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1.1INTRODUCTION TO CEMENT INDUSTRY

The cement industry is one of the main beneficiaries of the infrastructure boom.

With robust demand andadequate supply, the industry has bright future. The Indian

Cement Industry with total capacity of 165 million tones is the second largest after

China. Cement industry is dominated by 20 companies who account for over 70% of

the market. Individually no company accounts for over 12% of the market. The

major players like L&T and ACC have been quiet successful in narrowing the gap

between demand and supply. Private housing sector is the major consumer of

cement (53%) followed by the government infrastructure sector. Similarly northern

and southern region consume around 20%-30% cement while the central and

western region are consuming only 18%-16%.

India is the 2nd largest cement producer in world after china .Right from laying

concrete bricks of economy to waving fly overs cement industry has shown and

shows a great future. The overall outlook for the industry shows significant growth

on the back of robust demand from housing construction, Phase-II of NHDP (National

Highway Development Project) and other infrastructure development projects.

Domestic demand for cement has been increasing at a fast pace in India. Cement

consumption in India is forecasted to grow by over 22% by 2009-10 from 2007-

08.Among the states, Maharashtra has the highest share in consumption at

12.18%,followed by Uttar Pradesh, In production terms, Andhra Pradesh is leading

with 14.72% of total production followed by Rajasthan. Cement production grew at

the rate of 9.1 per cent during 2006-07 over the previous fiscal's total production of

147.8 mt (million tons). Due to rising demand of cement the sales volume of

cement companies are also increasing & companies reporting higher production,

higher sales and higher profits. The net profit growth rate of cement firms was 85%.

Cement industry has contributed around 8% to the economic development of India.

Outsiders (foreign players) eyeing India as a major market to invest in the form of

either merger or FDI (Foreign Direct Investment). Cement industry has a long way to

go as Indian economy is poised to grow because of being on verge of development.


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The company continues to emphasize on reduction of costs through enhanced

productivity, reduction in energy costs and logistics expenses. The cement sector is

expected to witness growth in line with the economic growth because of the strong

co-relation with GDP. Future drivers of cement demand growth in India would be the

road and housing projects. As per the Working Group report on Cement Industry for

the formulation of the 11th Plan, the cement demand is likely to grow at 11.5 per

cent per annum during the 11th Plan and cement production and capacity by the

end of the 11th Plan are estimated to be 269 million tones and 298 million tones,

respectively, with capacity utilization of 90 per cent.

Despite the growth of Indian cement industry India lags behind the per capita

production. Supply for cement is expected to remain tight which, in turn, will push

up prices of cement by more than 50%. The most important factor for better prices

is consolidation of the industry. It has just begun and we will see more consolidation

in the coming years. Other budget measures such as cut in import duty from 12.5

per cent to nil etc. are all intended to cut costs and boost availability of cement.

Sadly the adverse effects of global slowdown have not speared this industry too. Demand is

sluggish, the government is keeping an eagle eye on prizes, domesticcoal and pet coke, prizes

have increased sharply and utilizations rates are down.The numbers coming out are a reflection

of grim times. ACC the countrys largestcement company thats controlled by Swiss giant

HOLCIM, registered 2% fall inaugust sales. It is the biggest fall since Feb 2007. Production fell

by 5%.

To stand against the problematic situation, government as well as cement industry

has taken some steps. Companies are focusing on cost of transportation. One of the

strategy is to decrease dependence on road & opt for sea logistics as that can cut

transportation cost by 30- 50 %. Some plants are adopting futuristic plan such as

setting up captive power plant, moving closer to the customers by creating clicker,

crushing, and capacity in key markets, to be more customer centric to generate

better revenue. India should push for stricter regulations of market place as to

control the prices of big companies and prevent them from forming cartels and


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exchanging information. To fight with the high inflation, government wants to import

more cement from Pakistan .However cement prizes are not very much high as

other items but still they are increasing. And the reason of high prize is surging cost

of raw material and transportation cost. Apart from this government also discussed

with cement industry not to have increase in prizes and keep consumer interest in

mind.

Now the question arise in front of the government is whether the demand by the

government is possible to increase through expenditure on infrastructure or not

according to the current state of economy when so many crises are going on or how

the government allocation of US$ 3.23 billion for the National Highway

Development, Project will keep the demand for cement alive? And to what extent

the prizes of cement should be increase so that consumer cant affect.

Cement industry in India has also made tremendous strides in technological up

gradation and assimilation of latest technology. Presently, 93 per cent of the total

capacity in the industry is based on modern and environment-friendly dry process

technology. The induction of advanced technology has helped the industry

immensely to conserve energy and fuel and to save materials substantially. Indian

cement industry has also acquired technical capability to produce different types of

cement like Ordinary Portland Cement (OPC), Portland Pozzolana Cement (PPC),

Portland Blast Furnace Slag Cement (PBFS), Oil Well Cement, Rapid Hardening

CURRENT SCENARIO

The Indian cement industry is the second largest producer of quality cement, which

meets global standards. The cement industry comprises 130 large cement plants

and more than 300 mini cement plants. The industry's capacity at the end of the

year reached 188.97 million tons which was 166.73 million tons at the end of the

year 2006-07. Cement production during April to March 2007-08 was 168.31 million

tons as compared to 155.66 million tons during the same period for the year 2006-

07.Despatches were 167.67 million tons during April to March 2007- 08 whereas

155.26 during the same period. During April-March 2007-08, cement export was


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3.65 million tons as compared to 5.89 during the same period.

Cement industry in India is currently going through a consolidation phase. Some

examples of consolidation in the Indian cement industry are: Gujarat Ambuja taking

a stake of 14 per cent in ACC, and taking over DLF Cements and Modi Cement; ACC

taking over IDCOL; India Cement taking over Raasi Cement and Sri Vishnu Cement;

and Grasim's acquisition of the cement business of L&T, Indian Rayon's cement

division, and Sri Digvijay Cements. Foreign cement companies are also picking up

stakes in large Indian cement companies. Swiss cement major Holcim has picked up

14.8 per cent of the promoters' stake in Gujarat Ambuja Cements (GACL). Holcim's

acquisition has led to the emergence of two major groups in the Indian cement

industry, the Holcim-ACC-Gujarat Ambuja Cements combine and the Aditya Birla

group through Grasim Industries and Ultratech Cement. Lafarge, the French cement

major has acquired the cement plants of Raymond and Tisco. Italy based

Italcementi has acquired a stake in the K.K. Birla promoted Zuari Industries' cement

plant in Andhra Pradesh, and German cement company Heidelberg Cement has

entered into an equal joint-venture agreement with S P Lohia Group controlled Indo-

Rama Cement.

PROCESS TECHNOLOGYWhile adding fresh capacities, the cement manufacturers are very conscious of the

technology used. In cement production, raw materials preparation involves primary

and secondary crushing of the quarried material, drying the material (for use in the

dry process) or undertaking a further raw grinding through either wet or dry

processes, and blending the materials. Clinker production is the most energy-

intensive step, accounting for about 80% of the energy used in cement Production.

