karuna proj (1)

8/6/2019 karuna proj (1)

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CONTENTS

1. Introduction

2. Profile of Dr. Reddys Laboratories

3. Introduction of Recruitment Policy

4. Recruitment Policy of Dr. Reddys Laboratories

5. Analysis & Interpretations

6. Conclusions and Suggestions

7. Bibliography

8. Annexure


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INTRODUCTION


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The Reddy Labs recognised its employees as being fundamental to itssuccess and future growth. A strategic and professional approach torecruitment and selection helps enable the Company to attract, appoint

and retain staff with the necessary skills and attributes to fulfil itsstrategic aims, and support the Company Values.

The Company is committed to ensuring that the recruitment and selectionof staff is conducted in a manner that is systematic, efficient andeffective, whilst promoting good practice, adopting a proactive approachto equality and diversity issues and supporting fully the Companys corebusiness.

Procedure

1. Identification of Position : The recruitment and selection processshould not commence until a full evaluation of the need for the roleagainst the areas strategic plans and budget has been completed.Managers are responsible for identifying open positions early enough toallow timely recruitment.

2. Pre-recruitment Consultation : Once a Manager has identified an openposition within their department and notified the People Services Co-ordinator of that need, the People Services Co-ordinator will schedule apre-recruitment consultation. The purpose of this consultation is to:

Discuss justification for recruiting for this position.

Allow the Recruiting Manager and the People Services Co-ordinator todiscuss the open vacancy and develop a recruitment and selectionstrategy which complies with legislation and the Companys policies.

Finalise the job description, person specification and job

advertisement. The Recruiting Manager will be responsible for providinga draft of these essential documents, together with any other keyinformation about the open position.

3. Requisitioning for the Open VacancyThe electronic Personnel Requisition must be raised through theCompanys on-line recruitment system, E-Recruit, by the RecruitingManager, who will contact the HSD-UK with the requisition, advert andapproval details. HSD-UK will then submit the requisition for approval.


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PROFILE OF Dr. REDDYS


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COMPANY PROFILE

Incorporated in 1984 at Hyderabad by Dr.Anji Reddy (Chairman)

Dr.Reddys has emerged with a reputation of being different from the pill

factory label that India pharmaceutical manufacturers have earned in thewestern pharmaceutical markets. With a market capitalization of more

than Rs.7000 Crores, Indian promoters hold 26.02% of total equity in the

company. While Foreign institutions and Indian Public hold 22.85% and

15.05% respectively, Banks and Financial Institutions hold 8.5 5%.

Apart from manufacturing bulk drugs and actives Dr.Reddys has focused

on four key areas of developing formulations in Pain Management, Anti-

infections, Gastro intestinal, and Cardio vascular areas as well as on

therapeutics to cure Asthma, Cancer, Diabetes, and Inflammation and

Infections. As is true for many Indian pharmaceutical companies

Dr.Reddys operations are spread across globe with exports market will

stand a better chance of surviving the consolidation process imminent

after year 2005 when patent laws are enforced in India according to the

WTO agreement.

Dr.Reddys has joint ventures, acquired entities, or wholly owned

subsidiaries in more than 14 overseas locations world-wide. Its brand

value stands at Rs.3362 Crores on close of financial year 2002-2003.

Dr.Reddyss is a recognized as a leading India Parma company with focus

on innovation. Aurgene Discover Teclmologies Ltd has been set up in

Bangalore to focus on providing discovery services to pharmaceutical

companies in automated medicinal chemistry, structural biology, and

basic drug design. Companys research labs in India and Atlanta (US) are

involved in drug design and discovery. It is building capabilities to be able

to discover eight new chemical entities per clinical trials. Dr Reddys

employs chemists and scientists from all over the world and has

maintained strong value addition to its brand.


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Milestones in the history of Dr.Reddys

1984: Foundation of the Company

1986: Initial Public Offering (IPO) in India

1992: Dr Reddys Research foundation establishes; Commenced

drug discovery in metabolic disorders, cancer, inflammation and

bacterial infections; one of the first India Companies to do so.

1995: First international patent field in drug discovery

1999: Reddy U.S. Therapeutics Inc. (RUSI) set-up in Atlanta to

Apply genomic and proteomic approaches to drug discoveryResearch.

2000: Investigational New Drug Application (1ND) for the Companys

first anti- cancer molecule approved in India.

