EUREKA FORBES LTD.

PROJECT REPORT ON
UNDERSTANDING THE RECRUITMENT & SELECTION PROCESS AT EUREKA FORBES : a study of selection of customer sales specialist in Kolkata

In Partial fulfillment of the Master of Business Administration (HUMAN RESOURCE) Submitted by : Arun Ghosh Roll No 09148009008 Academic Year -2009-2011

Under the Guidance of :

Mr.Unus Molla(HR Manager) Company Guide Prof.Monodip Ray Chowdhury(Dean of MBA Dept.) Internal Guide

FUTURE INSTITUTE OF ENGINEERING AND MANAGEMENT SONARPUR STATION ROAD, KOLKATA 700 150.
WEBSITE : www.fiemonline.org

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DECLARATION
The Summer project on Understanding the selection process at Eureka Forbes : a study of selection of customer sales specialist in Kolkata is the original work done by me. This is the property of the institute and use of the report without prior permission of the institute will be considered illegal and actionable.

(Arun Ghosh) Date :

Place :Kolkata

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ACKNOWLEDGEMENT
The joy of ingenuity!!! This is doubtlessly what this project is about. Before getting to brass tacks of things. I would like to add a heartfelt word for the people who have helped me in bringing out the creativeness of this project. To commence with things I would like to take this opportunity to gratefully and humbly thank to Mr. Unus Molla, Project guide, Eureka Forbes Ltd, Kolkata, for being appreciative enough by giving me an opportunity to undertake this project in Eureka Forbes. Respected guide Mr Monodip Roy Chowdhury, Faculty, Future Institute Of Engineering and Management, Kolkata for his undeterred guidance for the completion of the report. Mr.Shilajit Ghosh,Director of Future institute of Engineering and Management, and Professor(Dr)Mousumi Ghosh,Director of Future Business School, Kolkata, for their continuous support, encouragement and support. I owe my gratitude to Mr.Subrata Chatterjee for expressing a keen interest in organizing the project and doing the needful. My parent s need special mentions here for their constant support and love in my life. I also thank my friends and well wishers, who have provided their whole hearted support to me in this exercise. I believe that this Endeavor has prepared me for taking up new challenging opportunities in future.

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Executive Summary
The project titled UNDERSTANDING THE RECRUITMENT AND SELECTION PROCESS AT EUREKA DORBES : A STUDY OF SELECTION OF CUSTOMER SALES SPECIALIST IN KOLKATA Undertaken in Eureka Forbes Ltd. Eureka Forbes is Asia s largest direct selling organization. It is a part of Shapoorji Pallonji Group Pioneer in vacuum cleaner and water purifier technology operating from 220 branches, covering 100 cities, with over 7000 Euro champs in INDIA & ABROAD Eureka Forbes has achieved survey ) 4th rank as best employeer in 2007 (Hewitt Associates

ISO 9001, 9002 and 14001 certified company A case study of Harvard Business School since 2005 Award Make (Most Admired Knowledge Enterprise, U.K ) Award Super Brand Award, Mera Brand Award . International operation in 50 countries The project report is about recruitment and selection process that is an important part of any organization. Which is considered as a necessary asset of a company? In fact, recruitment and selection gives a home ground to the organization acumen that is needed for proper functioning of the organization. It gives a organizational structure of the company. It is a methodology in which the particular organization works and how a new candidate could be recruited in such a way that he/she would be fitted for the right kind of career.

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There are two types of factors that affect the Recruitment of candidates for the company Internal factors External factors The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. Selection process or activities typically follow a standard patter, beginning with an initial screening interview and concluding with final employment decision.

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CONTENTS
PAGE NO

DECLARATION ACKNOWLEDGEMENT EXECUTIVE SUMMARY

2 3 4-5

1.CHAPTER 1

INTRODUCTION

10 - 19

1.1 INTRODUCING THE TOPIC 1.2 PROJECT OBJECTIVES 1.3 PROJECT SCOPES 1.4 RESEARCH METHODOLOGY 1.5 LIMITATION OF PROJECT

2. CHAPTER 2

LITERATURE REVIEW

20 - 73

2.1 INTRODUCTION OF RECRUITMENT AND SELECTION 2.2 MEANING OF RECRUITMENT 2.3 NEED OF RECRUITMENT 2.4 RECRUITMENT PROCESS 2.5 EVALUATION OF RECRUITMENT PROCESS 2.6 SOURCES OF RECRUITMENT 2.7 60- SECOND GOIDE TO HIRING THE RIGHT PEOPLE 2.8 SELECTION
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2.9 SELECTION PROCESS 2.10 FOUR APPROCHES TO SELECTION 2.11 PROBLEM IN EFFECTIVE SELECTION

3. CHAPTER 3

COMPANY PROFILE

74 - 113

3.1 EUREKA FORBES LTD. THE ORGANIZATION 3.1.1 Vision 3.1.2 Mission 3.1.3 Value 3.2 PRODUCT CATEGORIES 3.2.1 Water Purification System 3.2.2 House Cleaning System 3.2.3 Water Purification System 3.2.4 Vaccum Cleaning System 3.2.5 Secure Homes 3.2.6 Industrial Water Purification System 3.3 STRATEGIC DIRECTION 3.4 ENVIRONMENT 3.5 MILESTONES 3.6 EUREKA FORBES INSTITUTE OF ENVIRONMENT 3.7 PEOPLE 3.8 EUREKA FORBES LTD. RELATIONSHIP 3.9 EUREKA FAMILY 3.10 NEW AVENUES
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3.11 CARRER 3.12 DREAMS 3.13 FUTURE PLAN 3.14 THE TARGET 3.15 PRESS CENTRE 3.16 CASE STUDY IN HARVARD BUSINESS SCHOOL

4. CHAPTER 4 RESEARCH STUDY AND ANALYSIS 4.1DEFINITION OF RESEARCH 4.2 RESEARCH DESIGN 4.3 DESCRIPTIVE RESEARCH DESIGN 4.4 DATA COLLECTION 4.5 DATA ANALYSIS 4.6 SOURCES OF DATA COLLECTION 4.7 DATA TYPE 4.8 PREPARING THE QUESTIONNAIRE 4.9 INTERVIEW 4.10 SAMPLE UNIT 4.11 SAMPLE SIZE 4.12 SAMPLE DESIGN

114 - 127

SECTION 1 EUREKA FORBES CURRENT SCHENARIO SECTION 2 PROJECT STUDY SECTION 3 COLLEGES VISITED

120 - 133 134 - 137 138 - 144

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5. CHAPTER 5

DATA ANALYSIS AND INTERPRETATION

145 - 162

5.1 PIE CHART 1 5.2 PIE CHART 2 5.3 PIE CHART 3 5.4 PIECHART 4 5.5 PIE CHART 5 5.6 PIE CHART 6 5.7 PIE CHART 7 5.8 PIE CHART 8 5.9 PIE CHART 9

6. FINDINGS, RECOMMENDATIONS, CONCLUSIONS & CASE STUDY 6.1 FINDINGS 6.2 RECOMMENDATIONS 6.3 CONCLUSIONS 6.4 CASE STUDY

163 - 169

BIBLOGRAPHY

170

ANNEXURE

171 - 236

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Chapter 1

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1.1 INTRODUCTION TO THE TOPIC

Human Resource is a basic need of any work to be done. According to ARTHUR

LEWIS: There are great differences in development between countries which seem to have roughly equal resources, so it is necessary to enquire into the difference in human behaviors.

Meaning of HUMAN RESORCE MANAGEMENT Human Resource plays a crucial role in the development process of the modern economics.

ARTHUR LEWIS observed There are great differences in development between countries which seem to have roughly equal resources, so it is necessary to enquire into the difference in human behaviors . Human resource management is the management of employee s skill, knowledge abilities, talent, aptitude, creativity, ability etc. different terms are used for denoting Human Resource Management. They are labour management, labour administration, labour management relationship, employee employer relationship, industrial relationship, human capital management, human assent management etc. Though these terms can be used differently widely, the basic nature of distinction lies in the scope or coverage and evolutionary stage. In simple sence, human resource management means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements.
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FUNCTIONS OF HUMAN RESOURCE MANAGEMENT : Administration: Strategic planning, organizational evaluation, County Board relations, policy recommendations, supervision of department staff Benefits: Health insurance, dental insurance, life insurance, disability insurance, retirement benefits, vacation, sick leave, paid holidays, section 125 plan, donor program, educational incentive, uniform allowance, and others. Compensation: Salary and benefit surveys, job evaluation, job descriptions evaluation, job descriptions Employee relations: Disciplinary processes, incident investigations, complaint/grievance procedures, labormanagement relations. Employee services: Enrollment in benefits, employee discounts for recreational spots, resolution of enrollment or claim problems, employee newsletter. Educational assistance, employee service awards Fiscal: Staffing budgets, departmental budget, accounts payable, insurance receivables, insurance fund management, total package costing. Insurance receivables, insurance fund management, total package costing. Health and safety: Employee assistance, workers compensation claims, drug testing, safety compliance and training.

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Leaves of absence: State and/or Federal Family and Medical Leave rights, County approved leaves of absence, rights upon return to work, light duty assignments for temporary periods. Payroll administration: Computer-based or manual evaluation systems, supervisory training, compliance with timeliness standards Performance appraisal: Employee files, litigation files, payroll records, safety records and other administrative files Record-keeping: Job posting, advertising, testing administration, employment interviews, background investigations, post-offer employment testing. Recruitment: Recruitment is defined as a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures fir meet the requirement of the staffing schedule and to employ to employ effective measures for attracting the manpower in adequate numbers to facilitate effective selection of an effective workforce. Selection: After identifying the sources of human resources, searching for prospective employees and stimulation helps too apply for jobs in an organization, the management has to perform the function of selecting the right man at right job and at the right time. Separations and terminations: Rights upon termination of employment, severance benefits, unemployment compensation, exit interviews.

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Training and development: County-wide needs assessment, development of supervisory and management skills, employee training and workshops. Benefits orientation for new and transferring employees, Supervisory newsletter. Salary and benefits: Salary/wage plans, employee benefits.

IMPORTANCE OF HUMAN RESOURCE MANAGEMENT:

1: Attract highly qualified and competent people 2: Ensure that s the selected candidate stays longer with the company. 3: Make sue that there is match between cost and benefit. 4: Helps the organization to create more culturally diverse workforce Whereas, the poor quality of selection means extra cost on training and supervision. Further in more , when recruitment fails to meet organizational needs for talent, a typically response is to raise entry level pay scales . This can distort traditional wages and salary relationship in organization, resulting in unavoidable consequences. Thus the effectiveness of the recruitment process can play a major role in determining the resources that must be expended on other HR activates and their ultimate success.