Produced by burning a mixture of materials, mainly limestone, silicon oxides,

aluminum, and iron oxides, clinker is made by one of two production processes: wet

or dry; these terms refer to the grinding processes although other configurations

and mixed forms (semi-wet, semi-dry) exist for both types. In the dry process, the

raw materials are ground, mixed, and fed into the kiln in their dry state. In the wet


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process, the crushed and proportioned materials are ground with water, mixed, and

fed into the kiln in the form of slurry.

Different types of cement that are produced in India are:

Ordinary Portland cement (OPC):

OPC, popularly known as grey cement, has 95 per cent clinker and 5 per cent

gypsum and other materials. It accounts for 70 per cent of the total consumption.

Portland Pozzolana Cement (PPC):

PPC has 80 per cent clinker, 15 per cent pozzolana and 5 per cent gypsum and

accounts for 18 per cent of the total cement consumption. It is manufactured

because it uses fly ash/burnt clay/coal waste as the main ingredient.

White Cement:

White cement is basically OPC - clinker using fuel oil (instead of coal) with iron oxide

content below 0.4 per cent to ensure whiteness. A special cooling technique is used

in its production. It is used to enhance aesthetic value in tiles and flooring. White

cement is much more expensive than grey cement.

REQUIREMENTS

Coal

The consumption of coal in a typically dry process system ranges from 20-25% of

clinker production. This means for per ton clinker produced 0.20-0.25 ton of coal is

consumed. This contributes 35-40% of the production cost. The cement industry

consumes about 10mn tons of coal annually. Since coalfields like BCCL supply a

poor quality of coal, NCL and CCL the industry has to blend high-grade coal with it.

The Indian coal has a low calorific value (3,500-4,000 kcal/kg) with ash content as

high as 25-30% compared to imported coal of high calorific value (7,000-8,000

kcal/kg) with low ash content 6-7%. Lignite is also used as a fuel by blending it with

coal. However this process is not very common.

Electricity

Cement industry consumes about 5.5bn units of electricity annually while one ton of

cement approximately requires 120-130 units of electricity. Power tariffs vary


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according to the location of the plant and on the production process. The state

governments supply this input and hence plants in different states shall have

different power tariffs. Another major hindrance to the industry is severe power

cuts. Most of the cement producing states like AP, MP experience power cuts to the

tune of 25-30% every year causing substantial production loss.

Infrastructure

To reduce uncertainty relating to power, most of the leading companies like ACC,Indian Rayon,

and Grasim rely on captive power plants. A few companies are alsoconsidering power-

generating windmills.

Limestone

This constitutes the largest bulk in terms of input to cement. For producing one ton

of cement, approximately 1.6 ton of limestone is required. Therefore, the cement

plant location is determined by the location of limestone mines. The major cash

outflow takes place in way of royalty payment to the central government and cess

on royalties levied by the state government. The total limestone deposit in the

country is estimated to be 90 billion tons. AP has the largest share -- 34%,

Karnataka 13%, Gujarat 13%, M.P 8%, and Rajasthan 6.5%. The plants near the

limestone deposit pay less transportation cost than others.

TransportationCement is mostly packed in paper bags now. It is then transported either by rail or

road. Road transportation beyond 200 kms is not economical therefore about 55%

cement is being moved by the railways. There is also the problem of inadequate

availability of wagons especially on western railways and southeastern railways.

Under this scenario, manufacturers are looking for sea routes, this being not only

cheap but also reducing the losses in transit. Today, 70% of the cement movement

worldwide is by sea compared to 1% in India. However, the scenario is changing

with most of the big players like L&T, ACC and Grasim having set up their bulk

terminals.

Infrastructure for Future

The consumption of cement is determined by factors influencing the level of

housing and industrial construction, irrigation projects, and roads and laying of


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water supply and drainage pipes etc. The level and growth of GDP and its sectoral

composition, capital formation, development expenditure, growth in population,

level of urbanization, etc, in turn, determine these factors. But the domestic

demand for cement is mainly from the housing activities and infrastructure

development. The government paved the way for the entry of the private sector in

road projects. It has amended the National Highway Act to allow private toll

collection and identified projects, bridges, expressways and big passes for private

construction. The budget gave substantial incentives to private sector construction

companies. Ongoing liberalization will lead to an increase in industrial activities and

infrastructure development. So it is hoped that Indian cement industry shall boom

again in near future.

Incentives in States

Most state governments, in order to attract investments in their respective states,offer fiscal

incentives in the form of sales tax exemptions/deferrals. In some states,this applies only to

intrastate sales, like Madhya Pradesh and Rajasthan. States likeHaryana offer a freeze on power

tariff for 5 years, while Gujarat offers exemptionfrom electric duty.

Installed Capacity

India is the worlds second largest cement producing country after China. The

industry is characterized by a high degree of fragmentation that has created intense

competitive pressure on price realizations. Spread across the length and breadth of

the country, there are 120 large plants belonging to 56 companies with an installed

capacity of around 135mn tons as on March 2002.

OPPORTUNITIES, THREATS, RISKS AND CONCERNS

The cement industry is going through its boom period with full capacity utilization.

Powered by the GDP growth of 8-9%, the annual demand for cement in the country

continues to grow at 8- 10%. As per NCAER study, under high growth scenario, the

demand for cement (including exports) is expected to increase to 244.82 million

tonnes by 2010-11. As per the study, the demand is expected to be much higher at

311.37 million tonnes, if the optimistic projections of the road and the housing

sectors are met. The industry has responded to this with substantial new capacity


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announcements. The materialization of these capacities, however, is likely to be

delayed due to a number of factors including timely delivery of equipment and

construction of the plant due to the heavy order book position of the suppliers. It is

expected that demand growth will outstrip supply till the materialization of such

new capacities. However, the current high level of international crude prices and its

impact on the domestic prices of petroleum products is likely to make a dent in the

profitability but its impact will have to be seen depending upon the ability of the

economy to pass on such cost increase to the consumer.

While the freight cost could be optimized on the imported coal through usage of

companys own ships for part of the quantity, the international prices of imported

coal and its volatility together with the strengthening of the dollar against rupee

could derail this. This could impact the delivery prices of imported coal and also the

cost of production. The Government has taken steps to increase the availability of

indigenous coal for its expanded capacity across various plants which can mitigate

the impact of such high cost of imported coal for the plants located near the coal

fields in India.

1.2 INTRODUCTION TO AMBUJA CEMENT

Ambuja Cements Ltd. (ACL) is one of the leading cement manufacturing companies in India.

The Company, initially called Gujarat Ambuja Cements Ltd., was founded by Narotam

Sekhsaria in 1983 with a partner, Suresh Neotia. Sekhsarias business acumen and leadership

skills put the company on a fast track to growth. The Company commenced cement production

in 1986. The global cement major Holcim acquired management control of ACL in 2006.