2000: First commercial launch of generics in North America

2001: First Asian (Non-Japanese) Pharmaceufi1s Company to list

on the New York Stock Exchange.

2002: Entered UK generics market by acquiring BMS group.


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Dr.Reddvs Vision

Our vision is to become a discovery-led global pharmaceutical company.

We will achieve this vision by building:

A workplace that will attract energies and help retain the finest

talent available.

An organizational culture that is relentlessly focused on the speedy

translation of scientific discoveries into innovative products that

makes a significant difference in peoples lives.

A global marketing organization that understands and responds to

the needs of the customer.

Dr.Reddys Core Purpose

To help people lead healthier lives

Core Values

Excellence: We strive for excellence ineverything we think, say and do

Quality: We are dedicated to achieving the highest levels of quality in

everything we do to delight customers, internal and external, every time

Respect for the Individual: We uphold the self-esteem and dignity of each

other by creating an open culture conducive for expression of views and

ideas irrespective of hierarchy


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Innovation and Continuous Learning: We create an environment of

innovation and learning that fosters, in each one of us, a desire to excel

and willingness to experiment.

Collaboration and Teamwork: We seek opportunities to build relationships

and leverage knowledge, expertise and resources to create greater value

across functions, business and locations.

Harmony and Social Responsibility: We take utmost care to protect our

natural environment and serve the communities in which we live and

work.


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INTRODUCTION

TO

RECRUTIMENT POLICY


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RECRUITMENT

Recruitment is the act or process of an organization attempting to obtain

additional human resources for operational process. The goal of

recruitment is to create a large pool of persons who are available and are

willing to work for a particular organization. The purpose of recruitment is

to locate sources of manpower to meet job requirements and job

specifications. In simplest terms recruitment involves placing the right

person on the right job. Recruitment aims to develop and maintain

adequate manpower resources upon which the organization can depend.

The first step in the procurement function is manpower planning that aimsat ascertaining the manpower needs of the organization both in right

number and or right kind. Once a determination of human resources

requirements has been made, the recruitment and selection process-

which forms the next phase of procurement function - can begin.

Procurement of efficient and capable employees can significantly

contribute to the success of an organization. A faulty recruitment and

selection procedure can play havoc with the organizations plans and all

its future vision will be jeopardy. Thus, to ensure a smooth

implementation of its plans and policies, sound recruitment and selectionhas to be earned out by the personnel department in the organization.

The process of recruitment begins after manpower requirements are

determined in terms of quality through job analysis and quality through

forecasting and planning.

When a person is needed to fill a vacant organizational position, the

individual may come from inside or outside the organization. Some

organizations prefer to recruit from within, since this helps in enhancing

employee morale, loyalty and motivation.

Other organizations prefer to recruit externally to prevent breeding and to

encourage new ways of thinking. The different sources of recruitment

have been classified as follows:

1) With in the organization


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2) Badly or temporary workers

3) Employment agencies

4) Casual callers

5) Applicants introduced by friends and relatives in the organization

6) Advertisements, and

7) Labour contracts

Normally an organization can fill up its vacancies either throughpromotion of people available in the organization or through the selection

of people from out side. There are basically two sources of supply of

manpower from which the potential employees can be drawn. These are

as under:

1) Internal sources

2) External sources

Internal Sources:

Internal sources include the current work force, that is, those who are

already on the pay roll of the organization. Whenever there is a vacancy

somebody from within the organization is promoted or demoted to fill the

vacant post. Sometimes sideways appointments may be made bytransferring somebody of similar from another department.


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Internal sources also include personnel who were once on the pay-roll of

the organization but who plan to return or whom the organization would

like to recruit-employ, e.g., married men and women who resigned

because of domestic commitments which are now fulfilled. The transfer

may be helpful in avoiding lay off, replacement, job enrichment, shiftchange and removing individual grievances, etc. The use of the internal

sources of recruitment has the following advantages:

1. It will assist in developing high morale of the employees because

they are assured that they would be performed over the outside

candidates.

2. The candidates that are already working in the organization can beevaluated more economically as the expenditure is relatively less

when compared to outside sources of recruitment, i.e., on

advertisement, tests, etc.

3. When carefully planned, promotion from within or transferring to

new jobs can provide training round for developing middle and top

level executives.

4. It promotes loyalty among the employees for it gives them a sense

of a job security and opportunity for better prospects.

5. The employees training needs are minimized because they are

known the major goals, policies procedures and functions of the

organization.

6. It ensures continuity of employment and organizations stability and

a better employer- employee relationship is established.