The project report is all about recruitment and selection process that s an important part of any organization. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individual will come to know a company, and eventually decide whether they wish to work for it. Organizations have to recruit people with requisite skills, qualification and experience, if they have to survive and flourish in a highly competitive environment. While doing so they have to be sensitive to economic,

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social, political and legal factors within a country. To be effective, they need to tap all the available sources of supply both internal and external. In a highly competitive market every organization need to have very efficient and effective recruitment process, which should reduction in time and cost involved in the recruitment process. Longer the recruitment cycle time it leads to high cost to the companies. Recruitment is a positive impact to an organization since it identifies and encourages applicants to apply for the jobs. Additionally, many managers start recruiting only when some one is leaving, so its better to establish an ongoing recruitment programme so that effective recruitment process with the less time and increased effort results in success to the organization. Selection is the second step in the process of procurement of people. It is the process of choosing the individual who posses the necessary skill, abilities and personalities to successfully fill specific jobs in the organization. Selection is a negative process as it involves the taking of suitable people for the organization and rejection or elimination of unsuitable applicants. The selection procedure must be designed carefully because errors committed at the time of selection may prove to be very costly. So proper selection and placement of personnel will keep the rates of absenteeism and labour turn over low. Eureka Forbes Limited is a hardcore marketing company and its annual turnover is 1600 core also a highly employment creating organization, one side it involves with manufacturing division and other side deals with selling so its requires a huge employee. For that reason an ongoing recruitment process going on into the organization. As my project work deals with recruitment and selection process of the organization.

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1.2 PROJECT OBJECTIVES

1.To study the recruitment and selection procedure followed in EUREKA FORBES LTD.

2. To study the various sources of recruitment followed in EUREKA FORBES

3. To learn what is the process of recruitment and selection that should be followed.

4. To search or headhunt people whose skill fits into the company s values.

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1.3 PROJECT SCOPES

1.To understand the complete Recruitment & Selection Process at Eureka Forbes Ltd.

2. To Study and analyze the recruitment season 2010.

3. To Find out the efficiencies of recruitment sources.

4. To Find out the effectiveness of Recruitment Process through various metrics.

5.To help the company to determine how they make their recruitment and selection programs more effective.

6.To provide a systematic recruitment process.

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1.4 REASERCH METHODOLOGY

In everyday life human being has to face many problems viz. social, economical, financial problems. These problems in life call for acceptable and effective solutions and for this purpose, research is required and a methodology applied for the solutions can be found out. Research was carried out at Eureka Forbes Ltd. to find out the Recruitment and selection process . DATA COLLECTION: Primary Data: Primary data was collected through survey method by distributing questionnaires to branch manager and other sales manager. The questionnaires were carefully designed by taking into account the parameters of my study. Secondary Data: Data was collected from books, magazines, web sites, going through the records of the organization, etc. It is the data which has been collected by individual or someone else for the purpose of other than those of our particular research study. Or in other words we can say that secondary data is the data used previously for the analysis and the results are undertaken for the next process.

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1.5 LIMITATIONS OF PROJECT

Every research is conducted under some constraints and this research is not an exception. Limitations of the study are as fallows:

1. The study is limited to the areas of Kolkata. 2.The sample size of only 20 was taken from a large Institutions and Colleges for the purpose of study, so can be difference results of the sample from total Institutions and Colleges in Kolkata.

3.Non availability of adequate data also limited the scope of the study to some extent.

4.I faced the limitation that respondents were unwilling to provide information.

5.Most of the faculty were reluctant to go into details because of their busy schedules.

6.Due to continuous change in environment, what is relevant today may be irrelevant tomorrow.

7.The project was conducted in the short period of 6-8week and so the findings can not be generalized for all times.

8.Some of the information being confidential was not included in the study.

9.The scope of the study by and large is very vast. It is difficult to satisfy all the area therefore an attempt is made to cover as much as possible.

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CHAPTER - 2

LITERATURE REVIEW

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2.1 INTRODUCTION

Recruitment and Selection Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate. Recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of efficient personnel. Staffing is one basic function of management. All managers have responsibility of staffing function by selecting the chief executive and even the foremen and supervisors have a staffing responsibility when they select the rank and file workers. However, the personnel manager and his personnel department is mainly concerned with the staffing function. Every organization needs to look after recruitment and selection in the initial period and thereafter as and when additional manpower is required due to expansion and development of business activities. Right person for the right job is the basic principle in recruitment and selection. Ever organization should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organization/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates are essential. Human resource management in an organization will not be possible if unsuitable persons are selected and employment in a business unit.

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2.2 MEANING:

RECRUITMENT Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. A formal definition states, It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected . In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection. In recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc. are used. In the recruitment, a pool of eligible and interested candidates is created for selection of most suitable candidates. Recruitment represents the first contact that a company makes with potential employees.

Definition: According to EDWIN FLIPPO, Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.

2.3 Need for recruitment: The need for recruitment may be due to the following reasons / situation:
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a)Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labour turnover. b)Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification. Purpose and importance of Recruitmen t:

1. Determine

th e

presen t

and

future

requirements

of

the

organization on conjunction with its p ersonnel-p lanning and job analysis ac tivities.

2. Increase the pool of job candida tes a t minimum cost.

3. Help incr ease the succ ess ra te of the selection proc ess by reducing the number of visib ly under qualified or overqualified job applican ts.

4. Help reduce the probab ility that job a pplicants, once recruited and selected, will leave the organization only af ter a short p eriod of tim e.

5. Meet th e organization s lega l and social obligations regarding th e

composition of its wor k force. 6. Begin id entify ing and preparing poten tial job applicants who will be appropriate candida tes .

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7. Increase organizational and indiv idual effectiven ess in the short term and long term.

8. Evaluate th e effectiveness of various recruiting techniqu es and sources for all types of job applicants .

Recruitme nt is a pos itive function in which publicity is g iven to t he jobs ava ilable in t he orga nizat ion a nd inte rested candidates a re

encourage d t o submit applicat ions for the purpose of select ion. Recruitme nt re prese nts the first conta ct that a com pany makes with potent ia l employees. It is through re cruitment that ma ny individua ls will come t o know a com pany , and event ually decide d whethe r they wish to work for it. A well-pla nne d a nd well-managed re cruit ing effort w ill result in high qua lity applica nts, whe re as, a haphazard and pie cemea l efforts w ill result in mediocre ones.

Unscientific Recrui tment and Se lecti on: Previously , the select ion of candida tes was influe nce d by

superstit ions, beliefs , pers ona l prejudice s of managers look ing afte r the recruitment and sele ction of the staff. The net result of such unscie ntific recruit ment and se lect ion a re: (a) Low produc tivity of labour (b) High turnover
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(c) Excess ive wastage of raw mater ials (d) More acciden ts and correspond ing loss to the organization (e) Ineffic ien t working of th e whole organiz ation and finally (f) Ineffec tive executiv e of train ing and management development programs

Scientifi c recruitment a nd selection

The importa nce of se lection recruitme nt and sele ction of staff is now a ccepte d in t he business world. Selection is im portant as it has its impa ct on work pe rforma nce a nd employee cost. As result scie ntific methods of re cruitm ent and select ion are extensively for the se lect ion of managers and the superv isory staff. The assistance of expe rts such as industria l psychologist a nd ma nagement cons ulta nts are a lso take n for the purpose of scient ific se lection. As a result, t he object ive of man for t he right j ob right

is achieved in many organiz ations. Moreove r,

right job is t he basic principle in ma npower procureme nt.

2.4 RECRU ITMENT PRO CESS

Recruitme nt refe rs to the process of ide ntify ing a nd att ract ing j ob seekers so as to build a pool of qualified job a pplicants. The process comprises five interre lated stages, viz ,
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1. Planning. 2. Strategy dev elopmen t. 3. Searching. 4. Screening. 5. Evaluation and con trol. The idea l recruitment programme is the one that att racts a relat ively large r num ber of qualified a pplicants who will surv ive the screening process a nd acce pt posit ions with the orga nizat ion, whe n offe red. Re cruitme nt progra mmes can miss the ideal in many ways i.e. by failing to attract a n adequate applica nt pool, by under/ove r selling the organizat ion or by ina dequate screening applicants be fore they e nter t he selection process. Thus , to approach t he ideal, individua ls responsible for the recruitment process must know how many and what types of employees are nee ded, whe re and how to look for the indiv iduals wit h the appropriate qua lifications a nd inte re sts, what inducement to use for various types of applica nts groups, how to dist inguish applica nts who are qua lifie d from t hose w ho have a reas onable cha nce of success and how to evaluate t heir w ork.

STAGE 1:

RECRUITMENT PLANNING: The first stage in the recruitme nt process is planning. Pla nning involves the tra nslat ion of likely job vaca ncies a nd information a bout the

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nature of these jobs int o set of obje ctive s or targets that specify the (1) Numbers and (2) Types of applican ts to b e contac ted. Numbers of con tact: Organization, nea rly always, plan to att ract more a pplicants t han they will hire. Some of t hose conta cted w ill be uninte rested, unqualifie d or both. Ea ch tim e a recruitment Programm e is contemplate d, one task is to estimate the num ber of applica nts neces sary to fill all vaca nc ies with the qua lifie d people.

Types of con tacts: It is basically concer ned wit h t he t ypes of people t o be infor med abo ut jo b openings. The t ype o f people depends on t he t asks and respo nsib ilit ies invo lved and t he qualificat ions and exper ience expect ed. These det ails are available t hrough jo b descr ipt io n and jo b spec ificat io n. STAGE 2:

STRATEGY DEVELO PMENT: When it is est imat ed t hat what t ypes o f recruit ment and ho w man y are required t hen one has concent rat e in (1). Make or Buy emp loy ees. (2). Technological sophisti cation of recruit ment and selection devi ces. (3). Geographical di st ribution of labour market s comp ri sing jo b seekers. (4). Sources of recru itment. (5). Sequencing t he act ivit ies in t he recruit ment process.

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Make or Buy: Organizat ion must decide whet her to hire le sk illed emplo yees and invest on t raining and educat io n programmes, or t hey can hir e sk illed labour and pro fessio nal. E ssent ially, t his is t he make or buy decis io n. Organizat ions, which hire skilled and pro fessio nals shall have t o pay mo re for t hese emplo yees.

Technological Sophi stication: The second decisio n in st rat egy deve lopment relat es t o t he met ho ds used in r ecruit ment and select ion. T his decisio n is ma inly influenced by t he available t echno logy. T he advent of co mput ers has made it po ssib le for emplo yer s t o scan nat ional and int er nat ional applicant qualificat io n. Alt hough imperso nal, co mput ers have given emplo yer s and o b seek ers a wider scope o f opt ions in t he init ial screening st age.

