional net)or&ing sites and
sources li&e Lin&edIn, ;ing, :iadeo and T)itter and social net)or&ing sites and sources li&e
4aceoo& and My'ace. earching these sites and the o'en )e can e difficult and /ost
search strings )hen )ritten are not )ell designed resulting in hundreds of results # so the
&no)ledge of ho) to uild the right search strings is essential.
*nce the 'i'eline of candidates has een uilt they need to e contacted. This re
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Is it )orth all the effortP +efinitely yesS 6ot only is the 'ool of 'otential candidates /uch
igger )ith 'assi0e candidates, ut )e increase the li&elihood of identifying /ore to' talent
)ho )ould ne0er e found through traditional sources li&e o oards.
And )ith an increased talent 'i'eline o'en 'ositions can get closed faster, )hich
significantly reduces the ti/e to hire.
5o)e0er to &ee' talent sourcing efficient and cost effecti0e 'rofessional setu', technology
and e1'erience are needed.
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Caniate Sorcin! #est /ractices
I fir/ly elie0e that candidate identification is the /ost critical ste' in the
talent.ac
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a1e. Araha/ Lincoln
That@s eco/e one of /y fa0orite
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You should al)ays ta&e ti/e to analy?e your search criteria to assess the 'ossiility that your
search ter/s /ay not find all
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3: DO NOT R0N OER%Y $ENERIC#ASIC SEARCHES:
If you run generic searches )ith 'erha's one title and a cou'le of asic &ey)ords you@ll e
sure to get corres'ondingly generic and asic results. I@0e heard /any a recruiter co/'lain
aout getting too /any results. 8eo'le /a&ing this /ista&e un&no)ingly increase the si?e
of the 5idden Talent 8ool of candidates they don@t find.
+on@t rely solely or hea0ily on title#ased searches. 6ot all co/'anies use the sa/e titles for
the sa/e roles and res'onsiilities so /a&ing this /ista&e contriutes to you 'o'ulating
5idden Talent 8ools )ith e0ery candidate that /atches your hiring 'rofile or o order ut
has a title that you didn@t thin& of and include in your search. ee est 'ractice ! ao0e.
+on@t rely solely on using s&illDtech ter/s (e.g., Ja0a, *racle, Accounts 8ayale, *;, etc.%
)hen creating your Boolean search strings. Technical ter/s such as 'rogra//ing languages,
o'erating syste/s, and dataases )ill only gi0e you results of 'eo'le )ho /ention those
ter/s in their resu/es. Mentioning u?? )ords does not i/'ly any degree of res'onsiility or
ca'aility.
The /ost effecti0e searches reach eyond s&illDtechnology ter/ /atching and into the real/
of se/antic search y include res'onsiility ter/s (ad/inister, configure, create, /anage,
reconcile, coordinate, design, etc.% and en0iron/ental ter/s (enter'rise, hostU, etc.% )here
a''licale. This is the first ste' in /o0ing eyond si/'le u??#)ord ingo.
: SEE EACH RES0ME AS MORE THAN A /OTENTIA% MATCH FOR THE
/OSITION YO0RE WOR*IN$ ON :
Any source of candidates you ha0e access to can e le0eraged in /uch the sa/e )ay as
Lin&edIn can e0ery 'erson is actually a conduit to a larger net)or& of 'eo'le. o e0en if a
'articular resu/e or social /edia 'rofile you@re re0ie)ing doesn@t a''ear to e an ideal
/atch they actually /ight e (see K ao0e%, and they /ay &no) so/eone )ho is.
If you find yourself scanning a search result that a''ears to e under# or o0er#
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e a)are that 'eo'le )ho are in fact too unior or too senior for your current needs /ight fit
future needs. Additionally, 'eo'le )ho are either too unior or too senior for a 'articular
'osition /ight )or& )ith or &no) so/eone )ho is an e1act /atch.
4: R0N M0%TI/%E SEARCHES ACROSS M0%TI/%E SO0RCES:
6o) /atter ho) strong your sourcing s&ills are or ho) /any ti/es you@0e recruited for the
sa/e 'osition, you should al)ays run /ulti'le searches. It@s i/'ossile for one Boolean
search to find all
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/y o)n dataase on on a o oard, and once I /ade contact, they e1'lained they )ere ust
chec&ing to see )hat@s out there. +oesn@t sound too acti0e to /eS
Also, ust ecause a resu/e is K#$R /onths old you ha0e 6* idea )hat their o search
status is. You cannot safely assu/e they are not loo&ing and are off the /ar&et.