Although we have enumerated the advantages of using internal sources,

there can be something limitations which are as under:

1. It can be dysfunctional to the organization to utilize inferior internal

sources only because they are there, when better candidates are

available outside.

2. The skills of internal employees may become obsolete and the

organization may have no other option than to restore to outside

sources.


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3. It may encourage favoritism and nepotism, i.e., appointments may

be restricted to their kit and kin.

4. It often leads to inbreeding and the organizational may stagnate

without new blood.

5. The internal candidates may not be the best in the market.

6. Internal sources may tend to dry up and it may be difficult to find

out the necessary manpower from within the organization especially

when expansion is taking place rapidly creating numerous

vacancies.

7. Internal promotion may cause friction amongst existing staff - if

promotion is made automatic, or based only on seniority,

complacency sets in and standards deteriorate.

8. Likes and dislikes of management may play an important role in

the selection of personnel.


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2. External Sources:

Organizations usually go to external sources for lower-entry level jobs; for

positions whose specifications cannot be met by present personnel: for

diversifying in to new avenues: and for merging with another

organization.

The use of external sources has various advantages, which are as follows:

1. The enterprise can make the best selection since selection is made

from among a large number of applicants.

2. The major advantage is that the introduction of new blood makes

the organization dynamic through the inflow of new ideas or fresh

view points.

3. In the long run, this source may prove to be economical because

potential employees do not need extra training for their jobs.

There are however, three distinct limitations:

1. The present employees lose their sense of security and tend to

develop indifferences towards the organization.

2. The personnel selected from outside may suffer from the danger of

adjustments to the new work environment.

3. It is expensive and time consuming

4. The qualities of the incumbent may not be reliable.

An organization has number of external sources available, which are

stated below:

1. Media Advertising

2. Employees recommendation

3. Recommendation of trade union

4. Employment Agencies

5. Campus visits

6. Casual or factory gate

7. Leasing

8. Head-hunting


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9. Labour unions

Advertising Sources: When an organization desires to communicate to the

public that it has a vacancy, advertisements are one of the most popularmethods used. Today all forms of media advertising are used in recruiting

employees. Most typical are newspapers, trade and professional journals,

radio and television. However, the level of job is often determines the

media where the advertisement is placed. The higher the position in the

organization or the more specialized the skills sought, the more widely

dispersed the advertisement is likely to be. On the other hand, the

advertisement of blue-collar jobs is usually confined to the local daily

newspaper or regional trade journals. When advertising brings in large

numbers of candidates, costs of screening may be heavy.

Employees recommendation: Friends, relatives of current employees are

also a good source from which employees may be drawn. An employee

rarely recommends someone unless he believes that the individual is

suitable for the job. Such a recommendation reflects on the

recommenders and when someones reputation is at stake we can expect

the recommendation to be based on relatively strong beliefs. Employees

referral tends to be more acceptable.

Recommendation of trade union: Firms look to labour unions in their

recruitment efforts. Labour unions operate placement services for the

benefit of their members and employees.

These organizations publish rosters of job vacancies and distribute these

to members. This helps in saving recruitment costs.

Employment agencies: There are 3 forms of employment agencies.

a) Public or State agencies

b) Private employment agencies

c) Management consulting agencies

State agencies: It was designed both to help the jobseekers find suitable

employment and to help the employers find suitable workers. All states

provide employment services. Public agencies tend to attract and place

predominantly semi-skilled, blue-collar workers. Few highly skilledindividuals place their names with public agencies and few employers


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seeking individuals with high skills fill their vacancies or enquire about

applicant at state agencies.

Private employment agencies: The major difference between the public

and private employment agencies is their image. The private agencies are

believed to offer positions and applicants of higher type. Additionally

private agencies a more complete line of services.

They advertise the position; they screen applicants against the criteria

specified by the employer. The private employment agencies fees can be

totally absorbed by either the employer or the employee

Management consultants: the third agency source consists of the

management consulting executive search firms. These types of agencies

specialize in middle level and top level executive placements. The featuresthat distinguish executive search agencies form most private employment

agencies are the level at which they recruit, the charge which is quite

substantial, their nationwide contacts and the thoroughness of their

investigation.


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Campus visits: Educational institutions at all levels offer opportunities for

recruitment to recent graduates. Recruitment from education institutes

has long been a well-establishes practice of many public and private

organizations. However, even in India, many of the leading universities

and institutions of management and technology provide a variety ofplacement services to both to their own students and industries. Most

educational institutions operate placement services where prospective

employers can review credentials and interview graduates.