Where to look: In order to reduce t he cost s, organizat ions look in t o labour market s mo st likely t o offer t he requ ir ed jo b seekers. Generally, co mpanies lo o k in to t he nat ional mar ket for manager ia l and professio nal emp lo yees, regio nal or local market s for t echnical emplo yees and local mar ket s for t he cler ical and blue-co llar e mplo yees.

When to look:
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An effect ive recruit ing st rat egy must det er mine when t o look-decide on t he t imings o f event s besides knowing where and how t o look fo r jo b applicant s. STAGE 3:

SEARCHNG: Once a recruitment plan a nd strategy a re worke d out , the search process ca n begin. Sea rch involves two st eps A). Source activati on a nd B). Selling . A). SOURCE ACTIVAT ION: Ty pically, sources and search methods are act ivated by the issuance of an em ployee re quisit ion. This means that no act ual recruiting takes place until lone managers have verified that vaca ncy does exist or will ex ist. If t he organizat ion has planned well and done a good jo b o f developing it s sources and search met hods, act ivat ion soon resu lt s in a flood of applicat io ns and/or resumes. The applicat ion rece ived must be screene d. Those w ho pass have to be contacte d a nd invited for interv iew. Unsuccessful applica nts must be sent lette r of reg ret.

B). SELLING:
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A seco nd issue t o be addressed in t he searching process co ncer ns co mmunicat ions. Here, organizat io n walks t ight rope. On one hand, t he y want to do what ever t hey can t o att ract desirable applicant s. On t he o t her hand, t hey must resist t he t empt at ion o f overselling t heir virt ues. In selling the orga nizat ion, both the message and the media deserve attention. Message refers to the employment adve rtiseme nt. Wit h regards to media, it may be stated that effect iveness of any recruiting message depe nds on the me dia. Media are severa l-some have low credibility, while othe rs enjoy high credibility. Sele ction of medium or media needs to be done w ith a lot of care. STEP 4:

SCREEN ING: Scree ning of applica nts ca n be rega rded as an integra l part of the recruiting process, t hough many v iew it as the first step in the se lect ion process. Even the definit ion on recruitm ent, we quote d in t he beginning of this chapte r, excludes scree ning from its scope. However, we have included screening in recruitment for valid reasons. The sele ction process will beg in afte r the a pplications have be en scrut inized a nd short -listed. Hiring of professors in a unive rsity is a typical sit uation. A pplicat ion rece ived in response to adve rtiseme nts is screene d and only eligible applicants a re called for an interv iew. A selection committee com pris ing the Vice-chancellor, Registra r and subj ect experts conducts inte rview. Here , the re cruitme nt process extends up to scree ning the applicat ions. The se lect ion process comme nces only lat er.

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Pu rpose of screen ing The purpose of scree ning is t o remove from the recruitme nt process, at a n early stage, t hose applica nts who a re vis ibly unqua lified for the job. Effe ctive scre ening can save a great deal of time a nd money. Care must be exercised, however, to assure that pote ntially good employees a re not rejecte d w ithout justificat ion. In screening , clea r j ob specificat ions are invalua ble. It is both good pract ice a nd a legal necessity that a pplicant s qua lification is judge d on the basis of the ir knowle dge, skills, abilities and inte rest re quire d to do the j ob. The t echniques used t o screen applicant s var y depending o n t he candidat e sources and recruit ing met hods used. Int er view and app licat io n blanks may be used t o screen walk- ins. Campus recruit ers and ag ency represent at ives use int er views and resumes. Reference checks are also useful in screening.

STAGE 5:

EVALUATION AND CONTROL:

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Evaluation a nd cont rol is ne cessary as conside rable costs are incurred in the re cruitm ent process. The costs gene rally incurred are : 1. Salaries for recruiters . 2. Management and professiona l time spent on pr eparing job

description, job specif ications, adver tis ements, agency lia ison and so forth. 3. The cost of advertisemen ts or other recruitmen t methods, that is, agency fees . 4. Recruitment overheads and administrative expen ses. 5. Costs of ov ertim e and outsourc ing while the vacanc ies remain unfilled. 6. Cost of r ecruiting unsu itab le cand idates for the selec tion pro cess .

2.5 EVALUATION OF RECRUITMENT PROCESS The recruitment has the obje ctive of searching for and obtaining applications for j ob seeke rs in sufficie nt num ber a nd quality. Keeping this obje ctive in the m ind, the eva luat ion might include : 1. Return rate of application s ent out. 2. Number of su itable cand idates for s election. 3. Reten tion and p erformance of the candid ates s elected . 4. Cost of the recruitment process 5. Time laps ed da ta 6. Comments on image projec ted .

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2.6 Sources of Recruitment

SOURCES OF MANAGERIAL RECRUITMENT

INTERNAL SOURCES 1) Promotion 2) Transfers 3) Internal notification (Advertisement) 4) Retirement

EXTERNAL SOURCES 1) Campus recruitment 2) Press advertisement 3) Management consultancy service & private employment exchanges 4) Deputation of personnel or transfer from one enterprise to another

5) Recall 6) Former employees

5) Management training schemes 6) Walk-ins, write-ins, talk-ins 7) Miscellaneous external sources

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The sources of re cruitme nt ca n be broadly categorize d into internal a nd externa l sources-

(I)

Interna l Recruitment

Inte rna l recruitment seeks

applicants for pos itions from wit hin the compa ny. The va rious inte rna l sources include

 Promotions and Transf ers Promot io n is an effect ive means using jo b post ing and personnel records. Job post ing r equires not ifying vacant posit io ns b y post ing not ices, circulat ing publicat io ns or announcing at st aff

meet ings and invit ing e mplo yees t o apply. Perso nnel records help disco ver emplo yees who are do ing jo bs below t heir educat io nal qualificat io ns or skill levels. Promot ions has many advant ages like it is good public relat io ns, builds morale, encourages co mpet ent indiv id uals who ar e ambit ious, improves t he probabilit y o f good select io n s ince infor mat io n on t he individuals per for mance is r eadily availab le, is cheaper t han go ing out side t o recruit , t hose chosen int er nally are familiar wit h t he organizat io n t hus reducing t he or ient at io n t ime and energy and also act s as a t raining device for developing midd le- level and top- level manager s. However, promot io ns rest r ict t he field o f select ion prevent ing fresh blood & ideas fro m ent er ing t he

organizat io n. It also leads t o inbreeding in t he organizat ion. Transfer s

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are also import ant in providing emplo yees wit h a broad- based view o f t he organizat ion, necessar y for fut ure promot io ns.

 Emp loyee referralsEmplo yees can develo p good prospect s for t heir families and fr iends by acquaint ing t hem wit h t he advant ages o f a jo b wit h t he co mpany, fur nishing t he m wit h int roduct io n and encouraging t hem t o apply. This is a ver y effect ive means as many qualified people can be reached at a ver y low cost to t he co mpany. T he ot her advant ages are t hat t he emp lo yees would br ing only t hose referrals t hat t hey feel would be able t o fit in t he organizat ion based on t heir own exper ience. The organizat io n can be assured of t he reliabilit y and t he charact er o f t he referrals. I n t his way, t he organizat io n can also fu lfill so cia l obligat ions and cr eat e goodwill.

 Former Emp loyeesThese include ret ired emplo yees who are willing t o wo rk o n a part -t ime basis, individuals who left work and are willing t o come back for higher co mpensat ions. E ven r et renched emplo yees are t aken u p once again. T he advant age here is t hat t he people are already kno wn t o t he organizat io n and t here is no need t o find out their past per fo r mance and charact er. Also, t here is no need of an orient at ion programme fo r t hem, since t hey are familiar wit h t he organizat io n.

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 Dependent s of deceased emp loyeesUsually, banks fo llo w t his po licy. I f an emplo yee dies, his / her spouse or son or daught er is recruit ed in t he ir place. T his is u su ally an effect ive way t o fu lfill social o bligat io n and creat e goodwill.

 Recalls: Whe n management fa ces a problem , which ca n be solve d only by a manager w ho has proceede d on long leav e, it may de decide d to recall that pe rsons afte r t he problem is solved, his leave m ay be extende d.

 Retiremen ts: -

At times, management may not find suitable ca ndidates in place of the one who had ret ire d, afte r meritorious service. Under t he circumsta nces, ma nagement may decide to call ret ire d manage rs with new extension.  Interna l no tifica tion (advertisement): Sometimes , ma nagement issues an interna l notification for the benefit of exist ing employees. Most employees know from the ir ow n experience a bout the requirement of the job and what sort of pe rson the compa ny is looking for. Ofte n employees have frie nds or acqua inta nces w ho meet t hese require ments. Suitable pers ons a re appointed at the vacant posts.

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(II) External Recru itmen t

External re cruitment seeks applicants for

posit ions from sources outside the compa ny. They have out num bere d t he inte rna l met hods. The va rious exte rna l s ources include   Professional or Trade Associa tions :-

Many

associat ions

pr ovide

placement

ser vice

to

it s

members. It consist s o f co mpiling jo b seekers list s and pro vid in g access t o member s dur ing reg io nal or nat ional convent io ns. Also , t he publicat io ns o f t hese associat io ns carr y classified advert isement s fro m emplo yer s int erest ed in recruit ing t heir me mber s. These ar e

part icular ly useful for at t ract ing highly educat ed, exper ienced o r skilled personnel. Also, t he recruit ers can zero on in specific jo b seekers, espec ially for hard-t o-fill t echnic al posts.

 Adverti sement s :It is a popular met hod of seeking recruit s, as many recru it er s prefer advert ise ment s because of t heir wide reach. Want ads d escr ibe t he jo b benefit s, ident ify t he emplo yer and t ell t hose int erest ed ho w t o apply. Newspaper is t he mo st co mmon medium but for h ig hly

spec ialized recruit s, advert isement s ma y be placed in pro fessio nal o r business jour nals. Advert isement s must cont ain proper infor mat io n like t he jo b cont ent , working cond it io ns, locat ion o f jo b, co mpensat io n inc lud in g
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fr inge

benefit s,

jo b

specificat io ns,

growt h

aspect s,

et c.

The

advert isement has t o sell t he idea t hat t he company and jo b are per fect for t he cand idat e. Recruit ment advert isement s can also ser ve as corporat e advert isement s t o build company image. It also co st effect ive.

 Emp loyment Exchan ges:Emplo yment E xchanges have been set up all o ver t he co u nt r y in defer ence to t he provisio n of t he E mplo yment E xchanges

(Co mpulsor y Not ificat ion o f Vacancies) Act , 1959. The Act app lies t o all indust r ial est ablishment s having 25 workers or more each. T he Act requir es all t he indust r ial est ablishment s t o not ify t he vacancies befo r e t hey are filled. The ma jor funct io ns o f t he exchanges ar e t o increase t he pool of possible applicant s and t o do t he preliminar y scr eening. Thus, emplo yment exchanges act as a link bet ween t he emplo yer s and t he prospect ive emplo yees. These o ffices are part icular ly usefu l t o in recruit ing blue- co llar, whit e co llar and t echnical workers.