They could eE
!. till 'assi0ely loo&ing, ha0ing not found the right /atch yet.
2. A0ailale ecause they are finishing u' a contract 'osition they too& K#$ /onths ago.
K. In a ne) 'osition, ut e1tre/ely unha''y ecause it@s nothing li&e they )ere led to
elie0e it )ould e.
". In a ne) 'osition, ut their a% oss is lea0ing, % 'osition is in eo'ardy due to layoffs,
c% di0ision is eing ac R days old.
And /ost 'eo'le don@t call the/.
6: DONT #E A SO0RCIN$ SNO# :
+es'ite 'o'ular o'inion to the contrary, o oard resu/e dataases are not filled )ith
des'erate, lo)
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course not. Just ecause Y*7 didn@t catch the fish you )ere loo&ing for, it doesn@t /ean they
)eren@t there to e caught.
And if you@re the ty'e )ho elie0es that the o oard resu/e dataases are filled )ith
acti0e candidates, you /ight e sur'rised to &no) that a''ro1i/ately H> of all resu/es
in the /aor o oards resu/e dataases are dated o0er K days old. o/e are 2#"R years
old. Are they still acti0e candidatesP +o you thin& anyone@s calling the/P
+on@t e a sourcing sno. As I 'ointed out in est 'ractice $ your goal should e to find
the BEST 'ossile candidates, regardless of )hat side of the trac&s they li0e on.
7: DONT S0#MIT THE FIRST 8 3 CANDIDATES YO0 FINDS/EA* WITH :
ound cra?yP I can hear so/eone as&ing, 3hy shouldn@t I su/it the first candidates I find
that fit the re candidates and then su/it your BEST .
Talent selection ased on 4I4* /ethods is li&e a single 'erson )al&ing into a ar and lea0ing
)ith the first 'erson that s'ea&s to the/. There is no selection.
You sa) it here first. Thin& aout it.
;: SEE* TO CONTIN0A%%Y IM/ROE YO0R CANDIDATE SO0RCIN$ S*I%%S
As a sourcingDrecruiting 'rofessional, one of your goals should e to get etter at )hat you do
on a daily asis. 6ot ust /eeting your oecti0es and =8I@s ut actually i/'ro0ing your
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sourcing and recruiting s&ills and aility.
As a sourcerDrecruiter, you can 'erfor/ delierate 'ractice, )hich is s'ecifically designed to
i/'ro0e 'erfor/ance y getting you out of your co/fort ?one and continually stretching you
ust eyond your current aility. -0er hear the cliche of, If you@re not getting etter, you@re
getting )orseP
7nfortunately, )hen /ost 'eo'le 'ractice on the o, they are ust doing )hat they@0e
al)ays done, going through the sa/e old /otions )hich does nothing
to improve 'erfor/ance. 7nli&e /any 'rofessional athletes, /ost usiness 'rofessionals
(including sourcers and recruiters% do not go to )or& e0ery day s'ecifically trying to get
etter at )hat they do. It@s so/ething /any 'eo'le /ay tal& aout, ut 0ery fe) 'eo'leactually do.
Be one of those fe).
1: S/END 7J OF YO0R SO0RCIN$ TIME 0SIN$ HI$HYIE%D SO0RCES:
3hy s'end a lot of ti/e trying to s
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found else)here and entered inS And )hen it co/es to finding candidates on the Internet 0s.
the o oard resu/e dataases, see these t)o articles for an eye#o'ening a''les#to#a''les
co/'arison of Monster 0s. Google search results, see Monster 0s. Google ound
! and ound 2. 4acts are facts, fol&s.
5igh yield sources of candidates are ! 5ighly earchale, and 2 +ee' on candidate data. *f
the social net)or&ing sites out there, Lin&edIn is the /ost searchale and has the dee'est
candidate data, and you don@t need /ore than a free account to le0erage it li&e a roc& star .