Holcim today holds little over 46% equity in ACL. The Company is currently known as Ambuja

Cements Ltd.

ACL has grown dynamically over the past decade. Its current cement capacity is about 25

million tonnes. The Company has five integrated cement manufacturing plants and eight cement

grinding units across the country. ACL enjoys a reputation of being one of the most efficient

cement manufacturers in the world. Its environment protection measures are on par with the


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finest in the country. It is one of the most profitable and innovative cement companies in India.

ACL is the first Indian cement manufacturers to build a captive port with three terminals along

the countrys western coastline to facilitate timely, cost effective and environmentally cleaner

shipments of bulk cement to its customers. The Company has its own fleet of ships. ACL has

also pioneered the development of the multiple bio-mass co-fired technology for generating

greener power in its captive plants.

ACL has always met tough challenges and seized the opportunities that have come its way. It has

nurtured the same spirit of enterprise and search for cutting-edge technology with which it

started. It thus continues to be the driving force and in many ways a benchmark for the cement

industry in India.

VISION, MISSION AND VALUES

Vision: To be the most admired and competitive company in our industry.

Mission: To create value for all:

Delighted customers

Inspired employees

Energized society

Enlightened partners

Loyal sharegolders

Healthy environment

Our Values

1. Delighted Customers

My actions speak more about my company than a mere advertisement.

My function, however remote to the customer, ultimately leads to satisfying him. My

connection to him is like God.

I may not see it. But, it exists.

2.

Inspired Employees

I don't need orders to trust my colleagues.

I don't need orders to seek challenges.

Or to meet them either.

That, I know, is I CAN.


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3. Enlightened partners

I will build enduring relationships with my dealers and suppliers.

The full benefit of our engagement with dealers and suppliers will only come when they act

as partners in satisfying the customer. I will, therefore, create win-win associations between

my dealers, suppliers, my company and my customers.

4. Energised Society

I will energise, involve and enable people around me to realize their potential.

The communities around me are a part of my support system.

A small improvement in their life will have a multiplier effect for everyone.

5. Cleaner Environment - Pollution control

I will leave a cleaner planet for my children. For this, I dont need the rule book.

6.

Cleaner Environmentnatural resources

I will use Nature responsibly and conserve its resources.

If I allow Nature to replenish itself, it will provide me with a permanent livelihood. And, the

benefit will extend even to my childrens children.

7. Safety

I will adopt zero harm practicesat work and everywhere.

I never forget that my familys future depends on my safety.

MANAGEMENT TEAM

Suresh Neotia, Chairman Emeritus

Co-promoter and Chairman Emeritus of Ambuja Cements Limited, Mr. Neotia is a

businessman and an industrialist of repute. A member of the Central Board of the Reserve

Bank of India, Mr. Neotia is also known for his association with numerous cultural

institutions as well as charitable organisations. The President of India conferred upon him the

Padma Bhushan in the year 2008.

N. S. Sekhsaria, Chairman

An industrialist reputed for his business acumen, Mr. Sekhsaria is the main promoter of

Ambuja Cements Limited. He has created new benchmarks in the cement industry with path-


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breaking and innovative thinking and turned cement from a commodity into a brand. He is

Chairman of ACC Ltd. and also of Ambuja Cements Limited.

Paul Hugentobler, Vice Chairman

Mr, Hugentobler, a Swiss national, joined Holcim Group Support Limited in 1980 as Project

Manager and in 1994 was appointed Area Manager. He has been a member of the Executive

Committee of Holcim since January 2002 with responsibility for South Asia and ASEAN

excluding Philippines. He joined the Board in May 2006 and in September 2009 was made

Non-executive Vice Chairman.

Markus Akermann, Director

Mr. Akermann, a Swiss national, began his professional career in 1975 with the Swiss Bank

Corporation. In 1978, he moved to Holcim where he was active in roles like Area Manager

for Latin America and Holcim Trading. In 1993, he was appointed to the Executive

Committee with responsibility for Latin America and international trading. He was appointed

CEO of Holcim Limited in 2002. He joined the board in 2006.

M L Bhakta, Director

Mr. Bhakta is a senior partner of Messrs Kanga & Company, a leading firm of advocates and

solicitors in Mumbai. He has vast experience in the legal field, especially in matters relating

to corporate law, banking and taxation. He was Chairman of the Taxation Law Standing

Committee of LAW ASIA. He joined the board in 1985.

Nasser Munjee, Director

A Masters degree holder from the London School of Economics, Mr. Munjee is a board

member of a number of companies. He has a deep interest in rural development, housing

finance and urban issues, specially the development of modern cities and humanitarian

causes. He has been awarded the Best Non-Executive Independent Director 2009 award by

The Asian Centre for Corporate Governance. He joined the board in 2001.

Rajendra P Chitale, Director


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An eminent Chartered Accountant, Mr. Chitale is the managing partner of M/s M.P. Chitale

& Associates. He has served as a member of the Insurance Advisory Committee, the

Company Law Advisory Committee and other committees of the Government of

Maharashtra and the Government of India. He is on the board of several large corporations.

He joined the board in July 2002.

Shailesh Haribhakti, Director

Mr. Haribhakti Is the Executive Chairman of BDO Consulting Private Ltd and the Managing

Partner of Haribhakti & Co Chartered Accountants. He is on the Board of Directors of

several private and listed companies. He has been awarded the Best Non -Executive

Independent Director 2007 award by The Asian Centre for Corporate Governance. He

joined the Board in May 2006.

Omkar Goswami, Director

A professional economist, Dr. Goswami has taught and researched economics for nearly two

decades. In 1997, he moved away from formal academics to become the editor of Business

India, one of Indias prestigious business magazines. He has served as the Chief Economist

of the Confederation of Indian Industry and is on the Board of several large companies. He

joined the Board in July 2006.

Naresh Chandra, Director

A Padma Vibhushan awardee in 2007, Mr. Naresh Chandra is a postgraduate from the

Allahabad University. He has held several important positions within the Government of

India, including Governor of the State of Gujarat and Indias ambassador to the United

States. He is a Director on the Board of ACC and several other reputed companies. He joined

the board in July 2008.

Onne van der Weijde, Managing Director

A Dutch national, Mr. Onne joined Holcim in the year 1996 and after holding various

positions, he was appointed Director and General Manager for Holcim (India) Pvt. Ltd. in


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March 2005. He was the CFO of ACC between 2006 and 2008. He has a lot of experience of

the cement industry. He joined the Board in January 2009.