 Campu s Recruitments:Colleges, univers it ies, research laborat ories, sport s field s and inst it ut es are fert ile ground for recruit ers, part icular ly t he

inst it ut es. Campus Recruit ment is go ing global wit h co mpanies like HLL, Cit ibank, HCL-HP, ANZ Gr ind lays, L&T, Mot orola and Reliance looking for glo bal market s. Some co mpanies recruit a given nu mber o f candidat es fro m t hese inst it ut es ever y ye ar. Campus recruit ment is so much sought aft er t hat each co llege; universit y depart ment or inst it ut e
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will

have a placement

o fficer

to

handle r ecruit ment

fu nct io ns.

However, it is o ft en an expensive process, even if r ecruit ing pro cess produces jo b o ffers and accept ances event ually. A major it y leave t he organizat io n wit hin t he fir st five year s of t heir e mplo yment . Yet , it is a major source of recruit ment for prest ig ious co mpanies.

 Walk-in s, Write-ins and Talk-in sThe candidat es is most dir ect commo n and least in expensive jo b approach seekers fo r applicat ions, which su bmit

unso lic it ed applicat ion let t ers or resumes. Direct applicat io ns can also provide a pool of pot ent ial emp lo yees to meet fut ure needs. Fro m emplo yees viewpo int , walk- ins are prefer able as t hey are free fro m t he hassles associat ed wit h ot her met hods of recruit ment . While d ir ect applicat io ns are part icular ly effect ive in filling ent r y- level and

unskilled vacancies, so me organizat ions compile pools of po t ent ial emplo yees fro m dir ect applicat ions for skilled posit io ns. Write-in s are t hose who send wr it t en enquir ies. These jo bseeker s ar e asked t o co mplet e applicat ion for ms for furt her processing. Talk-i ns invo lves t he jo b aspirant s meet ing t he recruit er ( on an appropr iat ed dat e) fo r det ailed t alks. No applicat ion is required t o be submit t ed t o t he recruit er. 

 Cont ractors:They ar e u sed t o recruit casual workers. T he names o f t he workers are not ent ered in t he co mpany records and, t o t his ext ent ; difficult ies exper ienced in ma int aining per manent workers are avo ided.
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 Consu ltants:They are in t he pro fessio n for recruit ing and select ing manager ia l and execut ive per sonnel. T hey are useful as t hey have nat ionwide cont act s and lend professio nalis m t o t he hir ing pro cess. They also keep prospect ive emplo yer and emp lo yee anon ymo u s. However, t he cost can be a det errent fact or.  Head Hunters:They are useful in specia lized and sk illed candidate wo rk ing in a part icular co mpany. An agent is sent to represent t he recru it in g co mpany and o ffer is made t o t he candidat e. This is a useful so urce when bot h t he co mpanies invo lved are in t he same field, and t he emplo yee is re luct ant to t ake t he offer since he fears, t hat his co mpan y is t est ing his lo ya lt y.

 Radio, Televi sion and Internet:Radio and t elevisio n are used t o reach cert ain t ypes o f jo b applicant s such as sk illed workers. Radio and t elevisio n are u sed but spar ingly, and t hat too, by government depart ment s only. Co mpan ies in t he pr ivat e sect or are hesit ant t o use t he media because o f hig h co st s and also because t hey fear t hat such advert ising will mak e t he co mpanies look desperat e and damage t heir conser vat ive image. However, t here is not hing inherent ly desperat e about using rad io and t elevis io n. It depends upon what is said and how it is deliver ed. Int ernet is beco ming a popular opt ion for recruit ment today. T here ar e spec ialized sit es like naukr i.co m. Also, websit es o f co mpanies have a
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separ at e sect ion wherein; aspirant s can submit t heir resumes and applicat io ns. This provides a wider reach.

 Comp etitors:This met hod is popular ly known as poaching or raid ing which invo lves ident ifying t he r ight people in r iva l co mpanies, offer ing t hem bet t er t er ms and lur ing t hem away. For inst ance, several execut ives of HMT left t o jo in T it an Wat ch Co mpany. T here ar e legal and et hical issues invo lved in raiding r ival fir ms for po t ent ia l candidat es. Fro m t he lega l po int of view, an emp lo yee is expect ed t o jo in a new organizat ion only aft er obt aining a no object io n cert ificat e fro m his/ her present emp lo yer. Vio lat ing t his requirement shall bin d t he emp lo yee t o pay a few mo nt hs sa lar y t o his/ her present emp lo yer as a punishment . However, t here are many et hical issues at t ached t o it .  Mergers and Acquisition s:When organizat ions co mbine, t hey have a pool o f e mp lo yees, out of who m so me ma y not be necessar y any lo nger. As a resu lt , t he new organizat io n has, in effect , a pool o f qualified jo b applicant s. As a result , new jo bs may be creat ed. Bot h new and o ld jo bs ma y be read il y st affed by dr awing t he best -qualified applicant s fro m t his emp lo yee poo l. This met hod facilit at es t he immediat e imp lement at ion o f a n organizat io ns st rat egic plan. It enables an organizat io n t o pursue a business plan, However, t he need t o displace emplo yees and t o int egrat e a large number o f t hem rat her quickly into a new organizat io n means t hat t he personnel-planning and select ion process beco mes cr it ical more t han ever. Evaluation of Extern al Recruitment: Ext ernal sources o f recruit ment have bot h mer it s and demer it s.
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The merit s are The organi zation wi ll have the benefit of new ski lls, new talent s and new experiences, i f peop le are hi red from externa l sou rces.  The manag ement wi ll be ab le to fu lfi ll reservatio n

requi rements in favou r of the disad vantaged section s o f the soci ety.  Scope for resentment, heartbu rn and j ealou sy can be a voided by recruiting from outsid e.

The demerit s are Better motivation and increased morale associ ated with promoting own emp loyees re lost to the organi zation.  External recruit ment i s cost ly.  If recruit ment and selection p rocesses are not p roperly carri ed out, chances of ri ght candidat es being rejected and wrong app licant s being selected occu r.  High training ti me is associated with external recruitment.

98%

of

organizational

success

depends

upon

efficient

employee

selection

2.7

60-Second Guide to Hi ring the Right People

0:60 Defin e the Duties: To find pro mis ing emplo yees, you must fir st det ermine what yo u want t hem t o do. Carefully co nsider all dir ect and associat ed respo nsib ilit ies and incorporat e t hem int o a writ t en jo b descr ipt io n. Be carefu l wit h

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general t it les such as t ypist or sales clerk, as t he y have different meaning s to different people. 0:49 and What it Takes to do Them: Fulfilling these responsibilities will re quire some leve l of sk ill a nd experience , even if it is an e ntry -leve l position. Be reasonable a bout your expectations. Setting the bar too high may limit y our availa ble ta le nt pool; setting it too low risks a flood of applicat ions from t hose unqualifie d for the j ob. 0:37 Make it Worth thei r Whi le: Likewise, you do nt want t o be over ly generous or rest r ict ive abo ut co mpensat io n. St at e and loca l chambers o f co mmer ce, emplo yment bureaus and pro fessio nal associat ions can help yo u det er mine appro pr iat e wages and benefit s. Scanning descr ipt ions o f co mparable jo bs in t he classified ads and ot her emplo yment publicat ions will also provid e clu es about prevailing wage rat es. 0:38 Spread the Word: How you adve rtise y our job opening depe nds on who you want t o attra ct. Some pos itions a re as easy to prom ote as post ing a he lp wante d sign in your store w indow or placing an ad in your loca l newspaper. F or j obs requiring more spe cia lized sk ills, consider ta rgeted cha nne ls such as trade m agazines , on-line j ob ba nks and employment agencies (though these may require a fee). And don t overlook sources such as friends, neighbors, supplie rs cust omers and prese nt employees.

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0:25 Talk it Over: Because you have clear ly defined t he role and requir ement s, you sho u ld have lit t le difficult y ident ifying candidat es for int er views. Make sure yo u schedule t hem when you have ample t ime t o review t he resume, prepar e your quest ions and give t he candidat e yo ur und ivided at t ent ion. Aft er t he int er view, jot down any impressio ns or key po int s while t heyr e st ill fr es h in your mind. T his w ill be a valuable reference when it s t ime t o make a decis io n. 0:12 Follow-up on Interviews: You want t o believe yo ur cand idat es ar e being honest , but never assu me. Cont act refer ences t o make sure youre gett ing t he fact s or t o clear up any uncert aint ies. Professio nal background checks are a wise invest ment fo r highly sensit ive posit io ns, or t hose t hat invo lve handling subst ant ia l amount s of mo ney and valuables. 0:03 Youve Found Th em; Now K eep Them: Now t hat youve hir ed ideal emplo yees, make sur e t hey st ay wit h yo u b y providing t raining and pro fessio nal development opport unit ies. T he sma l l business expert s at SCORE can help yo u craft human resource po lic ies and incent ive plans t hat will ensure yo ur company remains t he sma l l business emplo yer of cho ice.

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2.8

SELECTION

Selection

is

defin ed

as

the

p rocess

of

di fferentiating

between

appli cants in order to id entify (and hire) those with a g reate r li kelihood of success in a job.

Selection is basically picking an applicant from (a pool of applic ants) who has the appr opriate qualific ation and compete ncy to do the job.

The difference between recruitment and selection: Recruitme nt is identifying n encouraging prospective employees to apply f or a job. And Selection is selecting the right candidate from the pool of applicants . 2.9 SELECTION PRO CESS: Select ion is along process, commencing from the pre limina ry inte rview of the a pplicants and ending w ith the cont ract of e mployme nt.