Casual or Factory Gate: Unsolicited applicants either at the factory gate or

through walk-in interviews constitute an important source of personnel.

The qualification of unsolicited applicants will depend on economic

considerations, the organizations image and the perceived type of jobs

that might be available. These can be developed through provision ofoffice facilities.

Leasing/Contractual agreements: To adjust to short-term fluctuations in

personnel needs, leasing of personnel is done for some specified period.

This practice is particularly well- developed in the office administration

field. The organization not only obtains well-trained and selected

personnel but avoids any obligation in pensions, insurance and other

fringe benefits. Public sector organizations usually borrow the personnel

of requisite caliber from the government departments. At the end of their

term they are given an option to choose either their parent services or the

present organization

Bead-hunting: The executive search agencies, which are also known as

head-hunters, have a particular value when very senior or specialists

appointments are to be made and the number of suitable people is known

to be very limited. When a person of particular talent or rare expertise is

required, the head hunters search out somebody already in employment

and induce him to change jobs, Although this practice is considered

unethical in some quarters, it is generally accepted that it may be theonly option open where a particular type of expertise is required. Those

who employ head-hunters have to pay heavy charges but these are

usually justified in the light of the results achieved.


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Labour Unions: Labour unions also serve the recruiting needs of the

individual and the organization. Their sense of co-operation helps in

developing better labour relations. In some of the skilled jobs, the

vacancies are filled through the union placement service. This saves

recruitment costs.

Factors affecting recruitment:

1. Recruitment activity in different organization differs with:

2. The size of the organization

3. The employment condition is the community where the organization

is located;

4. The effects of the past recruiting efforts which show theorganizations ability to located and keep good performing people.

5. The work conditions, salary and benefit and packages offered by the

organization.

6. The rate of growth of organization.

7. The level of seasonality of operations and future expansion and

production programs, and

8. The culture and economic, legal factors, etc.

The nature and extent of recruiting program thus depends on a multitude

of factors, including the skill levels required, the state of the labour

market and general economic conditions, and the image of employer in

the outside world.


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Recruiting Strategy:

The appropriate strategy for recruiting activities is dictated by manpower

planning. If the plans indicate no anticipated growth and little attraction in

the near future as a result of retirements or other know factors recruiting

can be kept at a minimal level. Where the opposite true - if a major

expansion in under way, or large number of employees are approaching

retirement age and so on, the major recruitment programs are called for.

Recruitment Policy:

Every organization will have its recruitment policy, whether this varies

from year to year in the light of differing commercial pressures and

standards or is establishes on a more constant basis in accordance with

important basic principles. Recruitment policy assets the objectives of therecruitment and provides a framework of implementations of the

recruitment programs in the form of procedures.

There is value for both employees and employer in having such a policy

carefully formulated and made generally known, for this will ensure that

managers are fully aware of standards they must observe and employees

appreciate the rights that may accept.

Recruitment policy, which is concerned with quantities and qualifications

of manpower established general guidelines for the staffing process.Some of these guidelines are stated below, these are intentions to:

1. Carefully observe the letter and spirit of the relevant public policy

on hiring and, on the whole employment relations.

2. Provide individual employees with the maximum of employment

security, avoiding frequent lay-off or lost time;

3. Assure each employee of the organization interest in his personal

goals and employment objectives;

4. Provide each employee with an open road and encouragement in

the continuing development of his talents and skills;

5. Assure employees of fairness in all employment relationships,

including promotions and transfers etc.

6. Consider in its broadest sense, a recruitment policy involves a

comnutment by the employer to such general principles as;


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1. To find and employ the

best qualifies persons for

each job;

2. To retain the best and

most promising of those

hired;

3. To offer promising

opportunities for life-time

working careers; and

4. To provide programs and

facilities for personal

growth on the job.

In general it can be stated that the pre-requisites of a good recruitment

policy are as follows:

1. It should be in accordance with the organizations general

personnel.

2. It should be flexible enough to satisfy the changing requirements of

the organization.

It should be so designed and implemented as to hire people in a way that

both quantity as well as quality as per requirements of the work match

each other.


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RECRUITMENT PROCESS

Manpower Planning

The recruitment process starts when the Business Head and Corporate

Team (Corporate HR and Finance) consolidate the Annual Business Plansof the various Regions and Units, which indicate the Manpower, related

requirements.