Executive Management Team

Mr. Onne van der Weijde, Managing Director

Mr. B.L. Taparia, Company Secretary & Head Corporate Services

Mr. Sanjeev Churiwala, CFO

Mr. Ghassan Broummana, Head - Technical Support Services

Mr. S.N. Toshniwal - Business Head (East)

Mr. J.C. Toshniwal - Business Head (North)

Mr. Ajay Kapur - Business Head (West & South)

Ms. Meenakshi Narain - Joint President (HR)

Mr. Shakti Arora, Head - Central Purchase Officer

1.3 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

HRM is seen by practitioners in the field as a more innovative view of workplace management

than the traditional approach. Its techniques force the managers of an enterprise to express their

goals withspecificity so that they can be understood and undertaken by the workforce, and to

provide the resources needed for them to successfully accomplish their assignments. As such,HRM techniques, when properly practiced, are expressive of the goals and operating practices of

the enterprise overall. HRM is also seen by many to have a key role in risk reduction within

organisations The Human Resources Management (HRM) function includes a variety of

activities, and key among them is deciding what staffing needs you have and whether to use

independent contractors or hire employees to fill these needs, recruiting and training the best

employees, ensuring they are high performers, dealing with performance issues, and ensuring

your personnel and management practices conform to various regulations. Activities also include

managing your approach to employee benefits and compensation, employee records and

personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these

activities themselves because they can't yet afford part- or full-time help. However, they should

always ensure that employees have -- and are aware of -- personnel policies which conform to


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current regulations. These policies are often in the form of employee manuals, which all

employees have.

Difference between HRM (a major management activity) and HRD (Human Resource

Development, a profession). HRD includes the broader range of activities to develop personnel

inside of organizations, including, eg, career development, training, organization development,

etc.

There is a long-standing argument about where HR-related functions should be organized into

large organizations, eg, "should HR be in the Organization Development department or the other

way around?"

The HRM function and HRD profession have undergone tremendous change over the past 20-30

years. Many years ago, large organizations looked to the "Personnel Department," mostly to

manage the paperwork around hiring and paying people. More recently, organizations consider

the "HR Department" as playing a major role in staffing, training and helping to manage people

so that people and the organization are performing at maximum capability in a highly fulfilling

manner.

Human resource management (HRM) is thestrategic andcoherent approach to themanagement

of an organization's most valued assets - the people working there who individually and

collectively contribute to the achievement of the objectives of the business. The terms "human

resource management" and "human resources" (HR) have largely replaced the term "personnel

management" as a description of the processes involved in managing people in organizations.

Human Resource management is evolving rapidly. Human resource management is both an

academic theory and a business practice that addresses the theoretical and practical techniques of

managing aworkforce.Features

Feature:

Its features include:

Personnel administration

Personnel management

Manpower management

Industrial management
http://en.wikipedia.org/wiki/Strategichttp://en.wikipedia.org/wiki/Coherenthttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Workforcehttp://en.wikipedia.org/wiki/Workforcehttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Coherenthttp://en.wikipedia.org/wiki/Strategic


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But these traditional expressions are becoming less common for the theoretical discipline.

Sometimes even industrial relation and employee relations are confusingly listed as synonyms

although these normally refer to the relationship between management and workers and the

behavior of workers in companies.

Definiton

Synonyms such as personnel management are often used in a more restricted sense to describe

activities that are necessary in the recruiting of a workforce, providing its members with payroll

and benefits, and administrating their work-life needs, Torrington and Hall define personnel

management as

a series of activities which: first enable working people and their employing organisations to

agree about the objectives and nature of their working relationship and, secondly, ensures that

the agreement is fulfilled"

".......those decisions and actions which concern the management of employees at all levels in the

business and which are related to the implementation of strategies directed towards creating and

sustaining competitive advantage".

Academic theory

The goal of human resource management is to help an organization to meet strategic goals by

attracting, and maintaining employees and also to manage them effectively. The key word here

perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an

organization's employees, and the overall strategic direction of the company .

The basic premise of the academic theory of HRM is that humans are not machines, therefore we

need to have an interdisciplinary examination of people in the workplace. Fields such as

psychology,industrial engineering, industrial and organizational psychology,industria

lrelations,sociology,and critical theoriespostmodersition,poststructuring, play a major role. Many

colleges and universities offer bachelor and master degrees in Human Resources Management.

Function:

One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4

fields for the HRM function

Strategic business partner


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Change agent

Employee champion

Administration

However, many HR functions these days struggle to get beyond the roles of administration and

employee champion, and are seen rather as reactive than strategically proactive partners for the

top management. In addition, HR organizations also have the difficulty in proving how their

activities and processes add value to the company. Only in the recent years HR scholars and HR

professionals are focusing to develop models that can measure if HR adds value.

Critical Academic Theory

Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess the

debate of whether HRM is a modernist project or a postmodern discourse). In many ways,

critically or not, many writers contend that HRM itself is an attempt to move away from the

modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man

as individuals). Critiques include the notion that because 'Human' is the subject we should

recognize that people are complex and that it is only through various discourses that we

understand the world. Man is not Machine, no matter what attempts are made to change it

Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping, particularly

when considering empowerment, or perhaps more precisely pseudo-empowerment - as the

critical perspective notes. Many critics note the move away from Man as Machine is often in

many ways, more a Linguistic (discursive) move away than a real attempt to recognise the

Human in Human Resource Management.

Critical Theory, in particular postmodernism (poststructualism), recognises that because the

subject is people in the workplace, the subject is a complex one, and therefore simplistic notions

of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the

complex subject of power, power games, and office politics. Power in the workplace is a vast

and complex subject that cannot be easily defined. This leaves many critics to suggest that

Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but

in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the

trap of oversimplifying the relationship.


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Business Practice

Human resources management comprises several processes. Together they are supposed to

achieve the above mentioned goal. These processes can be performed in an HR department, but

some tasks can also be outsourced or performed by line-managers or other departments.

Recruitment (sometimes separated into attraction and selection)

Induction AND Oriention

Skils management

Training and development

Workforce planning

Personnel administration

Compensation in wage or salary

Time management

Travel management (sometimes assigned to accounting rather than HRM)

Payroll (sometimes assigned to accounting rather than HRM)

Employ benefits administration

Personnel cost planning

Performance appraisal

Strategic Workforce Planning involves analyzing and forecasting the talent that companies

need to execute their business strategy, proactively rather than reactively, it is a critical strategic

activity, enabling the organization to identify, develop and sustain the workforce skills it needs to

successfully accomplish its strategic intent whilst balancing career and lifestyle goals of its

employees.

Strategic Workforce Planning is a relatively new management process that is being used

increasingly to help control labour costs, assess talent needs, make informed business decisions,

and assess talent market risks as part of overall enterprise risk management. Strategic workforce

planning is aimed at helping companies make sure they have the right people in the right place at

the right time and at the right price

Through Strategic Workforce Planning organizations gain insight into what people the

organization will need, and what people will be available to meet those needs. In creating this

understanding of the gaps between an organizations demand and the available workforce


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supply, organizations will be able to create and target programmes, approaches and develop

strategies to close the gaps

Workforce analytics approach

The focus is to analyse current and historical employee data to identify key relationships among

variables and use this to provide insight into the workforce they need for the future..

Modeling approach

This approach incorporates forecasting and scenario planning. Forecasting uses quantitative data

to create forecasts incorporating multiple what-if and modeling the future. Scenario Planning

being the more useful tool where there are uncertainties, therefore incorporating quantitative and

qualitative.