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The following chart gives an idea about selection process: -

External Environment

Internal Environment

Preliminary Interview

Selection Tests Rejected Application

Employment Interview Reference and Background Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract
Evaluation

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Envi ron ment factor affecting selection: Select io n is influenced by several factors. More prominent amo ng t hem ar e supp ly and demand o f specific skills in t he labour market , unemp lo yment rat e, labo ur- market condit io ns, legal and po lit ical co nsiderat ions, co mpanys image, co mpanys po licy, human resources planning and cost of hir ing. T he last t hree co nst it ut e t he int er nal enviro nment and t he remaining for m t he ext er na l enviro nment of select ion process. STEP 1: -

PRELIM INARY INTERVIEW The applicant s received fro m jo b seekers would be subject to scrut iny so as t o eliminat e unqualified applicant s. This is usually fo llo wed by a pre liminar y int er view t he purpose o f which is mo re or less t he same as scrut iny o f app licat io n, t hat is, eliminat e o f unqualified applicant s. S crut iny enables t he HR spec ialist s t o eliminat e unqualified jo bseekers based on t he infor mat ion supp lied in t heir applicat ion for ms. Preliminar y int erview, on t he ot her hand, helps reject mis fit s for r eason, which did not appear in t he applicat io n for ms. Besides, preliminar y int er view, oft en called court esy int er view, is a good public relat io n exercise. STEP 2: -

SELECTION TEST:
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J ob seeke rs who pass the screening a nd the pre lim inary inte rview a re ca lled for tests. Diffe rent ty pes of tests may be adm inistere d, de pending on the j ob and the com pany. Genera lly, tests are used to determ ine the applica nt s ability , aptitude a nd pe rsonality. The follow ing a re the ty pe of tests take n:

1). Ability tests: Assist in det er mining how well an individual can per for m t asks relat ed to t he jo b. An exce llent illust rat ion o f t his is t he t yping t est s given t o a pro spect ive emp lo yer for secret ar ial jo b. Also called as ACHEIVEMENT TES TS. It is concer ned wit h what one has acco mplished. When applicant claims t o know so met hing, an achievement t est is t aken t o measure how wel l t hey know it . Trade t est s are t he most co mmo n t ype of achievement t est g iven. Quest io ns have been prepared and t est ed for such t rades as asbest o s wo rker, punch-press operat ors, elect r icians and machinist s. T here are, o f co urse, many unst andardised achievement t est s given in indust r ies, such as t yp ing or dict at ion t est s for an applicant for a stenographic posit io n.

2). Aptitude test: Apt it ude t est s measure whet her an individuals has the capacit y or lat ent abilit y t o lear n a given jo b if given adequat e t raining. The use o f apt it ude t est is ad visable when an applicant has had lit t le or no exper ience alo ng t he line o f t he jo b opening. Apt it udes t est s help det er mine a persons pot ent ial t o lear n in
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a g iven area. An example o f such t est is t he general management apt it ude t est s (GMAT), which many business st udent s t ake pr ior t o gaining admissio n t o a graduat e business schoo l programme. Apt it ude t est indicat es t he abilit y or fit ness o f an individual t o engag e successfu lly in any number of spec ialized act ivit ies. They cover such areas cler ical apt it ude, numer ical apt it ude, mechanical apt it ude, mot or co-ordinat io n, fing er dext er it y and manual dext er it y. These t est s help t o det ect posit ive negat ive po int s in a per sons sensor y or int ellect ual abilit y. T hey fo cus at t ent io n o n a part icular t ype o f t alent such as lear ning or reasoning in respect o f a part icu lar field o f work.

Forms of aptitud e test: 1. Mental or in tellig ence tests: They measure t he overall int ellect ual abilit y o f a per son and enable t o know whet her t he person has t he ment al abilit y t o dea l wit h cert ain proble ms. 2. Mechanical ap titude tes ts: They measure the ability of a pe rson to lea rn a part icula r type of m echa nical work. These tests he lps to measure specia lized technica l knowle dge and problem solv ing abilit ies if the candidate. They a re useful in sele ction of me cha nics, ma intenance w orkers, etc. 3. Psychomotor or skills tes ts: They a re those, which measure a pe rson s a bility to do a specific job. S uch tests are conducted in res pect of sem i- skille d and re petit ive j obs such as pa cking, test ing and inspe ction, etc.

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3). Intelligence test: This test helps to eva luate t ra its of intelligence. Me ntal ability, presence of mind (a lert ness), nume rical a bility, me mory a nd such ot her aspe cts can be measured. The int elligence is probably t he mo st widely administ ered st andardized t est in ind ust r y. It is t aken t o judge numer ical, skills, reasoning, memor y and such ot her abilit ies.

4). Interest Tes t: This is conducte d to find out likes and dis likes of candidates towa rds occupat ions, hobbies, etc. such tests indicate which occupat ions are more in line with a person s inte rest. Such tests also ena ble the com pany to provide vocationa l guida nce to the se lected candidates and even to the ex isting employees. These tests are used to measure an individua l s activity prefe rences. These tests are particularly useful for students cons ide ring many ca reers or employees de ciding upon caree r cha nges.

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5). Persona lity Tes t: The im portance of pe rsona lity to job success is undeniable. Often an individua l who possesses the intelligence , apt itude and experience for certa in has failed because of ina bility to get along with and mot ivate ot her pe ople. It is conducted t o judge maturity , socia l or inte rpe rsonal sk ills, behav ior unde r stress and strain, et c. this test is very much essent ial on case of sele ction of sales force , public relat ion staff, etc. where pe rsonality plays an im portant role. Persona lity tests are simila r to inte res t tests in that they, also, involve a serious problem of obtaining a n honest a nswer. 6). Projec tive Tes t: This test requires inte rpretation of problems or sit uations. For example , a phot ogra ph or a picture can be show n t o the candidates and t hey a re asked to give the ir views, and opinions a bout the pict ure.

7). G eneral knowledge Tes t: Now days G.K. Tests are very comm on to find general awa reness of the candidates in the fie ld of sports , polit ics , world affairs, current affairs.

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8). Perc eption Tes t: At times perce ption tests can be conducted to find out be liefs , attitudes, and mental sha rpness.etc. 9). Grapho logy Tes t: It is designed to a na lyze the handwriting of individua l. It has been said that an indiv idual s ha ndw rit ing can suggest the deg ree of e nergy, inhibit ion and sponta neity , as we ll as disclose the idios yncras ies and e lements of ba lance and cont rol. F or example , big letters and e mphasis on ca pita l lette rs indicate a tendency towards domination and competit iveness. A slant to the right, mode rate pressure a nd good legibility show leade rship pote ntia l.

10). Polygraph Tes t: Polygra ph is a lie dete ctor, which is designed to ensure accura cy of t he information give n in the a pplications. Departme nt store , banks , treasury offices and jewelle ry shops, that is, those highly vulnerable to theft or swindling may find polygra ph tests useful.

11). Medica l Test: It reveals physica l fitness of a candidate. Wit h the developme nt of technology, medical tests have become divers ified. Medica l se rvicing helps measure and

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monitor

ca ndidate s

physica l

resilience

upon

exposure

to

hazardous

chem ica ls.

CHOOSING T ESTS: The test must be chosen in t he criteria of re lia bility, validity, object ivity a nd standardizat ion. They are : -

1. RELIABILITY: It refers t o st andardizat io n o f t he procedure o f administ er ing and sco r ing t he t est result s. A per son who t akes t est s one day and makes a cert ain sco re sho u ld be able t o t ake t he same t est t he next day or t he next week and mak e mo re o r less t he same score. An individuals int elligence, for example, is generally a st able charact er ist ic. So if we administ er an int elligence t est , a perso n who scores 110 in March would score clo se t o 110 if t est ed in Ju ly. Test s, which produce wide var iat io ns in result s, ser ve lit t le purpose in select io n.

2. VALIDITY: It is a t est , which helps pr edict whet her a per son will be successful in a g iven jo b. A t est t hat has been validat ed can be he lpful in d iffer ent iat ing bet ween prospect ive emplo yees who will be able t o per for m t he jo b well and t ho se who will not . Nat urally, no t est will be 100% accurat e in predict ing jo b success. A validat ed t est increases possibilit y o f success.

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There are three ways of validating a tes t. They are as follows: -

1). Concurren t Validity: - this inv olve s determining the factors that are characteristics of successful em ployees and then using these fact ors as the yardsticks.

2). Predictive Validity: - it involves using a selection test during the selection process and the n ide ntifying the s uccess ful ca ndidates. The cha racte ristics of both successful a nd less successful candidates are the n ide ntifie d.

3). Synthetic Va lidity: - it involves taking parts of severa l sim ilar jobs rathe r than one complete j ob to validate the selection test. 3. OBJECTIVITY: Whe n two or m ore pe ople can inte rpret the result of the same test and derive the same conclusion(s), t he test is said to be object ive. Ot herw ise, the test evaluat ors subject ive opinions may render the test use less.
4. STA NDA RDRIZATION: A test that is sta ndardized is administe red under sta ndard co ndition to a large group of perso n who are represen ta tives of the individuals for whom it is intended. The pur pose o f sta ndardiza tion is to ob tain norms or s tanda rd, so t hat a specific tes t score ca n be meaningful whe n compared to other score in the grou p.

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STEP 3: INT ERVIEW:

The next step in t he select ion process is an inte rview. Interv iew is form al, indepth conve rsation conducted t o evalua te the applica nt s acceptability. It is cons ide red to be exce llent select ion device. It is face-to-face exchange of view, ideas a nd opinion between the candidates and inte rviewe rs. Basically,

inte rview is not hing but a n ora l exam ination of candidates. Inte rview can be adapted to unskille d, skille d, ma nagerial and profess ion em ployees.

Objec tives of interview: Inte rview has at least three obje ctives a nd t hey a re a follows: 1) Helps ob tain add itional information from the applicants 2) Facilitates giv ing general information to the app lican ts such as company policies, job, products manufactured and the like 3) Helps build the company s image among the app licants.

Types of interv iew: I nterv iews can be of differe nt types. The re interv iews employed by the compa nies. Follow ing are the various types of interv iew: -

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1) Informal Interv iew: An informa l interview is an oral interview and may take place anywhe re. The employee or the manage r or the personne l manager may ask a few almost inconse que ntia l questions like name, place of birth, names of relat ives etc. eit her in t heir respect ive offices or a nywhe re outside t he plant of com pany. It id not pla nne d a nd nobody pre pares for it. This is used widely when t he labour m arket is t ight a nd whe n you nee d w orke rs ba dly.

2) Formal In terview: F ormal inte rviews may be held in the employment office by he

employment office in a m ore forma l a tmosphe re, with t he he lp of well structured questions, the t ime and place of the interv iew will be stipulated by the employme nt office.

3) Non-direc tive In terview: Non-direct ive inte rview or unstructure d inte rview is designe d to let the inte rviewee spe ak his mind free ly. The interviewe r has no forma l or direct ive questions, but his a ll attent ion is to the candidate. He encourages the candidate t o talk by a little prodding whenever he is silent e.g. please te ll us about yourself a fter your graduated from high school . Mr. Ray ,

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The idea is o give the candidate complet e freedom to sell himse lf, without the encumbrances of the inte rviewe r s question. But the inte rviewe r must be of higher ca libe r and m ust guide and relate the informat ion given by the applicant t o t he obje ctive of the interv ie w.

4) Depth In terview: It is designed t o inte nsely examine the candidate s background and thinking and to go into considerable deta il on part icula r subjects of an im portant nature and of spe cia l inte rest to the candidates. For example , if the candidate says that he is inte rested in t ennis, a series of quest ions may be asked to test the depth of unde rstanding and interest of the candidate. These probing quest ions must be asked with tact and through exha ustive ana lysis; it is possible t o get a good picture of the ca ndidate.