Also if you ha0e access to any of the /aor o oards they ha0e highly effecti0e search
ca'aility, actually ha0e a larger 'ercentage of 'assi0e o see&ers than acti0e, and they
ha0e so/e fantastic candidates see est 'ractices $ and H.
RECR0ITMENTK
ecruit/ent is a 'ositi0e 'rocess of searching for 'ros'ecti0e e/'loyees and sti/ulating
the/ to a''ly for the os in the organisation. 3hen /ore 'ersons a''ly for os then there
)ill e a sco'e for recruiting etter 'ersons.
The o#see&ers too, on the other hand, are in search of organisations offering the/
e/'loy/ent. ecruit/ent is a lin&age acti0ity ringing together those )ith os and those
see&ing os. In si/'le )ords, the ter/ recruit/ent refers to disco0ering the source fro/
)here 'otential e/'loyees /ay e selected. The scientific recruit/ent 'rocess leads to higher
'roducti0ity, etter )ages, high /orale, reduction in laour turno0er and enhanced
re'utation. It sti/ulates 'eo'le to a''ly for os hence it is a 'ositi0e 'rocess.
ecruit/ent is concerned )ith reaching out, attracting, and ensuring a su''ly of
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De(inition:
According to -d)in B. 4li''o, It is a 'rocess of searching for 'ros'ecti0e e/'loyees and
sti/ulating and encouraging the/ to a''ly for os in an organisation. 5e further elaorates
it, ter/ing it oth negati0e and 'ositi0e.
5e says, It is often ter/ed 'ositi0e in that it sti/ulates 'eo'le to a''ly for os, to increase
the hiring ratio, i.e. the nu/er of a''licants for a o. election, on the other hand, tends to
e negati0e ecause it reects a good nu/er of those )ho a''ly, lea0ing only the est to e
hired.
In the )ords of +ale Yoder, ecruit/ent is the 'rocess to disco0er the sources of /an'o)er
to /eet the re
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attracti0e salaries, 'ro'er facilities for de0elo'/ent, etc.
(i0% The ne1t stage in this 'rocess is to sti/ulate as /any candidates as 'ossile to a''ly for
os. In order to select a est 'erson, there is a need to attract /ore candidates.
FACTORS INF%0ENCIN$ RECR0ITMENT:
All enter'rises, ig or s/all, ha0e to engage the/sel0es in recruit/ent of 'ersons. A nu/er
of factors influence this 'rocess.
Some O( T'e Main Factors Are #ein! Discsse #e,oB:
1. Si=e o( t'e Enterprise:
The nu/er of 'ersons to e recruited )ill de'end u'on the si?e of an enter'rise. A ig
enter'rise re
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8. Emp,o2ment Conitions:
The e/'loy/ent conditions in an econo/y greatly affect recruit/ent 'rocess. In under#
de0elo'ed econo/ies, e/'loy/ent o''ortunities are li/ited and there is no dearth of
'ros'ecti0e candidates. At the sa/e ti/e suitale candidates /ay not e a0ailale ecause of
lac& of educational and technical facilities. If the a0ailaility of 'ersons is /ore, then
selection fro/ large nu/er eco/es easy. *n the other hand, if there is a shortage of
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In situations )here /ulti'le ne) os are created and recruited for the first ti/e, or the nature
of a o has sustantially changed, a o analysis /ight e underta&en to docu/ent
the &no)ledge, s&ills, ailities and other characteristics (=A*s% re
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contact and screen.
3. SCREENIN$ AND SE%ECTION
ecruiters ty'ically assess suitaility for a o y loo&ing for a candidate )ith the =A*s
(see ao0e% desirale for that o. They deter/ine these 0ia one or /ore ofE
• creening rQsu/Qs or curriculu/ 0itae (C:s%
•
• Jo a''lications
•
• Biogra'hical infor/ation lan&s Vassess/ents that as& for a /ore e1tensi0e
•
• ac&ground than a''lications
RECR0ITMENT /ROCED0RE:
Before going to recruit/ent, careful study is needed aout os )hich are to e &e't under
recruit/ent. Careful study is nothing ut doing Jo analysis )hich is other)ise called as
collection of e0ery infor/ation aout the o so as to figure out e1act candidate needed to
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https://en.wikipedia.org/wiki/Screening_Resumeshttps://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9https://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9https://en.wikipedia.org/wiki/Curriculum_vitaehttps://en.wikipedia.org/wiki/Curriculum_vitaehttps://en.wikipedia.org/wiki/Application_for_employmenthttps://en.wikipedia.org/w/index.php?title=Biographical_information_blanks&action=edit&redlink=1http://www.whatishumanresource.com/job-analysishttps://en.wikipedia.org/wiki/Screening_Resumeshttps://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9https://en.wikipedia.org/wiki/Curriculum_vitaehttps://en.wikipedia.org/wiki/Application_for_employmenthttps://en.wikipedia.org/w/index.php?title=Biographical_information_blanks&action=edit&redlink=1http://www.whatishumanresource.com/job-analysis
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'erfor/ said o.