The Manpower Plan indicating the number of positions, corresponding

Work levels and Costs is approved by the Business Head. This exercise

starts in the month of January and is completed by March.

All Recruitments are carried against the Budget and Approved positions.

MODE OF RECRUIMENT

Campus

Walk In

Field


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Local Coordinator

In order to ensure smooth coordination of the Campus and Walk-In

Recruitments in a location a Local Coordinator is identified from the

Region.

The Local Coordinator will be the representative of the organization and

will coordinate venue finalization, arrangements to be made at the venue,

liaison with college authorities, field assignments of short-listed

candidates.

Interview Panel

Interview Panel is confirmed by the HR Recruitment Facilitator, which will

consists of Two

Second Line (Different Divisions) and HR Manager/Training Manger. It is

mandatory that the HR Manager or Training Manager is part of the

interview panel. The selection will not be completed unless the candidate

is interviewed by the HR/Training Manger.

A Senior Line Manager (Third Line Manager) should be a part of all

Campus Recruitments.

The Date of Interview is communicated by the HR Recruitment Facilitator

to the panel and accommodation plans are made with the help of the

Travel Desk and Local Coordinator.

Recruitment Kit

To ensure that all the required tools are in place to correctly assess the

candidates and facilitate the recruitment process

Recruitment Kit consisting of all relevant documents will be carried by the

HR Panel Member or couriered to the Local Coordinator.


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CAMPUS RECRUITMENT

Campus Placement is targeted to students who are in the final year of

their Graduation/Post Graduation.

Campus Plan of Action

The Line Manager and the FIR Manager evolves the campus plan of action

comprising of

Number of Candidates to be Recruited

Based on Vacancies in the Region

Attrition Trends

Pipeline to be Built for Future Vacancies based on Manpower Plan

Final Decision on Number of Candidates to be recruited from a campus

will be undertaken by the Manager, which will be communicated to the

panel for the Campus Visit.

Identification and Shortlist of Colleges to Visit

Courses Offered with preference to

B.Pharma

B.Sc

MBA in Marketing or Pharmaceutical Management

Performance of employees who are alumni of the colleges that are

being targeted

Feedback based on previous campus visits

Feedback of Line Managers

Number of Colleges to be visited in a City

For maximum output of from Campus Placements through different

colleges in the same city, effort should be made to undertake the

placements at a common venue.


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Introduction Letter to the College

The Recruitment Facilitator sends an introductory letter about the

organization and requesting the college for Campus Placements to thePlacement Coordinator or Head of the institution

Campus Presentation

It is important that details about the organization, job responsibilities and

expectations, career opportunities, compensation offered, selection

process and other relevant information is shared with all the students.

The Panel on the campus should interact with Students and answer any

queries of the students before the Selection Process begins.


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SELECTION PROCESS for Campus

The Selection Process consists of various stages of evaluation and each

stage is an Elimination Stage, if the candidate does not qualify any stagehe/she cannot participate in the next stage.

Preliminary Short listing of Applications based on Eligibility

Criteria

Written Test

Group Discussion

Personal Interview

Field Assignments

Reference Check

Pre-Employment Medical Check Up

Recruitment Report

The panel member documents the recruitment process / campus visit and

key observations, which would help in improving the process at a later

state.


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WALK IN RECRUITMENTS

The Walk In process is targeted to fresh and experienced candidates of a

Particular region.

Selection of Media

The HR Recruiter Coordinator and concerned Line Manager will fmalize the

most economical media plan based on

Number of Vacant positions

Coverage

Cost of Media

Any advertisement for recruitment will be released by the HR Recruitm

ent facilitator

Date and Venue Selection: The HR Rruitment Coordinator and Line

Manager select the date and venue for conducting the Walk In

Date of Walk-In Interview should be on Saturday / Sunday toensure maximum response from the experienced candidates.

Any major festivals or events should be avoided for conducting

Walk-In Interviews

The Venue should be selected keeping in view of the following facts

Forecast of the candidates expected

High Visibility and Easily Accessibility to the candidates

Cost

Capacity of the Hall / Place

Facilities available for the working of the day.


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SELECTION PROCESS for WALK In


stage is and Elimination Stage, if the candidate does not qualify any stagehe / she cannot participate in the next stage.