Segmentation approach

Breaking the workforce into segments along the lines of their jobs and determining relevance to

strategic intent. Provides a technique for prioritizing.

Steps in Workforce Planning

Though there is no definitive Start here activity for any of the approaches to Strategic

Workforce Planning, there are five fundamentals activities that most Workforce Plan models

have:

Environment Scan

Current Workforce Profile

Future Workforce View

Analysis and Targeted Future

Closing the gaps

Envoriment scanning

Environment Scanning is a form of business intelligence. In the context of Workforce Planning it

is used to identify the set of facts or circumstances that surround a workforce situation or event.

Current Workforce Profile

Current State is a profile of the demand and supply factors both internally and externally of the

workforce the organization has today.


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Future Workforce View

Future View is determining the organizations needs considering the emerging trends and issues

identified during the Environment Scanning.

Future View is often where the different approaches identified above are applied: Quantitative

futuring: understanding the future you are currently tracking to by forecasting; Qualitative

futuring: scenario planning potential alternative futures in terms of capabilities and

demographics to deliver the business strategy.

Analysis and Targeted Future

Qualitative and quantitative futuring creates the content for an organizational unit to analyse and

identify critical elements. As the critical elements are identified the Targeted Future begins to

take form. The targeted future is the future that the organization is going to target as being the

best fit in terms of business strategy and is achievable given the surrounding factors

(internal/external, supply/demand).

Closing the Gaps

Closing the gaps is about the people management (human resources) programs and practices that

deliver the workforce needed for today and tomorrow. The process is about determining

appropriate actions to close the gaps and therefore deliver the targeted future.

There are 8 key areas that Closing the Gaps needs to focus on -

Resourcing, Learning and Development, Remuneration, Industrial Relations, Recruitment,

Retention, Knowledge Management, Job design.

Recruitment refers to the process of sourcing, screening, and selecting people for a job or

vacancy within an organization. Though individuals can undertake individual components of the

recruitment process, mid- and large-size organizations generally retain profesional recruities.

The recruitment industry has four main types of agencies. Their recruiters aim to channel

candidates into the hiring organisations application process. As a general rule, the agencies are

paid by the companies, not the candidates. The industries practice of information asymmetry and

recruiters' varying capabilities in assessing candidate quality produces the negative economic

impacts described by The Market for Lemons.


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PURPOSES AND IMPORTANCE:

In gerenal purposes of recuritment is to provide a pool of potencially qualifide job candidates.

Specifically the purposes are to;

1. Determining the present and future recuritement of the organization in conganction with

its personel planning and job-analysis acativities.

2. Increase the pool of job candidates at minimum cost.

3.

Help increase the suscess rate of the selection process by reducing the number of visibley

under qualified or ovetqualified job application.

4. Help reduce the probability that job applicants, once recruited and selected ,will have the

organazation only after a short period of time.

5. Meet organazations legal and social obilagations regarding the composition of its

workforce.

TRADITIONAL RECRUITMENT

Also known as a employment agencies, recruitment agencies have historically had a physical

location. A candidate visits a local branch for a short interview and an assessment before being

taken onto the agencys books. Recruitment Consultants then endeavour to match their pool of

candidates to their clients' open positions. Suitable candidates are with potential employers.

Remuneration for the agency's services usually takes one of two forms:

A contingency fee paid by the company when a recommended candidate accepts a job with the

client company (typically 20%-30% of the candidates starting salary), which usually has some

form of guarantee, should the candidate fail to perform and is terminated within a set period of

time.

An advance payment that serves as a retainer, also paid by the company.

It may still be legal for an employment agency to charge the candidate instead of the company,

but in most places that practice is now illegal, due to past unfair and deceptive practices.

Online recruitment websites

Such sites have two main features: job boards and a rsum/Curriculum Vitae (CV) database.

Job boards allow member companies to post job vacancies. Alternatively, candidates can upload


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a rsum to be included in searches by member companies. Fees are charged for job postings and

access to search resumes.

In recent times the recruitment website has evolved to encompass end to end recruitment.

Websites capture candidate details and then pool then in client accessed candidate management

interfaces (also online). Key players in this sector provide e-recruitment software and services to

organisations of all sizes and within numerous industry sectors, who want to e-enable entirely or

partly their recruitment process in order to improve business performance.

The online software provided by those who specialise in online recruitment helps organisations

attract, test, recruit, employ and retain quality staff with a minimal amount of administration.

Online recruitment websites can be very helpful to find candidates that are very actively looking

for work and post their resumes online, but they will not attract the "passive" candidates who

might respond favorably to an opportunity that is presented to them through other means. Also,

some candidates who are actively looking to change jobs are hesitant to put their resumes on the

job boards, for fear that their current companies, co-workers, customers or others might see their

resumes.

Headhunters

Headhunters are third-party recruiters often retained when normal recruitment efforts have failed.

Headhunters are generally more aggressive than in-house recruiters. They may use advanced

sales techniques, such as initially posing as clients to gather employee contacts, as well as

visiting candidate offices. They may also purchase expensive lists of names and job titles, but

more often will generate their own lists. They may prepare a candidate for the interview, help

negotiate the salary, and conduct closure to the search. They are frequently members in good

standing of industry trade groups and associations. Headhunters will often attend trade shows

and other meetings nationally or even internationally that may be attended by potential

candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate placements

(sometimes more than 30% of the candidates annual compensation). Due to their higher costs,

headhunters are usually employed to fill senior management and executive level roles, or to find

very specialized individuals.


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While in-house recruiters tend to attract candidates for specifisc jobs, headhunters will both

attract candidates and actively seek them out as well. To do so, they may network, cultivate

relationships with various companies, maintain large databases, purchase company directories or

candidate lists, and cold call.

In-house recruitment

Larger employers tend to undertake their own in-house recruitment, using their Human

Resources department. In addition to coordinating with the agencies mentioned above, in-house

recruiters may advertise job vacancies on their own websites, coordinate employee referral

schemes, and/or focus on campus graduate recruitment. Alternatively a large employer may

choose to outsource all or some of their recruitment process (Recruitment process outsourcing).

There are the main recruiting stages:

Sourcing

Sourcing involves 1. advertising, a common part of the recruiting process, often encompassing

multiple media, such as the Internet, general newspapers, job ad newspapers, professional

publications, window advertisements, job centers, and campus graduate recruitment programs;

and 2. recruiting research, which is the proactive identification of relevant talent who may not

respond to job postings and other recruitment advertising methods done in. This initial research

for so-called passive prospects, also called name-generation, results in a list of prospects who can

then be contacted to solicit interest, obtain a resume/CV, and be screened .

Screening & selection

Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and

computer skills. Qualifications may be shown through rsums, job applications, interviews,

educational or professional experience, the testimony of references, or in-house testing, such as

for software knowledge, typing skills, numeracy, and literacy, through psychological tests or

employment testing.