5 /anager needs careful attention and should e diligent )hile going for recruit/ent of
hu/an resource, since it gras attention of 'ros'ecti0e e/'loyees at large. 5o)e0er it is not
so easy to find out s&illed 'eo'le. 5ence 0arious tests in selection 'rocess hel's to identify
'otential candidate needed for an organisation.
Co/ing to 'rocedure for recruit/ent, it de'ends on nature and si?e of organisation. But
conce't of recruit/ent is one and sa/e.
ecruit/ent does in 0arious /odes )hich are asically categorised into t)o out of that first
one is internal recruit/ent and e1ternal recruit/ent, )hich are elaorately e1'lained in
detailed elo).
3hate0er the /ode of recruit/ent 'referred y an organisation, it should e clear in )hat
An organisation needs and easily understandale y 'ros'ecti0e e/'loyees at large so as to
a0oid fri0olous and unsolicited a''lications )hich )ill consu/e lot of ti/e for an
organisation to identify the/. 5ence organisation should e clear and thoroughly chec&
efore 'osting recruit/ent
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#asic contents o( Recritment noti(ication
It contains rief aout an organisation )hich is recruiting.
• Contains nu/er of 'ostsDos lying 0acant in an organisation.
• Contains nu/er of os in reser0ed category. (es'ecially in go0ern/ent
organisation
• os are allotted to reser0ed category%.
• Contains infor/ation aout gender needed for the os. (4or e1a/'leE Male
or
fe/ale%
• Contains infor/ation aout educational
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s'ecifications
• needed y a candidate to ha0e
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Interna, Recritment ELterna, Recritment
8ro/otions College recruit/ent
Transfers Co/'etitors and other fir/s
-/'loyee eferrals -/'loy/ent agencies
4or/er -/'loyees Laour unions
etrenched -/'loyees -1ecuti0e search fir/s
8rofessional associations
Internet recruit/ent
Media sources
Basically organi?ations are a0ailale y the t)o /ain sources of recruit/ent )hich
areE Interna, ?s. ELterna, Recritin!
Ad0antages and disad0antages are associated )ith 'ro/oting fro/ )ithin the organi?ation
(internal recruit/ent% and hiring fro/ outside the organi?ation (e1ternal recruit/ent% to fill
o'enings. fro/ )ithin generally is thought to e a 'ositi0e force in re)arding
good )or&, and so/e organi?ations use it )ell indeed. 5o)e0er, if follo)ed e1clusi0ely, it
has the /aor disad0antage of 'er'etuating old )ays of o'erating. In addition, there are e
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The recruit/ent 'rocess egins )hen you &no) you need so/eone ne) in the +e'art/ent,
either ecause an e1isting staff /e/er has left, or ecause there is ne) )or& to e done. It
doesnt finish until after the a''oint/ent has een /ade.
The /ain stages are identified in the elo) flo) chart
T'e 'irin! process is t'e process o( re?ieBin! app,ications- se,ectin! t'e ri!'t
caniates to inter?ieB- testin! caniates- c'oosin! >etBeen caniates to ma+e t'e
'irin! ecision an per(ormin! ?arios preemp,o2ment tests an c'ec+s.
+uring the hiring 'rocess, a hu/an resources /anager )ill use the follo)ing ste's to
deter/ine the est 'ossile fit for the oE
!. e0ie) o a''lications
2. Test candidates
K. Inter0ie) selected candidates
". Choose candidates ased on a 're#deter/ined selection criteria
>. 8erfor/ ac&ground and reference chec&s
$. end selected candidates for a health chec&
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What is the Hiring Process?
