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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
The Selection Process consists of various stages of evaluation and each
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
Pre-Employment Medical Check Up
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
The Selection Process consists of various stages of evaluation and each
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
Pre-Employment Medical Check Up
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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)