In some countries, employers are legally mandated to provide equal opportunity in hiring.

Agencies are particularly suitable for recruitment of executives and specialists. It is also known

as RPO (Recruitment Process Outsourcing)


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SOURCES OF RECRUIMENT

Employment exchanges

Government establishes public employment exchanges throughout the country. These exchanges

provide job information to job seekers and help employers in identifying suitable candidates.

Labour contractors

Manual workers can be recruited through contractors who maintain close contacts with the

sources of such workers. This source is used to recruit labor for construction jobs.

Unsolicited applicants

Many job seekers visit the office of well-known companies on their own. Such callers are

considered nuisance to the daily work routine of the enterprise. But can help in creating the talent

pool or the database of the probable candidates for the organization.

EMPLOYEE REFERRALS / RECOMMENDATIONS

Many organizations have structured system where the current employees of the organization can

refer their friends and relatives for some position in their organization. Also, the office bearers of

trade unions are often aware of the suitability of candidates. Management can inquire these

leaders for suitable jobs. In some organizations these are formal agreements to give priority in

recruitment to the candidates recommended by the trade union.

RECRUITMENT AT FACTORY GATEUnskilled workers may be recruited at the factory gate these may be employed whenever a

permanent worker is absent. More efficient among these may be recruited to fill permanent

vacancies. Factors Affecting Recruitment

Effective human resource planning helps in determining the gaps present in the existing

manpower of the organization. It also helps in determining the number of employees to be

recruited and what qualification they must possess.

RECURITMENT PROCESS PARLES RUDRAPUR PLANT

Here the company adopted to system for recruited their staff and worker .for staff member the

company adopted generally the traditional process like by the test , G.D , interview and for the

worker level the company adopted the flowing process.

On gate


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By the contractor

By the camp

On the reference

Thus the recruitment process of the Parles in as like as the other company but one thing

different the camp based selection process .I think this a different kind of process and unique it

self . The company run the camp in the rural and remote area in state for the

Recruitment they conducts one week program and this time interval the select number of

candidate. This helps not only the company but also the life of rural people who cut of the rest

world due to several reasons. This also helps increasing the economic and social condition of the

remote area which ultimately helps the nation development.

By this process the company also full fills the social objective of the company.

FACTOR AFFECTING THE RECRUITMENT PROCESS:

SIZE OF THE FIRM

The size of the firm is an important factor in recruitment process. If the organization is planning

to increase its operations and expand its business, it will think of hiring more personnel, which

will handle its operations.

COST

Recruitment incur cost to the employer, therefore, organizations try to employ that source of

recruitment which will bear a lower cost of recruitment to the organization for each candidate.

Influence the recruiting efforts of the organization. If there is surplus of manpower at the time of

recruitment, even informal attempts at the time of recruiting like notice boards display of the

requisition or announcement in the meeting etc will attract more than enough applicants.

IMAGE / GOODWILL

Image of the employer can work as a potential constraint for recruitment. An organization with

positive image and goodwill as an employer finds it easier to attract and retain employees than an

organization with negative image. Image of a company is based on what organization does and

affected by industry. For example finance was taken up by fresher MBA's when many finance

companies were coming up.


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POLITICAL-SOCIAL- LEGAL ENVIRONMENT

Various government regulations prohibiting discrimination in hiring and employment have direct

impact on recruitment practices. For example, Government of India has introduced legislation for

reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc.

Also, trade unions play important role in recruitment. This restricts management freedom to

select those individuals who it believes would be the best performers. If the candidate can't meet

criteria stipulated by the union but union regulations can restrict recruitment sources.

UNEMPLOYMENT RATE

One of the factors that influence the availability of applicants is the growth of the economy

(whether economy is growing or not and its rate). When the company is not creating new jobs,

there is often oversupply of qualified labor which in turn leads to unemployment.

COMPETITORS

The recruitment policies of the competitors also affect the recruitment function of the

organizations. To face the competition, many a times the organisationsS have to change their

recruitment policies according to the policies being followed by the competitors.

RECENT TREND:

Company need not plan for human resources much in advance.

Value creation, operational flexibility and competitive advantage

turning the management's focus to strategic level processes of HRM

Company is free from salary negotiations, weeding the unsuitable resumes/candidates.

Company can save a lot of its resources and time

POACHING/RAIDING

"Buying talent" (rather than developing it) is the latest mantra being followed by the

organisations today. Poaching means employing a competent and experienced person already

working with another reputed company in the same or different industry; the organisation might

be a competitor in the industry. A company can attract talent from another firm by offering

attractive pay packages and other terms and conditions, better than the current employer of the

candidate. But it is seen as an unethical practice and not openly talked about. Indian software and


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the retail sector are the sectors facing the most severe brunt of poaching today. It has become a

challenge for human resource managers to face and tackle poaching, as it weakens the

competitive strength of the firm.

E-RECRUITMENT

Many big organizations use Internet as a source of recruitment. E- recruitment is the use of

technology to assist the recruitment process. They advertise job vacancies through worldwide

web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the

Internet. Alternatively job seekers place their CV's in worldwide web, which can be drawn by

prospective employees depending upon their requirements.

Advantages internal of recruitment are:

Low cost.

No intermediaries

Reduction in time for recruitment.

Recruitment of right type of people.

Efficiency of recruitment process.

RECRUITMENT POLICY

1. The recruitment policy of an organization specifies the objectives of recruitment and provides

a framework for implementation of recruitment programmed. It may involve organizational

system to be developed for implementing recruitment programmed and procedures by filling

up vacancies with best qualified people.

2. Recruitment is a positive process i.e. encouraging more and more employees to apply whereas

selection is a negative process as it involves rejection of the unsuitable candidates.

3. Recruitment is concerned with tapping the sources of human resources WHEREAS selection

is concerned with selecting the most suitable candidate through various interviews and tests.

4. There is no contract of recruitment established in recruitment WHEREAS selection results in a

contract of service between the employer and the selected employee.


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REVIEW OF LITERATURE

Janifer A Chatman (2007)according to him to investigate how the fit of an employee with his

or her organization a a whole is established and maintained and what the consequences are in

organizations, this study tracked the early careers of 171 entry-level auditors in eight of the

largest U.S. public accounting firms and assessed the confgruence of their values with those of

the organization. Person-organization fit is shown to be created, in part, by selection

(assessments of who the person is when he or she enters the organization) and socialization (how

the organization influences the person's values, attitudes, and behaviors during membership.

Results show some support for three general hypotheses: First, recruits whose values, when they

enter, match those of the firm adjust to it more quickly; second, those who experience the most

vigorous socialization fit the firm's values better than those who do not; and third, recruits whose

values most closely match the firm's feel most satisfied and intend to and actually remain with it

longer.