In this lesson, )e )ill e1'lore the recruiting 'rocess used y hu/an resource /anagers to
re0ie) a''lications, test and inter0ie) candidates, 'erfor/ reference chec&s and re
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reading each a''lication that is recei0ed to deter/ine )hether the candidate 'ossesses the
s&ills, education, e1'erience or other
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C'oosin! a caniate is done y co/'aring the candidates ac+!ron c'ec+s generally in0ol0es chec&ing a candidates credit
score, cri/inal record, education record and /ilitary record. These chec&s are done to 0erify
that )hat a candidate states on his a''lication is actually true and can e 0erified. If a
candidate does not 'ro0ide truthful infor/ation or lies aout any of the infor/ation he
includes in his a''lication, it is generally grounds to rescind the o offer.
Re(erence c'ec+s generally in0ol0e contacting references, )ho are usually 'rofessional
ac
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According yo /e )ithout effecti0e co//unication s&ill no one )ill co#ordinate )ith us.
A second factor consists of the a''roachaility of the 'eo'le fro/ the res'ecti0e fir/s.
A''roachaility can e defined as the e1tent to )hich 'eo'le of the res'ecti0e fir/s are
easily reachale and )hether their res'onses are ti/ely. Although )e did not retrie0e this
factor in /odels of trust or co//it/ent, it e/erged re'eatedly throughout our inter0ie)s.
3e 'osit that a''roachaility is an antecedent of trust ecause eing a''roachale and
reachale is a concrete e1a/'le of the reliaility and 'redictaility co/'onents that are
essential to &no)ledgeased trust.
A//ROACHA#I%ITY:
Third, 5 /anagers do not rely solely on firsthand e1'erience aout the 0endor@s
trust)orthiness (signaled y the a''roachaility and effecti0e co//unication of 'eo'le at the
5 0endor3e 'osit that 5 /anagers )ill use others@ assess/ent of the fairness of an 5
ser0ice fir/ as an i/'ortant infor/ational ele/ent in assessing the trust)orthiness of 'eo'le
fro/ that fir/
. A stratified (in ter/s of region and industry% rando/ sa/'le of 2 8lace/ent agencies,>
ngos@! 'ri0ate colleges )as dra)n fro/ this list. esearch assistants /ade tele'hone calls to
the de'art/ent of these co/'anies and as&ed )hether they outsourced so/e of their
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CHA/TER :4ACTIITIES
/ERFORMED
D0RIN$
RESEARCH
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FIRST%Y -3e chal&ed out the 'lan y 'rinting detailed Jo +escri'tion of ales
-1ecuti0e Jo in Godre +irect ales. Then )e 0isited so/e of the 8lace/ent
agencies, 6G*s, Colleges of our targeted area ie, *7T5 +-L5I and G-AT-
6*I+A.
SECOND%Y- In our training 'eriod )e )ent so/e of the 8lace/ent Agencies such
as E
1. IID FO0NDATION : 6ot got 'ositi0e res'onse.
8. MAEN WOR*FORCE: Met =o/al /a/ and got 'ositi0e res'onse as she
3. assured that she )ill 'ro0ide candidates soon for ales -1ecuti0e Jo in
. Godre +irect ales.
". SHIA CONS0%TANT : Met hi0a sir , 'ro0ided hi/ all rele0ant
>.
infor/ation and he 'ro0ided t)o candidates for ales -1ecuti0e Jo in Godre +irect
$.
H. ales ut oth )ere reected in inter0ie).
>. ETASHA: Met 75A /a/ and MI6I /a/ , 'ro0ided her all rele0ant
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infor/ation and she 'ro0ided fi0e candidates for ales -1ecuti0e Jo in Godre +irect
ales and all )ere selected.
4. /ERSONE% 0NCTION: In0alid address W.no such 'lace/ent agencies
e1ist here.
)e also 0isited Colleges )hich are as follo)sE
!. AMIA MI%IA 0NIERSITY : 3e got the 'er/ission letter for interacting
2. )ith students of Ja/ia y egistrar as )ell as 8lace/ent *fficer. As a result
)e got 'ositi0e res'onse fro/ the students and three students ca/e for an
inter0ie).