Preliminary Short listing of Applications based on Eligibility

Criteria

Written Test

Group Discussion

Personal Interview

Field Assignments

Reference Check


Recruitment Report

The panel member documents the recruitment process I campus visit and

key observations, which would help in improving the process at 1ater

state.


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FIELD RECRUITMENT

Recruitments on the field will happen in two ways

Candidate approaches the Line Manager by himself / herself

Candidate is referred by the Employees

SELECTION PROCESS for Field Recruitment


stage is an Elimination Stage, if the candidate does not qualify any stage

he / she cannot participate in the next state.

Preliminary Short listing of Applications based on Eligibility Criteria

Written Test

The HR Facilitator will mail the latest series of Question Paper to the Line

Manager. The HR Recruitment Facilitator is fmal custodian of all the

question papers and answer keys. The question paper will be updated on

a regular basis and circulated to the Line Manager well in advance. On

circulation of new question paper the will become invalid.

Personal Interview

Field Assignments

Reference Check



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SELECTION PROCESS

COMPETENCIES AND SKILLS for Entry Level Positions

Base level competencies and skills for fresh candidates have defmed

below

Communication Skills

Learn ability

Attitude

Patience

Positive Outlook

Passion / Enthusiasm

Science Knowledge (Subject Knowledge)

For Experience candidates in addition to the above competencies they

should also possess:

Process Orientation

Achievements Orientation

Customer Orientation

Knowledge

o Products

o Territory

o Customers


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The Selection Process consists of various stage of evaluation and each

stage is an Elimination Stage, if the candidate does not qualify any stage

he / she cannot participate in the next stage.

Preliminary Short listing of Applications

First Stage Based on the Eligibility Criteria defmed earlier.

Written Test

Second Stage Time Duration One Hour

The question paper consists of various sections testing the candidate on

English, Arithmetic, General Studies, Reasoning and general Science.Qualifying Marks - Overall 50% is the minimum score wIth 50% marks in

Science Section being mandatory

It may so happen that no one clears the written test, the whole group can

be disqualified.

Group Discussion

Third Stage - Candidates qualifying the written test are supposed to go

through the second Stage of evaluation consisting of Group Discussion.

Each round of discussion will consists of 6 to 8 candidates. The candidates

are evaluated against various parameters.

Qualifying Marks - Top 2 - 4 candidates of the group (minimum score

55%)

It may so happen that no one qualifies the group discussion, the whole

group can be disqualified.


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Personal Interview

Fourth Stage - Candidates qualifying the Group Discussion will undergo

the Personal Interview. Evaluation parameters are part of the InterviewRecording Sheet and also the Competencies and Skills required at the

Entry Level positions need to be evaluated by the panel.

Field Assignment

Fifth Stage - Candiates qualifying the Personal Interview will undergo

Field Assignment allocated during / after the interview. The duration of

Field Assignment can vary between 4-7 days and the Line Manager doesthe evaluation of the same.

Field Assignments is provided to fmd the suitability of the candidate with

respect to everyday fieldwork and also helps in analyzing the candidates

approach to the assignment. It also gives an opportunity to the candidate

to decide whether he/she would be able to take up the job responsibility

on joining.

Reference Check

Sixth Stage - Reference Check is mandatory forall Field Positions. The

Local Coordinator /Line Manager have to do the reference check and

details are sent with the joining papers. The reference check form is in

Annexure 6.

For fresh Candidates - College Faculty / Principal

For Experienced Candidates - From previous organization Line Manager,Customers, Stockiest etc.


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Pre Employment Medical Check Up

The Medical Check Up will be undertaken by the selected candidate in the

line with guidelines (Annexure 7) provided by the HR Recruitment

Facilitator and the expenses incurred will be reimbursed at the time of

joining. The Medical Expenses bills in original will be sent to HR

Recruitment Facilitator for reimbursement along with the joining papers.


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RECRUTIMENT REPORT

To be filled by the HR facilitator after the Campus / Walk In Recruitment

is completed

Date Venue

Panel Members

No. of Candidates Seen:

No of Candidates short listed for GD:

No of Candidates short listed for Interview:

Field Assignment given to:

Comments Regarding College Visited / Walk in conducted:

Comments Regarding Facilities at Location (if applicable)

Signature of HR facilitator: _______________________

Date:


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JOINING REPORT

Name of the New Joinee Mr. / Mrs.

_________________________________________

Mothers Name Mrs.