5) Stress Interview: It is desig ned to test the candidate a nd his conduct and be havior by him unde r condit ions of stress a nd strain. The interv iewer may start w ith M r.

Joseph, we do not think y our qua lifications and expe rie nce are adequate for this pos ition, and watch the react ion of the candidates. A good ca ndidates will not yield, on the cont ra ry he may substantiate why he is qua lifie d to handle the job. This type of interv iew is borrowe d from the Military orga nisat ion a nd t his is very useful to test be haviour of individuals w hen they a re face d w ith disagreea ble a nd t rying sit uations.
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6) Group Interview: It is des igned to save busy exe cutive s t ime and to see how t he ca ndidates may be brought together in t he em ployment office and they may be inte rviewed.

7) Panel In terview: A pane l or inte rview ing boa rd or sele ction comm ittee may inte rview t he candidate , usua lly in the case of supe rvisory and manageria l positions. This type of inte rview pools the collect ive judgment and wisdom of the pane l in the assessment of t he ca ndidate and also in questioning the faculties of the ca ndidate.

8) Sequentia l Interv iew:

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The sequent ia l interv iew takes the one -t o-one a ste p furt her a nd involves a series of interv iew, us ually utilizing the strength and knowle dgebase of each inte rviewe r, so that each inte rviewe r can ask questions in re lat ion to his or he r subject area of ea ch candidat e, as t he ca ndidate moves from room t o room.

9) Structures In terview: In a structured interv iew, the interv iewer uses preset sta nda rdized questions, which are put t o a ll t he int erviewees. This inte rview is a lso called as Guided or Patte rne d interview. It is useful for valid results, especia lly whe n dealing with the large number of a pplicants.

10) Uns tructured In terview: It is also known as Unpatterned int erview , the inte rview is la rgely

unplanned and t he inte rviewee does most of the ta lking. Unguide d inte rview is a dvantageous in as much as it lea ds to a friendly conversat ion between the inte rviewe r and the inte rvie wee and in t he process , the later reveals m ore of his or her desire a nd problems. But the Unpatte rne d inte rview lacks uniformity a nd w orse , t his approach may ove rlook key areas of the applica nt s skills or ba ckground. It is useful when the inte rviewe r tries to probe pe rsonal deta ils of the candidate it ana lyse why they are not rig ht for the job.

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11) M ixed Interview: In pract ice , the inte rviewe r while interviewing the job seekers uses a ble nd of structured and structured a nd unstructure d quest ions. This approa ch is called t he Mixed I nterv iew. The structured questions provide a base of interview m ore conve ntiona l and perm it greate r ins ights int o the unique differe nces between applica nts.

12) Impromptu Interviews: This interv iew comm only occurs when e mployers a re approached direct ly and tends to be very informa l and unstruct ure d. Applicants should be prepare d at a ll t imes for on-the-spot interviews, especially in situat ions such as a job fa ir or a cold ca ll. It is a n ideal t ime for employe rs to ask the candidate some basic questions t o determine w hethe r he /she may be inte rested in form ally inte rview ing t he ca ndidate.

13) Dinn er Interv iews: These interv iews may be struct ure d, informal, or socia lly situated, such as in a restaurant. De cide what t o eat quick ly, some inte rviewe rs will ask you to orde r first (do not a ppea r indecis ive). Avoid potent ially messy foods ,

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such as spaghetti. Be pre pa red for the conve rsation to abruptly change from friendly chat to direct inte rvie w questions, howeve r, do not unde restimate the value of casua l discussion, some em ployers place a great value on it. Be pre pa red to swit ch gears rapidly , from fun ta lk to businesstalk.

14) Telephon e Interv iews: Have a copy of your res ume and any points you want to remembe r to say nearby. If you a re on your home te lephone, m ake sure that all roommates or family members a re aware of t he int erview (no loud stereos, ba rking dogs etc.). Speak a bit s lowe r tha n usual. It is crucial that y ou convey your enthus iasm verbally, s ince the inte rview er ca nnot see your fa ce. If the re are pauses, do not worry ; the interv iewer is likely just tak ing some notes. 15) Second In terviews:

Job seekers are inv ited back afte r they have passed the first init ial inte rview. Middle or senior ma nagement gene ra lly conducts the second interv iew, together or sepa rate ly. Applicants can e xpect more in-de pth questions , and the employe r will be expe cting a greater level of pre parat ion on the part of the candidates. Applica nts should continue to resea rch the em ployer following the first inte rview , and be pre pare d to use any informat ion gained through the previous inte rview to their advantage.

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STEP 4: -

REF EREN CE CHECK:Many employers request names, addresse s, and telephone num bers of re fere nces for the purpose of ve rifying informat ion a nd perhaps ,

gaining additional ba ckground informat ion on an a pp licant. Alt hough listed on t he application form, refe re nces are not usua lly checke d until an applicant has successfully reached t he fourth stage of a sequent ia l selection process. Whe n t he labour ma rket is very tight , organizat ions sometimes hire applica nts be fore check ing refe rences. Previous employers, known as public figures, university professors, neighbours or frie nds can act as refe rences. Previous employe rs are prefera ble beca use they a re a lrea dy aware of the applica nt s

performance. But , the problem w ith this refere nce is the tendency on the part of the previous employe rs to ove r-rate the applica nt s performa nce just to get rid of t he person. Organizations normally seek letters of refe rence or te lephone refe rences. The latter is advantage ous because of its a ccuracy and low cost. The te lephone re ference a lso has the advantage of solicit ing immediate , re lative ly candid comments and attit ude can somet imes be inferred from hes itations a nd inflect ions in speec h. It may be stated that t he information gathere d through refe rences hardly influe nce se lect ion decis ions. The reasons are obvious: 1. The candidate approaches only thos e persons who would speak well about him or her .
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2. People may write favorably about th e candidate in order to get rid of him or h er. 3. People may not like to divu lge the truth about a candida te, les t it might damage or ruin his /her career.

STEP 5: -

SELECTION DECISION: After obta ining informat ion through t he prece ding steps, se lect ion decis ion- t he m ost crit ica l of a ll the steps- must be ma de. The othe r stages in the sele ction process have bee n used t o na rrow the num ber of the candidates. The fina l de cis ion has t o be made t he pool of indiv iduals who pas the tests, inte rviews and refe rence checks. The view of the line manage r will be genera lly cons ide red in the fina l selection beca use it is he/she who is respons ible for t he pe rformance of the new employee. The HR manager plays a crucial role in the fina l selection.

STEP 6: -

PHYSICAL EXAMIN ATION: -

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After t he se lect ion de cis ion a nd before the j ob offe r is ma de, the candidate is re quire d t o undergo a physical fitness test. A j ob offe r is, often, cont ingent upon the candidate being declare d fit afte r the physica l exam inat ion. The results of t he medica l fitness test are recorded in a statement and are prese rved in the pers onne l records. The re are severa l object ives behind a physica l test. Obviously , one reason for a physica l test is t o dete ct if t he indiv idual carries any infectious disease. Secondly , the test assists in determ ining whethe r an applica nt is physically fit t o pe rform t he work. Thirdly, t he physica l examinat ion information ca n be used t o determ ine if the re a re certa in physica l capa bilit ies, w hich diffe rent iate successful and less successful employees. Fourt h, me dical check-up protects applicants with he alt h defects from undertak ing w ork t hat could be det rime ntal to them or might ot herw ise endange r the em ployer s prope rty. Fina lly , such an examinat ion will protect the e mploye r from workers compe nsation cla ims that a re not va lid be cause the injuries or illness were present when t he em ployee was hire d.

STEP 7: -

JOB OFFER:The next step in the select ion proces s is job offe r to t hose applicants who have crossed all t he previous hurdles. J ob offer is made through a letter of appointe d. Such a let ter genera lly cont ains a date by which the appointee must report on duty. The appointee must be given reasona ble time for report ing. Thos is pa rticula rly necessary
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when he or she is already in e mployme nt, in which case the appointe e is required t o obta in a relieving certificate from the previous employer. Aga in, a new job may re quire movement to anothe r city, which mea ns cons ide rable pre pa ration, a nd m ovement of prope rty. The com pany may a lso wa nt the individua l to de lay the date of report ing on duty. If t he new em ploye e s first job upon joining the compa ny is to go on compa ny unt il perha ps a week before such training begins. Natura lly , this pract ice cannot be a bused, espe cia lly if the individua l is unem ployed and does not have sufficient fina nces. Decency dema nds that the rejecte d applicants be informe d about their non-select ion. Their a pplicants may be preserved for future use , if a ny. It needs no em phasis t hat t he applicat ions of selecte d candidates must a lso be preserved for the fut ure re fe rences.

STEP 8: -

CONTRACT OF EMPLOYMENT:After t he j ob offe r has bee mad and ca ndidates a ccept the offe r, certa in docume nts nee d to be execute d by t he em ployer and the candidate. One such docume nt is the attestation form. This form conta ins vita l deta ils about the ca ndidate , which a re aut hent icated a nd attested by him /he r. Attestat ion form will be a valid record for the future refe rence. The re is also a nee d for prepa ring a contract of em ployment. The basic information t hat should be included in a written cont ract of
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employment will vary according to the level of the job, but the following check list sets out t he typica l he adings: 1. Job title 2. Duties, including a parse such as The employee will perform

such duties and will be responsible to such a person, as the company may from time to time direc t . 3. Date when continuous emp loyment sta rts and th e basis for calculating serv ice. 4. Rate of pay, allo wance, overtime and shift rates, method of payments. 5. Hours of work including lunch break a nd overtime and shift arrangements. 6. Holiday arrangements: i.) ii.) iii.) iv.) v.) vi.) vii.) viii.) ix.) Paid holidays per y ear. Calcula tion of ho liday pay. Qualifying period. Accrual of holidays and ho liday pay . Details of ho liday y ear. Dates wh en ho lidays can be taken . Maximum holiday that can b e tak e a t an y one time. Carry over of holiday en titlem ent. Public ho lidays.

7. Length of notice due to and from emp loyee. 8. Grievances proc edure (or refer ence to it) . 9. D iscip linary proc edure (or any refer en ce to it). 10. Work rules (or any ref erence to th em).

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11. Arrangements for term inating emplo yment. 12. Arrangem ents for union membersh ip (if applicab le). 13. Special terms relating to rights to patent s and designs, confidential information and restraints on trade after

termination of employmen t. 14. Employer s r ight to vary terms of the contract subjec t to proper notifica tion b eing given .