K. SAM#H0 DAYA% CO%%E$E : Gi0en all rele0ant infor/ation ut they )ill
".
>. 'ro0ide candidates in ul& after su//er 0acations.
$. MMH CO%%E$E: They don@t res'ond anything.
H. FM$ CO%%E$E : They )ill infor/ us in fe) days.
F. /IIT CO%%E$E : They )ere not interested in such 'ro'osals.
. $NI#M: They )ere interested and /ay 'ro0ide candidates in ul&.
!. HIMT CO%%E$E : Gi0en all infor/ation and they )ill infor/ us in fe)
days.
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!!. /RIYADARSHNI CO%%E$E : Tal&ed to concern 'erson and he )ill let us
&no) after fe) days.
%AST%Y- 3e also contacted and re/inded all the 8lace/ent agencies, 6G*s,
Colleges to )ho/ )e 0isited till no) in order to 'ro0ide so/e /ore candidates for
sales e1ecuti0e o.
3e uses follo)ing O# DESCRI/TION and INITIA% SCREENIN$ y follo)ing details
gi0en elo) E
DESI$NATION: AL- -;-C7TI:-
Door to Door sales
Tele sales
%OCATION: +elhi 6C
*EY RES0%T AREA: Target Achie0e/ent• 8rofitale Business
• 6o -scalation (Co/'laints )
90A%IFICATION:
Door to Door :12th pass
Tele Sales: 12th pass to raduate
E/ERIENCE:
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"1 #ear
ESSENTIA%S: $ike with %uthentic Dri&ing 'icence
SA%ARY: Delhi:(T("s 112*+ ,(:s-1
S*I%%S RE90IRED:
• .ffecti&e (ommunication skills
• /resenta0le loop .ffecti&e sales skill
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RES0ME
NAME :
FATHERS NAME :
90A%IFICATION:
CONTACT N0M#ER:
ADDRESS:
ACHIEEMENTS - i( an2:
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E/ERIENCE - i( an2:
WHY TO OIN $ODRE DIRECT SA%ESG
CANDIDATES SI$NAT0RE
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%IST OF CANDIDATES WHICH WE SO0RCED:
SR NO. CANDIDATES
NAME
CONTACT
N0M#ER
RES0%T
! 8AC5+-* >>>$H!2HK -J-CT-+
2 6IA A5M-+ FKKH2F"H -J-CT-+
K A6A6+ HFKFH!!$ -J-CT-+
" 6A6+LAL HF2!H">2! -L-CT-+
> Y*G-5 H!H$>22$ -L-CT-+
$ 5I: FHK!2> -L-CT-+
H *67 FF2$HK>$$K -L-CT-+
F AT7L F>F$F" -J-CT-+
+--8A= FF!H$$! -L-CT-+
! :I=A $>""$HK$> -L-CT-+
!! A=A5 H!!!F2>> -L-CT-+
!2 8A+--8 >K"H2>2" -L-CT-+
!K +--8A= H!H"!$>" -L-CT-+
!" A:I >$$$$$>2 -L-CT-+
!> AC5I6 5AMA >K>F2F$$ -L-CT-+!$ 7MA =A6T FF2!FKK> -L-CT-+
!H G*8AL F!F2K2" -L-CT-+
!F **AJ H>K"K$!$ -L-CT-+
The ra'id gro)th of 5 outsourcing e1e/'lifies that for /any organi?ations the decision to
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DE6@RE
>OA@;7A@O?
:O>>@AA>E?A
either /a&e or uy 5 acti0ities s)ings to)ard the latter. 5ence, it is 'i0otal that
researchers also shift their attention fro/ identifying conditions related to the initial
outsourcing decision to 'sychological factors related to the continuity of the 5 outsourcing
relationshi'. This study ta&es a first ste' in this direction y e1a/ining )hich factors are
related to 5 /anagers@ co//it/ent to continue the 5 outsourcing relationshi'. *ur
conce'tual /odel distinguished et)een continuance and affecti0e co//it/ent. These t)o
for/s of co//it/ent are grounded in different theoretical fra/e)or&sV
Name,2- transactioncost economics t'eor2 an socia, eLc'an!e t'eor2- respecti?e,2.