Methews (2008) concluded that organizations devote substantial resources to establishing and

maintaining a "good fit" between people and their jobs because they assume that certain people

are better suited to perform some jobs than others . Numerous fit theories have been advanced,focusing on careers, job choice and organizational climate. These theories draw on interactional

psychology in that they consider how individual and situational characteristics combine to

influence a focal individual's response in a given situation. Pervasive influences on individual

behaviors and attitudes may also arise from the organization's social environment, specifically

from its central values. Conceptualizing the situation as the organization's values and considering

person-organization fit is thus a meaningful, yet less-researched level of analysis.

George (2008) concluded that person-organization fit is defined as the congruence between

patterns of organizational values and patterns of individual values, defined here as what an

individual values in an organization, such as being team-oriented or innovative. Although

multiple aspects of organizations and people influence behavior and attitudes, person-

organization fit is a meaningful way of assessing person-situation interaction because values are


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NEED, SCOPE AND OBJECTIVES


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NEED, SCOPE AND OBJECTIVES OF THE STUDY

3.1 NEED

Research came identified from review of literature. After conducting a review of researches done

by various professionals a gap has been identified. Study relating to HR Policies related to

Recruitment and Selection of Ambuja Cement Ltd. has been conducted but study related to

attitude towards Ambuja products has not been done yet. A need was felt to cover the areas

neglected. So, in the present research this gap has been filled.

3.2 SCOPE

The scope of the study was limited to Ambuja Cement Plant, Haryana.

3.3 OBJECTIVES

The main objectives of the study were as follows:

To understand about the recruitment & selection process of the company.

To search the company performance and their talent pool requisition

To indicate the true efficiency.

To understand the employees thinking towards the present recruitment policies of the

company.


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RESEARCH METHODOLOGY


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RESEARCH METHODOLOGY

4.1 Research

Research is a procedure of logical and systematic application of the fundamentals of science to

the general and overall questions of a study and scientific technique, which provide precise tools,

specific procedures, and technical rather philosophical means for getting and ordering the data

prior to their logical analysis and manipulation different type of research designs is available

depending upon the nature of research project, availability of manpower and circumstances.

According to D. Slesinger and M. Stephenson research may be defined as the manipulation of

things, concepts or symbols for the purpose of generalizing to extend, correct or verify

knowledge, whether that knowledge aids in the construction of theory or in the practice of an

art. Thus it is original contribution to the existing stock of knowledge of making for its

advancement.

4.2 Research Design

Research Design is an arrangement of conditions for collection and analysis of data in a manner

that aims to combine relevance to the research purpose with economy on procedure. The

research problem having been formulated in clear-cut term helps the researcher to prepare a

research design. The preparation of such a design facilitates in conducting it in an efficient

manner as possible. It is a blue print for the fulfillment of objectives and answering questions

.this research is:

4.3 Descriptive Research:

Present research is descriptive research because in this research it has been described that which

method of recruitment and selection is being followed in Ambuja Cement Limited and various

factors considered for the same.

4.4 Sampling Design

The following factors have to decide within the scope of sample design:

i) Universe- universe stands for the name of company. In this study the company was

Ambuja Cement Ltd.


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ii) Sample Frame-Sample frame refers from where the questionnaires are to be filled. Our

sample frame consists of family, friends and classmates

iii) Sampling Unit: It indicates who is to be surveyed. The researcher must define the target

population that will be sampled. In this project sampling unit is the employees working in

Ambuja Cements Limited.

iv) Sample Size: A sample of minimum respondents was selected from various divisions of

Ambuja. An effort has been made to select respondents evenly. The survey was carried

out on 100 respondents.

v) Sampling Technique: For the purpose of research convenient sampling is used.

Technical associates working in different divisions of Ambuja Cements. Ltd. Have been

approached to get the questionnaire filled.

4.5 Data Collection

There are two types of data sources. :

4.5a) Secondary data:

It includes information which had already been collected by someone else and which had already

been passed through the statistical process. In this case one is not confronted with the problems

that are usually associated with the collection of original data. Secondary data either is published

data or unpublished data. Secondary data was collected through internet and by using

companys manuals.

4.5 b) Primary data:

It includes information collected afresh and for the first time, and thus happen to be original in

character. It is the backbone of any study. It was obtained from respondents that are executives

of each department with the help of widely used and well-known method of survey, through a

well-structured questionnaire.


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4.6 Limitations of the study

The limitations of the study were as follows:

This project is based on the method of recruitment and selection policies and due to

constraint of time is not possible to work on all tools and techniques of recruitment policies.

The data collection is also limited.

This project report is based on my own perception and finding so it cannot used for

generalizing purpose.

Data are extracted from various employees and secondary sources so any error in the

statement will subsequent affect the company R&S process.


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DATA ANALYSIS AND ITS INTERPRETATION


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DATA ANALYSIS AND ITS INTERPRETATION

Q1. Did you satisfied with the present recruitment process adopt by the company?

Table 5.1 Satisfied with recruitment process.

Response No. of respondents

Yes 50

No 30

Cant Say 20

Figure 5.1 Satisfied with recruitment process.

Analysis and Interpretation

From the above table and figure it is quite clear that 50% of the respondents are satisfied with the

present recruitment process adopt by the company, 30% of the respondents are not satisfied with

the present recruitment process adopt by the company while remaining 20% of the respondents

could not say anything.

0

10

20

30

40

50

60

yes no can't say

No. of Respondents

No. of Respondents


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Q2. How did you recruited in this company?

Table 5.2 Recruited in this company

Recruitment Process No. of Response

Internally 20By test and interview 45

On the reference 20

On gate 15

Figure 5.2 Recruited in this company

Analysis and Interpretation

From the above table and figure it is quite clear that 20% of the respondents are recruited

internally in this company, 45% of the respondents are recruited by test and interview, 20% of

the respondents are recruited on the reference and remaining 15% of the respondents are

recruited on gate.

0

5

10

15

20

25

30

35

40

45

50

Internally By test and

interview

On the

reference

On gate

No. of Respondents

No. of Respondents


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Q3. In whole recruitment process which part you feel very interesting?

Table 5.3 Part of the recruitment process you feel interesting.

Recruitment Process No. of Respondents

Written Test 20

GD 40

Interview 20

All 20

Figure 5.3 Part of the recruitment process you feel interesting.

Analysis and Interprtation:

From the above table and figure it is clear that 40 % of the employees feel GD a very interesting

in the recruitment process part and remaining 20% each feel written test, interview and all the

above process the interesting part of recruitment process.

0

5

10

15

20

25

30

35

40

45

Written

test

GD Interview All

No. of Respondents

No. of Respondents


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Q4. In recruitment process which part you feel lengthy?

Table 5.4 Part you feel lengthy.

Recruitment Process No. of Respondents

Written Test 40

GD 40

Interview 20

All 20

Figure 5.4 Part you feel lengthy.

ANALYSIS AND INTERPRETATION

From the above table and figure it is clear that 40 % of the employees feel that written is the

lengthy in the recruitment process and remaining 20% each feel Gd, interview and all the above

process is the lengthy part in recruitment process.