Alternative ly ca lled employme nt ag ree ments or s imply bonds, cont racts of em ployment serve many useful purposes. Such cont racts seek to restra in job-hoppe rs, t o protect knowle dge and information t hat might be vita l to a compa ny s hea lthy bottom line and to preve nt compet itors from poa ching hig hly va lue d employees. Great care is taken to dra ft the cont ract forms. Often, services of law firms (prominent firms in this categ ory include Mulla , C raig ie, Blunt and Caroe , Crawford Ba iley , Ama rcha nd Mangaldas Hira lal, etc.) a re engag4d t o get t he forms dra fted and fina lize d. Most employe rs ins ist on agreeme nts being signed by new ly hired employees. But high turnover sectors such as software , advert ising and media are m ore prone t o use cont racts. The drawback with the contracts is tha t it is a lmost t o e nforce them. A determined employee is bound to leave the organizat ion, cont ract or no cont ract. The em ployee is prepare d to pay the pena lty for breaching the agreeme nt or t he new employe r w ill provide

compe nsations. It is the reason that se veral com panies have scrappe d the cont racts a ltogethe r.
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STEP 9: CONCLUDING THE SELECTION PROCESS: Contra ry to popular percept ion, t he selection process will not e nd with executing the em ployment contract. The re is anothe r step am ore

sensitive one re assuring t hose candidat es who have not sele cted, not because of any serious deficie ncies in the ir pe rsonality, but beca use their profile did not mat ch the requireme nt of the orga nizat ion. They must be told that those who we re se lected were done pure ly on re lative merit.

STEP 10: EVALUAT ION OF SELECTION PROGRAMM E: The broad test of the effect iveness of t he selection process is the qua lity of the pers onne l hire d. An organization must have compete nt and comm itted pe rsonne l. The se lection process, if properly done , will ensure availa bility of suc h employees. How t o evaluate t he effect iveness of a selection programme? A periodic a udit is the answe r. People who w ork independent of HR de pa rtment m ust conduct a udit. The t able be low conta ins a n out line that hig hlights the a reas and questions to be cove red in a systematic evaluation.

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2.10 Fou r App roaches to Selection:

1). Ethnocent ric Selection: In t his approach, st affing decis io ns are made at t he organizat io ns headqu art ers. Subsidiar ies have limit ed autono my, and t he emp lo yees fro m t he headqu art ers at ho me and abroad fill key jobs. Nat ionals fro m t he parent count r y do minat e t he organizat ions at ho me and abroad.

2). Poly cent ri c Selection: In po lycent r ic select io n, each subsidiar y is t reat ed as a dist inct nat io na l ent it y wit h local cont rol key financial t arget s and invest ment decisio ns. Lo cal cit izens manage subsid iar ies, but t he key jo bs rema in wit h st aff fro m t he parent co unt r y. This is t he approach, which is lar gely pract iced in our count ry

3). Regiocent ri c Selection: Here, cont ro l wit hin t he group and t he mo vement s o f st aff are managed o n a reg io nal basis, reflect ing t he part icular disposit io n o f business and operat io ns wit hin t he group. Regio nal managers have great er discret ion in decis io n. Mo vement o f st aff is largely rest r ict ed to specific geographical regio ns and pro mo t io ns t o t he jobs cont inue t o be dominat ed by manager s fro m t he parent s co mpany.

4). Geocent ric Staffin g: In t his case, business st rat egy is int egrat ed t horoughly on glo bal basis. St aff deve lopment and pro mot io n are based on abilit y, not nat ionalit y. T he
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bro ad and ot her part s o f t he t op management int er nat io nal unco mmo n. in co mposit io n. Needless to say,

st ruct ure are t horoughly such organizat io ns are

2.11 PROBLEMS IN EFFECTIVE SELECTIO N: The main o bject ive o f select io n is t o hire people having co mpet ence and co mmit ment . This object ive s o ft en defeat ed because o f cert ain barr iers. T he imp ed iment s, which check effect iveness of select io n, are percept ion, fa ir ness, valid it y, reliabilit y and pressure.

Perception: Our inabilit y t o under st and ot hers accurat ely is probably t he mo st fu nd ament al barr ier t o select ing t he r ight candidate. Select io n demands an individual or a group of people t o assess and co mpare t he respect ive co mpet encies o f ot hers, wit h t he aim o f choosing t he r ig ht per sons for t he jo bs. But our views ar e highly personalized. We al l perceive t he wor ld differ ent ly. Our limit ed perceptual abilit y is o bviously a st u mbling block t o t he object ive and rat ional select ion o f t he people.

Fai rn ess: Fair ness in select io n requires t hat no individual should be discr iminat ed against o n t he basis o f religio n, regio n, r ace or gender. But t he low numbers o f wo men and ot her less pr ivileged sect io ns o f t he societ y in middle and senio r management posit io ns and open discr iminat io n on t he basis o f age in jo b advert isement s and in t he se lect io n process would suggest t hat all t he effo rt s t o minimize inequit y have not been effect ive.
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Validity: Valid it y, as exp lained ear lier, is a t est t hat helps predict jo b per for mance o f an incumbent . A t est t hat has been validat ed can differ ent iat e bet ween t he emp lo yees who per for m well and t hose who will not . However, a valid at ed t est does not predict jo b success accurat ely. It can only incr ease possib ilit y o f su ccess.

Reliabi lity: A reliable met hod is one, which will produce co nsist ent result s when repeat ed in similar sit uat io ns. Like validat ed t est, a reliable t est may fail t o pred ict job per for mance wit h precisio n.

Pressu re: Pressure is brought on t he select ors by polit icians, bureaucrat s, relat ives, fr iends and peers t o select part icular candidat es. Candidat es select ed because o f co mpuls io ns are o bviously no t t he r ight ones. Appo int ment s t o pub lic sect ors undert akings generally t ake place under such pressures.

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2.12

Difference (Recruitmen t and Selec tion)

1.) Recruitment is the process of s earching for prospec tiv e candida tes and motivating th em to apply for job in the o rganization Whereas, selection is a process of choosing most suitable candidates out of those, who ar e in ter ested and a lso qualif ied for job.

2.) In the recru itmen t process, vacancies available are finaliz ed, public ity is given to th em and app lica tions are co llec ted from interes ted candidates. In the s elec tion proc ess, availab le applications are scrutiniz ed. Tes ts, interview and medical exam ination are conducted in order to select most suitable candida tes .

3.) In r ecruitment the purpos e is to a ttr act maximum numbers of su itable and inter ested candida tes through app licatio ns. In selec tion proc ess the purpos e is th at the bes t candida te ou t of those qualified and interested in the appo intm ent.

4.) Recruitment is pr ior to selection. It cr eates proper base for actual selec tion . Selection is n ext to recru itmen t. It is ou t of candida tes available/interested.
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5.) Recruitmen t is the pos itive func tio n in which in teres ted cand idates ar e encouraged to submit app lication. Selection is a negative function in which unsuitable cand idates are elimina ted and the bes t one is selec ted.

6.) Recru itmen t is th e short process . In recruitm ent publicity is given to vacancies and app lications are co llected from differen t sourc es Selection is a leng thy proces s. It invo lves scru tiny of application s, giv ing tests, arranging interviews and m edical examination.

7.) In recruitm ent servic es of exper t is n ot requ ired Whereas in selection, s ervices of exper t is requir ed

8.) Recruitmen t is not costly. Exp enditu re is required mainly for advertising the pos ts . Selection is a cos tly activity, as expenditure is needed for testing candidates and conduct of

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CHAPTER - 3
COMPANY PROFILE

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COMPANY PROFILE

y y y y y y y y y y y y y y y y

The Organization Companys Vision Companys Mission Companys Values Companys Products Strategic Direction Euro Helpline Environment People Eureka Forbes-Relationship Eureka Family Aqua check New avenues Companys Dreams Future Plan Press center

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Company analysis

3.1 EUREKA FORBES LIMITEDthe Organization.

Eureka Forbes Ltd.-A part of the Shapoorji Palings Group which was set up in 1982, to market health and hygiene products to Indian consumers.

It revolutionized the Indian market by introducing products like Home Cleaning System (1982), Water Purification System (1984) and Air Purification System (1994).

A 5 billion multi-product, multi-channel corporation. Operating in over 92 cities, with over 6000 employees. Pioneers & leaders in water purification systems, vacuum cleaners & air purifiers. Pioneers in direct selling - Asia's largest direct selling organization - 5,000 strong direct sales force touches 1.25 million Indian homes, adding 1,500 customers daily. Customer family now numbers over 5 million - enduring relationships as 'Friends for Life'. Expanded channels that reach out to customers to include A 3,800 strong dealer sales network; A 58 distributor strong institutional sales network; A security systems division;

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A strong service network backs up sales efforts - 3,200 company-trained technicians make 10,000 kitchen visits daily, supported by call centers, customer care representatives & mobile service vans. The customer has always been at the center of our business.

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3.1.1 Vision

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3.1.2Mission

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3.1.3Values

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3.2 PRODUCT CATEGORIES

Eureka Forbes Limited has been the pioneer in the field of Water Purifications Systems, Home Cleaning Systems and Air Purification systems in India.

Eureka Forbes Ltd. revolutionized the Indian market by introducing products like Home Cleaning System (1982), Water Purification System (1984) and Air Purification System (1994).

The following are the basic products of Eureka Forbes Ltd., which has always promised to provide safe and healthy living.

1. Water Purification System. 2. Air Purification System. 3. Home Cleaning System (Vacuum Cleaners) 4. Home Security System. 5. Industrial Solutions (Industrial Water Purifiers)

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3.2.1 Water Purification System.

Specialists in 5 water technologies Over 20 products available and million units sold Addressing 17 diverse water conditions World's largest manufacturer of Ultra Violet based water purification systems Over 71 million liters of Aquaguard water is consumed daily.

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3.2.2Home Cleaning System (Vacuum Cleaners)

Dusting, sweeping & swabbing does not get rid of fine dust Floats in the air & settles on pillows, mattresses, furniture, durries & even soft toys Dust mites cause allergies like fatigue, runny noses, itches and even severe asthma Ordinary cleaning does not get rid of dust mites - only powerful, thorough cleaning with a vacuum cleaner can Infinitely superior than conventional cleaning methods and easy-to-use.

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Indoor air more polluted than the air outside Causes maladies like allergies headaches, nausea, physical aches Asthma and allergy sufferers worst affected Pollutants include cigarette smoke, dust, pollen, fibers, soot, airborne fungal & bacterial particles, indoor allergy stimuli odors Industrial Solution---Picture

Comprehensive cleaning & water purification solutions Contract cleaning service that effectively combines our products and cleaning chemicals Numerous prestigious, satisfied customers including some of the countrys premier corporations.

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3.2.3WATER PURIFICATION SYSTEM

Products

Features

Unique E-Boiling + 2-in-1 compact cartridges. EMS. Decalcifier. AG-Compact Auto Shut off. Voltage Stabilizer.