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*ne &ey conclusion of our study )as that 'ositi0e, affecti0e#ased /oti0ations for continuing
the outsourcing relationshi' (i.e., the desire for a relationshi' to continue% )ere related to a
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outsourcing outco/es /ight e that in selection#related ser0ices, 5 /anagers ty'ically
/a&e hu/an ca'ital in0est/ents instead of 'hysical ca'ital in0est/ents.
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C5A8T-E>
+ATA A6ALYI
9I6T-8-TATI*6E
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0NIERSE:
The research )or& )as acco/'lished in Gr. 6oida and outh +elhi.
SAM/%IN$ 0NIT:
The sa/'ling unit )as the colleges,uni0ersities,'lace/ent agencies and coaching institutes
3here )e acco/'lished our /y sourcing and recruit/ent 'rocess.
SAM/%E SI
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t'e or!ani=ationG
S.NO O/INION NO OF
RESIDENT
/ERCENTA$E
1 Yes 14 4J
8 No 6 8J
3 To some eLtent ; 3J
)E
?O
AO O>E EAE?A
K. +irect /ethods of recruit/ent and selection 'ractices are /ost suitaleP
.6* *8-6I*6 6* *4
-8*6+-6T
8-C-6TAG-
! Y- $ >
2 6* K >
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95
5
NO. OF RESPONDENT
)E ?O
". Are you satisfied )ith the 'resent recruit/ent and selection 'rocess for the 'ost of
sales e1ecuti0eP
.6* *8-6I*6 6* *4
-8*6+-6T
8-C-6TAG-
! Y- " >F
2 6* >> "2
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42
58
RESPONDENT
)E ?O
>. +o you thin& the direct recruit/ent and selection 'ractices is
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89
11
RESPONDENT
)E ?O
$. .Are you interested in this sales e1ecuti0e 'ostP
.6* *8-6I*6 6*. *4
-8*6+-6T
8-C-6TAG-
! Y- KF F
2 6* $ 2
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92
8
)E ?O
H. could you easily na0igate the )esite and easily find the a''lication for/P
S.NO O/ENION NO OFRES/ONDENT
/ERCENTA$E
! Y- F F
2 6* 2 2
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80
20
RESPONDENTS
)E ?O
F. .+id you feel that the there )as enough infor/ation in the o 'ac&(ad0ert odescri'tion and and 'erson s'ecificationPto gi0e you a clear of )hat the o entailedP
S.NO *8-6I*6 6* *4
-8*6+-6T
8-C-6TAG-
! Y- H> HF."
2 6* 2 2!.>
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79
21
RESPONDENT
)E ?O
. .+o you read our re)ards and enefitsP
.6* *8-6I*6 6*. *4
8-C-6TAG-
8-C-6TAG-
! Y- K 2
2 6* 2" F
92
8
RESPONENT
)E ?O
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!. .+id this i/'act on your decision to a''ly for a o on godre co.
.6* *8-6I*6 6* *4
-8*6+-6T
8-C-6TAG-
! Y- F
2 6* !F
96
4
)E ?O
!!. +id you attend an inter0ie)P
.6* *8-6I*6 6* *4
-8*6+-6T
8-C-6TAG-
! Y- > $2.>
2 6* K KH.>
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63
38
RESPONDENT
)E ?O
!2. After eing notified of the inter0ie).did u ha0e ade
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FINDIN$S
S0$$ESTIONS
AND
CONC%0SION
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FINDIN$S:
.
• 3e found that sourcing is a est and difficult o for 5 Managers.
• 3e )ere interacted /any ig institutions li&e JAMIA 'lace/ent incharge +r.I5A6
=5A6 7I )ho hel'ed us a lot issued a letter of ca/'us +ri0e )ithout any
difficulties.This institutions can also 'ro0ides est candidates for other 'ost.
• 3e )ere found that /ostly candidate )ho )ere interested in sales e1ecuti0e 'ost
ut they )ere ; 'ass.
• 3e found that /ostly candidate )on@t ale to )or& )ith CTC.
• 3e )ere also found that /ost of the 'lace/ent agencies are fraud li&e 0i0id
foundation and other real agencies )ho )ere deal )ith co.on contract asis.