0

5

10

15

20

25

30

35

40

45

Written

test

GD Interview All

No. of Respondents

No. of Respondents


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Q5. Test question asked in test are level to the post offer?

Table 5.5 Question asked are level to the post offer.


Yes 50

No 30

Cant Say 20

Table 5.5 Question asked are level to the post offer


From the above table and figure it is quite clear that 50% of the respondents are agree that the

question asked in the test are level to the post offer, 30% of the respondents are not are agree that

the question asked in the test are level to the post offer while remaining 20% of the respondents

could not say anything.

0

10

20

30

40

50

60

yes no can't say

No. of Respondents

No. of Respondents


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Q6. The post offer and the salary are equal to the employement notice?

Table 5.6 The post offer and the salary are equal to the employement notice


Yes 70

No 30

Figure 5.6 The post offer and the salary are equal to the employement notice


From the above table and figure it is quite clear that majority of the respondents are agree that

the post offer and salary are equal to the employement notice and remaining 30% of the

respondents are not agree that the post offer and salary are equal to the employement notice.

0

10

20

30

40

50

60

7080

yes no

No. of Respondents

No. of Respondents


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Q7. What is your experience about the company at the time of joining?

Table 5.7 Experience about the company at the time of joining


Good 25

Fair 40

Best 15

Not Good 20

Figure 5.7 Experience about the company at the time of joining


From the above table and figure it is quite clear that 25% of the employees are having a good

experience about the company at the time of joining, 40% of the employees are having a fairexperience, 15% of the employees employees are having a best experience and remaining 20%

employees are not having a good experience about the company at the time of joining.

0

5

10

15

20

25

30

35

40

45

Good Fair Best Not Good

No. of Respondents

No. of Respondents


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Q8 . Do you satisfied with the induction and orientation process?

Table 5.8 Satisfied with the induction and orientation process.


Yes 60

No 40

Figure 5.8 Satisfied with the induction and orientation process.


From the above table and figure it is quite clear that 60% of the respondents are satisfied with

induction and orientation process and remaining 40% of the respondents are not satisfied with

induction and orientation process of the company.

0

10

20

30

40

50

60

70

Yes No

No. of Respondents


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Q9. Do you want to give any suggestions for the company to improve recuitment and

selection process?

Table 5.9 Suggestions for the company


Yes 80

No 20

Figure 5.9 Suggestions for the company

ANALYSIS AND ITS INTERPRETATION

From the above table and graph it is quite clear that majority of the respondents i.e. 80% want to

give suggestions for the company to improve recuitment and selection process and remaining

20% of the respondents do not want to give any suggesstions.

0

10

20

30

40

50

60

70

80

90

Yes No

No. of Respondents


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FINDINGS OF THE STUDY


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FINDINGS OF THE STUDY

After conducting the study on Recruitment and Selection Process in Ambuja Cement the

findings were as follows.

It is quite clear that 50% of the respondents are satisfied with the present recruitment process

adopt by the company, 30% of the respondents are not satisfied with the present recruitment

process adopt by the company while remaining 20% of the respondents could not say

anything.

It is quite clear that 20% of the respondents are recruited internally in this company, 45% of

the respondents are recuited by test and interview, 20% of the respondents are recuited on the

reference and remaining 15% of the respondents are recruited on gate.

It is clear that 40 % of the employees feel GD a very interesting in the recruitment process

part and remaining 20% each feel written test, interview and all the above process the

interesting part of recruitment process.

It is clear that 40 % of the employees feel that written is the lenghty in the recruitment

process and remaining 20% each feel Gd, interview and all the above process is the lenghty

part in recruitment process.

It is quite clear that 50% of the respondents are agree that the question asked in the test are

level to the post offer, 30% of the respondents are not are agree that the question asked in the

test are level to the post offer while remaining 20% of the respondents could not say

anything.

It is quite clear that majority of the respondents are agree that the post offer and salary are

equal to the employement notice and remaining 30% of the respondents are not agree that

the post offer and salary are equal to the employement notice.

It is quite clear that 25% of the employees are having a good experience about the company

at the time of joining, 40% of the employees are having a fair experience, 15% of the

employees employees are having a best experience and remaining 20% employees are not

having a good experience about the company at the time of joining.


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It is quite clear that 60% of the respondents are satisfied with induction and orientation

process and remaining 40% of the respondents are not satisfied with induction and

orientation process of the company.

It is quite clear that majority of the respondents i.e. 80% want to give suggestions for the

company to improve recuitment and selection process and remaining 20% of the respondents

do not want to give any suggesstions.


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CONCLUSION AND RECOMMENDATIONS


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CONCLUSION AND RECOMMENDATIONS

7.1 CONCLUSION

At the end I reach to the conclusion that Ambuja Cements Limited no doubt world famous

cement company. It has unique place in every Indian. By strong financial and structural position

it is top to his competitor. In era of globalization the company growth and feature are safe. The

price policies fowled by the company do separate to its competitor. The recruitment and

selection policies are very good. Talent search in rural area, in my concerned first time adopted

by any company in India.

In hole training period I learn a lot in Ambuja and find that some of the area where the company

required improvement like

Induction Process:It has been rightly said that if the beginning of a new voyage in our lives be

good, all goes well after that. The true in many organizations, which go an extra mile when they

have new employees on board. If a new hire gets inducted into the organization in a proper

manner, he/she feels more connected to the organization and eventually, loyalty and long-terms

association follow.

After joining a new organization, many of us find ourselves thrown into a new environment, with

a lot of apprehensions. This is where induction trainee can help familiarize us with the

organizations philosophy, along with key business processes and our work responsibilities.

It is absolutely necessary to unbolt the door to international business customs and practices so as

to enable international managers to conduct business successfully around the world.

Cross Culture Issues: Today, when business has become global, to achieve success, one not

only needs to communicate in a language that can be understood, but also needs to know the

customs and the non-verbal practices of every culture.


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7.2 RECOMMENDATIONS

After conducting the study, the main recommendations were as follows:

Alignment of talent acquisition strategy with the overall corporate strategic plan.

Measuring workforce performance on the basis of quality of hire and time per hire.

Elimination of traditional paper methods and using latest technological developments.

Focusing on a longterm plan.

Managing workforce wholly.

Reducing the application process and workload for the job. Invite interested job seekers to

create a self-profile which can be used in case a suitable job vacancy arises.


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References


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questionnnaire


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QUESTIONNAIRE

Dear respondent,

I, Ravjot Singh Sangha, M.Com student of Lyallpur Khalsa College,

Jalandharis conducting a survey on the topic Recruitment and Selection Process as a part

of our curriculum.Your cooperation is required in this endeavor and we assure that the following

questionnaire will not take much of your time.

DEMOGRAPHIC PROFILE

Name_______________________________

Age

Less than 20 years 20-40 years

40-60 years More than 60 years

Gender

Male Female

Designation:

Manager Executive Supervisor

Q1) Age distribution of workers at Ambuja Cement.

18-20 years

21-25 years

26-30 years

Above 30 years


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