_____________________________________________________

Date of Birth - _______________ Blood Group -

__________________

Date of Joining - _______________ Place of Joining -

_______________

Headquarter - _________________ Division -

_____________________

Reporting to Manger - __________________

Document Check List

The following are attached along with this Joining Report Yes No

Copy of Signed Offer Letter

Attested copy by Line Manager of 10th mark sheet (DOB)

Attested copy by Line Manger of Educational Qualifications

Complete PF Nomination form

Employee Benevolent Authorization Form

Conflict of Interest Form

Media-claim Nomination Form (Family Details)

Medical Fitness Certificate

Application form for Opening bank account duly filled

Relieving Letter from previous employer if applicable

Salary Slip of Last month if applicable

Signature

Name of Line Manager

Date Date -


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____________________________ To be filled by HO

_____________________________

Signature (HR Dept) TCC:

Date:

CONDUCTING CAMPUS RECRUTIMENT

After the Presentation:

Answer questions regarding the job; please make it clear what the

job involves.

Bring out the pros and cons of the job.

Draw from Personal Experience and share stories of your past.

Dont over sell / glamorize the job at the same time dont De sell

the job.

Be upfront about the Compensation Structure.

Point out the benefit and allowances.

Deal with Trivial Questions as importantly as the though ones.

During the Group Discussion:

Be patient if the Group Discussion turns noisy and loses focus.

Try to bring the discussion back on track.

End the discussion the when it becomes repetitive.

Identify candidates who have already made a couple of points andask them to stay quiet for the remaining part of the group

discussion, thereby giving others a chance to present their views.


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After the Interview:

Distribute a copy of DRL values, Elixir and Howzzat.

The entire Panel should put their feedback on the rating sheet

and all should sign on the same.

Personal Information Form, Resume / Rating Sheet/ Test Paper/

GD Score should be stapled and Line Manager Should takes

custody.

INTERVIEW QUESTIONS

(Not an exhaustive list)

Apart from asking questions on the Candidates family history/

mobility/ stability/ education the Interviewer can probe the candidate

on the following parameters:

Knowledge and Skills

Attitude and Values

Talents Observed

Knowledge and Skills:

What led you to choose your field of study?

What do you think are the traits required for a successful salesperson?

Why did you decided to seek a position with this organization?


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What do you known about the pharma sector?

What do you know about Dr.Reddys?

In what ways has your college experience prepared you for a

career?

Described a contribution you have made to project on which you

worked.

What college subjects did you like best? Why?

Was there an occasion when you disagreed with a supervisors

decision or company policy? Describe how you handled the

situation.

What motivates you to put forth your greatest effort?

Attitude and Values

What are your short range goals and objectives?

How do you plan to achieve your career goals?

What are the most important rewards you expect in your career?

Why did you choose the career for which you are preparing?

What are your strengths, weaknesses and interests?

Describe a situation in which you had to work with a difficult

person?

If you do not get selected as on MR what are the other jobs you will

try for?

Talents Observed

Did you ever influence a friend tochange a habit? How?

Your hobbies?

How do you think a friend who known you well would describe you?

How do you determine or evaluate success?


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OBJECT IVES OF TUE STUDY:

To provide clarity on the recruitment process for the Entry level I

Front line positions.

To analyze the satisfaction level of the employees to their job

profile.

To verify the various modes of recruitment in Dr. REDDYS

To quantify the up gradation level of the present employees and on

what basis.

To check whether there is any involvement of the superiors hi theinternal recruitment process and how.

Lastly to have some suggestion from the employees o the Present

recruitment process.


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ANALYSIS

&INTERPRETATION


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ANALYSIS AND INTERPRETATION

Mode of Recruitment

MODE OF RECUITMENT No.of Employees

Field Recruitment 18

Campus Recruitment 20

Walk-in 12

ANALYSIS IN THE Mode of Recruitme

18

20

12

0

5

10

15

20

25

Field Recruitment Cam us Recruitment W alk-in

Mode of Recruitment

No.ofEmployees

Analysis

Most of the employees in Reddys were recruitment as part of Campus

recruitments. How ever there is an average preference to Walk-In and

Field Recruitments


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Information of Vacant Positions:

MEDIA NO OF EMPLOYEES

News Paper4

Internal

Reference18

Employment

Notice5

Consultancy8

College15

INFORMATION IN THE VACANT POSITIO

4

18

5

0

2

4

6

8

10

12

14

16

18

20

News Paper Internal Reference Employm ent Notice

MEDIA

No.ofEmployees

Analysis:

According to the employees the information regarding Vacancy was

mostly through internal reference and from the placement cell of the

college. However few of them considered other media also.