-tasha society career and de0elo'/ent institute 'ro0ides candidate )ithout any
contract.it is a est ngo )hich hel's 'oor 'eo'le to i/'ro0e their s&ills and enhanced
the ca'aility in 'articular field.
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Through this Ty'e of 6G*s 'ro0ides est candidates in near future.
• 3e )ent to Gr.6oida colleges /ostly colleges deals )ith MBA and B.tech students
.they )ere not interested in sales e1ecuti0e.
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CONC%0SION:
• G*+-J is a )ell re'uted co, in the /ar&et .it )as estalished in !FH y
• A+5-5I G*+-J ,it has /ore than2K ranches and >! sho)roo/.they ha0e
• t)o cor'orates E
• G*+-J I6+7TI- 9A*CIAT-
• G*+-J 9 B*YC- MA674.C* LT+.
• But )e ha0e done our internshi' in +I-CT AL- It@s a 'art of godre 9 oyce
/anuf. Ltd.
• ourcing and ecruit/ent is the est to'ic for our 'roect.
.
• it /eans that inducing and attracting /ore and /ore a''licant to a''ly for o
through 0arious sources li&e internal and e1ternal sources.)e ha0e done
e1ternal sources of recruit/ent li&e done ca/'us dri0e in ig institution li&e
• Ja/ia /ilia,G6IBM,4MG ,M5,ha/hudayal degree college etc.
• 8asting 'a/'hlets on roads,colleges interacting )ith so/e 'lace/ent agencies
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• incharge li&e -TA5A,Te/'etation Ms Mini harga0a,Mr.+i0ya&ant har/a
,interacted )ith 'lace/ent incharge of JAMIA +r. ihan &han uri etc.
• .Its a 0ery ig challenge for us.its too /uch difficult tas& ut )e ha0e learned
• a lot li&e ho) to 're'are a J+,ho) to interact )ith ig institution.ho) to
• 'ersuade candidate for the 'ost of sales e1ecuti0e.
INTERACTED
/ERSONA%ITIES :
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M.I5A6 =5A6 +I:YA=A6T 5AMA
MI MI6I B5AGA:A
S0$$ESTIONHIRIN$ /EO/%E REMAINS ONE OF THE #I$$EST CHA%%EN$ES AND
MYSTERIES FOR START0/S
You can use 0arious ser0ices 'ossile to find 'eo'le through internet sites li&e
lin&edin,google,t)itter,faceoo&,nau&ri.co/,/onster.co/ etc.
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can e0ery result 0ery
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%IMITATIONS
• 3e )ere failed to /et other 'lace/ent agencies due to in0alid address.
• Met == *:--A they deals only laour class 'eo'le.
• o/e 'lace/ent agenciesli&e J-Y :AG5-- I6T-6ATI*6AL LT+.
• they 'ro0ide candidate after signing contract.
• Ta&en out so/e address fro/ google )as in0alid.
• 3ent to a/ia /ilia isla/ia ,got recei0ing ut not ale to /et 'lace/ent incharge.
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• 3ent to 0arious colleges in Gha?iaad and Gr.noida li&e ha/hudayal degree
college,MM5 college,8IIT,4MG grou' of institution. they )ere interested in
'ro0iding students in ul&.
A//ENDI
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/RE/ARIN$ INTERIEW 90ESTION FOR SO0RCIN$ AND
RECR0ITMENT OF CANDIDATE:
-/'loyee selection is the 'rocess of collecting and e0aluating infor/ation aout indi0idual
in order to e1tend an offer of e/'loy/ent.
3e )ere used the elo)
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a.Yes
.6o
".Are you interested in this sales e1ecuti0e 'ostP
a.Yes
.6o
>,could you easily na0igate the )esite and easily find the a''lication for/P
a.Yes
.6o
$.+id you feel that the there )as enough infor/ation in the o 'ac&(ad0ert o descri'tion
and and 'erson s'ecificationPto gi0e you a clear of )hat the o entailedP
a.Yes
.6o
H.+o you read our re)ards and enefitsP
a.yes
.6o
F.+id this i/'act on your decision to a''ly for a o on godre co.
a.yes
.6o
.+id you attend an inter0ie)P
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a.yes
.6o
!.After eing notified of the inter0ie).did u ha0e ade
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BBB.,in+e.com
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