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Up gradation of the Employee:

RESPONSE No.of Employees

Yes 28

No 22

UPGRADATION OF EMPLOYEE

28

22

5

0

5

10

15

20

25

30

Yes No Employm ent Notice

RESPONSE

No.ofEmploye

es

Analysis:

Out of 50 respondents 56% of the employees are upgraded in their

positions. However others were not because they were new to the

organization.


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Basis of Up gradation

REASON FOR

UPGRADATION No. ofEmployees

Experience 5Promotion

12Dept. Exams

4Performance

7

18%

43%14%

25%Experience

Promotion

Dept. Exam

Performance

Analysis:

Out of the 28 respondents who got up graded 43% of them were

promoted, 25% through their performance, 18% were through Experience

and the rest were through department exams.


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Satisfaction of the Employees:

RESPONSE NO.OF EMPLOYEES

Yes 42

No 8

84%

16%

Y

N

Analysis:

84% of the employees are satisfied with the current recruitment processand the rest are not satisfied.


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Satisfaction of the Employees in comparison to their Qualification:

RESPONSE NO.OF EMPLOYEES

Yes 30

No 20

60%

40%

Y

N

Analysis:

Out of the responses, 60% of them are satisfied with their current

position in the Organization in comparison with their educational

qualification and the rest 40% were not.


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Extent of utilization of skills and knowledge in job profiles:

EXTENT OF UTILIZATION NO.OF EMPLOYEES

Completely 22

Average 16

To some extent 10

Not Utilized 2

44%

32%

20%

4%

Completely

Average

To some ext

Not Utilized

Analysis:

Out of the 50 employees analyzed, 44% of them say that their skills and

knowledge were completely utilized, 32% say average 20% of them say

to some extent only it is utilized.


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Involvement of Superiors in recruitments:

RESPONSE NO .OF EMPLOYEES

Yes 44

No 6

NO .OF EMPLOYEES

88%

12%

Y

N

Analysis:

According to the employees, 88% of them say that there should be an

involvement of the superiors in their internal recruitment process and the

rest say no to same.


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CONCLUSIONS

&

SUGGESTIONS


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CONCLUSIONS AND SUGGESTIONS:

The recruitments will be more effective if concentrated more on the

campus recruitments.

The skills required for a particular position will be at par if the

recruitments happen in campus because in campus various skills

are available at one place where as in field recruitments, we need to

search for different skills at different places.

The major source for informing the recruitment process to the

people should be more towards campus.

Almost 50% of the respondents are upgraded, however thereshould be more scope for employees to be upgraded which acts as

one of the major factors for job satisfaction.

In REDDYS the major basis for up gradation is continuing on their

promotions. However if the same is done on the basis of the

performance of the employees, then the service level and

performance of the organization in the market will increase.

Employees are been satisfied on the basis of their pay scale.

However if the employees are convinced on both pay as well as

their job role then the performance level will increase.

Superiors should play the major role in all the internal recruitments

happening because they know who is what, how and where they

should be.


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BIBLIOGRAPHY


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BIBLIOGRAPHY

Personnel Management and Industrial Relations C.B.Mamrnoria

Personnel Management and Industrial Relations L.M.Prasad

Personnel Management Edwin. B. Flippo

Recruitment Manuals Dr.REDDY S

Internet www.drreddys.com


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ANNEXURE


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QUESTIONNAIRE

For analyzing the recruitment policy of Dr.REDDYs, a questionnaire

has been prepared and the responses of the same were analyzed.Following are the questions.

Name:

Designation:

Department:

1. How did you get into Dr.REDDYS Laboiratories?

a. Field Recruitment

b. Campus Recruitment

c. Walk-in Recruitment

2. How did you come to know about the vacancy?

a. News Papers

b. Internal reference

c. Employment notice

d. Consultancies

e. Informed by your college

3. Have you been upgraded from your previous position?

(Yes/No)

4. On what basis you have been graded?

a. Experience

b. Promotions

c. Departmental Selection

d. Performance

5. Are you satisfied with the recruitment process followed?

(Yes/No)


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10. Do you prefer to have any involvement of your superiors in the

internal recruitments?

(Yes/No)

11. How frequent are the recruitments happening?

a. Every 6 months

b. Every 3 months

c. Monthly

d. As per requirement

12. Do you have any suggestions in the current recruitment pattern?

(If any)

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