EMS. Decalcifier. Auto-shut off.

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AG-Classic

Voltage Stabilizer.

MCS. IQA & EMS. Auto Shut-off. Smart flow. Melodious Tunes. Auto Flush. Decalcifier. Convenient Water Tray. Dual Fitting Options Unique E-Boiling + AG-i-Nova

No Electricity required. Advanced Ultrafication System. Ideal for TDS levels; up to 500mg/ltr. Works with loft tank. AG-Ultra High storage capacity.

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The unique Reverse Osmosis Purification. 6-stage purification. 8-liter capacity. Reduce hardness, TDS, Heavy Metal Contaminants. Automatic storage tank level controller. Pressure regulating valve. Auto Pump Shut-off. AG-Reviva

Special in-built pressure pump. Unique E-Boiling + EMS Decalcifier. Auto Shut-off. Voltage Stabilizer.

AG-Booster

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Elegant on-line water filter-cum-purifier. Can be placed conveniently on the counter or mounted on the wall. 3 stage purification system. Special dual filter cartridge which removes suspended impurities, odors, bacteria and viruses. World proven UV technology destroys pathogenic bacteria and viruses.

AG-Designa

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3.2.4 VACUUM CLEANING SYSTEM

Futuro

Turbo Nozzle with 1300W of Deep Cleaning+. Eliminates microscopic dust mites. Designed according to international standards. Rotary Vario Power, to clean delicate electronic gadgets. Dust Bag "full" indicator. An on-board storage space to store accessories. Controls on the handle make cleaning more easily.

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EuroClean Ace

Mite Buster: 100% protection against dreaded dust mites Mite Guard: Superior 5 stage air filtration process The widest array of accessories for all cleaning needs Storing the Euro clean lot more easier - automatic cord winder Save on electricity - Variable power option Durable - Mild steel body with a scratch resistant covering Backed by nation - wide service Two-year warranty.

T-Compacta

Compact Powerful and efficient suction 1200 watt motor power 4-stage filtration Unique in-built accessory tray facility Dust bag 'full' indicator Automatic cord winder Large wheels for easy movement balance Sturdy handle for comfortable grip

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Powerful suction - 2000 mm water column Auto cord winder Tornado Trendy Dust bag full indicator

Unique 3-in-1 Home wash system Washes

Vacuums Steam Sanitizes

Ultima

Keep allergies at bay Thorough cleaning

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Unique 3-in-1 Home wash system Washes

Vacuums Steam Sanitizes

Ultima

Keep allergies at bay Thorough cleaning

WD

Thorough wet & dry cleaning Mite Extractor: 1000 watts of deep cleaning Mite Guard: Superior air filtration process Range of accessories for superior wet & dry cleaning Storing the Euro clean lot more easier - automatic cord winder Save on electricity - 2 power option International styling - light weight and sturdy ABS plastic body Backed by nation - wide service One year warranty

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ECO FRIEND

Two optional filters to suit Users choice.

Electrostatic filter. Three fan speeds. 4 stage purification system.

Euroair

Smart Sensors (SS) gauge the Level and kind of pollution in youre before purifying it. UV Lamp that effectively kills Bacteria and germs present in the air. International looks. A micro controllerbased logic circuit that controls its operation. Higher air flow and more stages of filtration for faster and better cleaning rate. Bigger filter area, hence longer filter life. Rugged induction motor. Page | 93 Both tabletop and wallmountable.

Genius

Products

Features

Shine

For sparkling clean floors, tables, counter-tops and more. Excellent for cleaning all hard surfaces in the home. Cleans thoroughly in just one wipe. Leaves a lingering fresh lavender fragrance. Powerful disinfectant kills pathogenic organisms. Does not damage the original texture of surfaces. Economical, as it is used diluted for most applications.

Quickly dissolves grease from kitchen counter-tops, cooking utensils, ovens and other greasy surfaces. Advanced non-butyl formula tough on difficult to dislodge grime. Leaves surface shining clean. Made from imported ingredients. Easy to use. Grease-off

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3.2.5 SECURE HOMES Products Features

Water resistant, high security, high durability and low identification error rate. Can be mounted directly on metal Without affecting its reading Performance SPR SYRIS proximity reader is able to Interface with all existing access Systems by WiegandTM formats, RS485 formats etc.

Max 6000 card holders Control up to 4 doors with in/out reader Small and compact in size SMD technology Stand alone system with group anti pass back Multiple group anti-pass back function with PC Programmable for different access level within SY200NT2

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Standard size Proximity Reader. Operates indoors or outdoors. Beige colour SH-4 PR

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3.2.6 INDUSTRIAL WATER Products Features 5-stage online water purification Round-the-clock safe drinking water Bubble-top attachment option Cold water Hot water Normal water Pureguard

PURIFICATIONSYSTEM

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Commercial

Retains natural quality of water Effective 3-stage purification process International technology Special power-saving feature High volume. Low cost Built-in voltage stabilizer Built-in safety mechanism User-friendly features Sleek design and tough body Water control sensor Unique flow of water Efficient after sales service at your doorstep

Cooler-Purifier

Naturally wholesome water. Advanced 3-stage purification process. Last point purification. International Technology. Aquaguard's 2 money-saving features. Instant cooling. Choice of room temperature water. Built-in safety features. In-built voltage stabiliser. Sleek design and tough body. Efficient after sales service at your doorstep Aquaguard's international acclaimed product

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3.3 Strategic Direction

Eureka Forbes Ltd.-the Strategic Direction

 One stop shop for health and home care products.

 Becoming a preferred partner for the best in the world Euro champs.

 Build on our core competency of direct sales.  Flanking strategy on retail shelf.

 Leverage on customer database.

 Total cleaning approach for industrial and institutional customer.

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3.4Environment

The intention of the institute is not to play role of an activist; but to concentrate on two of the most important environmental factors namely Water and Air, to leverage the expertise of its parent company, i.e., Eureka Forbes Ltd. For doing social good towards society, to have non commercial interaction with leading social bodies in achieving its goal and put maximum efforts in conserving the root of my living existence, i.e., Water and Air.

3.5Milestones

In a short span of its inception, Eureka Forbes Institute of Environment (EFIF) has achieved some major milestones, like

(A) Tie up with NDTV

EFIE generates and supplies data to NDTV for an on screen plug which is then produced into Report by NDTV and supplied to Star News for a fee, who in turn telecasts the same Report to the cable owners for a change. The result of this consequent with NDTV has been

That there was a debate in Delhi on CNG application resulting. In to formation of new rules. Various school children have taken an oath to not buy or burn firecrackers.

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There has also been a good amount of change in the attitude of the Government Pollution Boards, which was earlier skeptical, but now, has become more lenient and cooperative.

(B) Pollution watch Tests have been carried out in various cities Across India such as..

Delhi, Kolkata, Mumbai, Chennai, Bangalore, Ahmedabad, Hyderabad, Guahati, Lucknow, Chandigarh.

3.6Eureka Forbes Institute of Environment

It is a young and unique institute that was started in the year 2000. To gain quick visibility, it was launched through television. The main agenda behind starting this institute was to give knowledge about the various benefits that exceed cost on the issues related to pollution Watch.

As every journey has its destination, the ultimate destination of Eureka Forbes Institute of Environment is to be an institution that has a life of its own, its own vision, mission and philosophy; its manpower, space, infrastructure and resources; its ownresponsibility, reputation and credibility based on track record; its own set of committed core team workers and donor friends.

By own face and recognition, it means to gain media and public credibility by aligning its activists, mainly to its cause, distance itself from commercial work and other related causes, and to build a strong track record of social contribution and the activities related to such cause alignment.

The Institute has built a strong mission, which says: Page | 101

To promote an AWARENESS of the benefits of conserving and managing the quality of our natural water and air resources. To do so by collecting and disseminating information/materials through our own resources or those of our like-minded allies who could be individuals, corporate, NGOs, government of civic bodies.

To become an instrument of influencing Indian society and its constituents to act in a manner that reflects that these resources are not to legacy of our fore fathers that we can take for granted, but a loan we have taken from our grand children, to be repaid with interest. To believe that the unpolluted water and air is the birth right of every Indian citizen.

3.7People

1. Eureka Forbes people are the perfect example of a dynamic, highly motivated individual. 2. At the entry level, people with a fire in their belly come and join the company. 3. At the forefront of the employee, complement is their salesman who they call Euro Champs, which is known to our customers as the friendly man from Eureka Forbes. They bring to Indian families, everywhere, innovative hygiene and convenient products backed by excellent service and building lasting relationship with its customers. 4. In Eureka Forbes, they believe in promoting internal talent, grooming people from becoming successful sales personnel to become a successful leader. 5. They understand the importance of this asset and great stress is laid on HRD and training. 6. They satisfy the lifestyle expectation of evolving Indian homes through innovative and value of money products have been the hallmark of Eureka Forbes Limited, and the sales divisions are committed to this mission.
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7. Eureka Forbes is a fine example of a strong organization built by its people. 8. Eureka Forbes strongly believes in the old Chinese proverb. 3.8Eureka Forbes Limited-Relationship

Relationship begins with listening to the customers and addressing their priorities and inhibitions. It has 140 customer response centers across 98 cities ensure that customers are never left out in the cold.

A 4000 strong dealer network distributing the Forbes range of water purification system and home cleaning system.

1. An industrial sales division which distributes the nilfisk range of cleaning equipments.

2. It has got 4 manufacturing facilities at Hyderabad, Bhimtal, Meghalaya and Bommasandra with ISO 9002 certification.

3. A network of water testing laboratories across the country.

4. A government recognized R 7 D center at Bommasandra, alliances with global leaders.

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5. Certification from prestigious independent water laboratories in India and abroad for our range of WPS. Plus, a growing exports market.

6. Market leaders in Aqua guard WPS. Euro clean home cleaning system EAPS and Euro vigil electronic security solution.

3.9Eureka Family

 5700 Euro Champs make 40 calls a day (2.3 lakh contacts).

 32000 Euro Smile champs make 10000kitchens visit a day for product services.

 Over 450 franchised direct operators covering small towns over 1200 sales people.

 3800 strong dealer network.

 Over 220 distributors for industrial and commercial segment.  Existing 5 million friends for life. (Customer database.)
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3.10

Forbes Newell range of wellness products To strengthen our relationships with existing customers by providing them with a new means to improve their quality of life First category offered - cooking appliances. Tapping the potential of women - a whole new sales force. Forbes Aqua sure, an exciting new range of economical water purification products. To penetrate the low end of the market, especially areas where there is no power and water To pre-empt competitive entry. Eureka range of Eco-friendly cleaning solutions.

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3.11CAREER

Recruit young, dynamic, ambitious people; encourage them to harness their potential. Each one aptly christened Euro champ. Nursery of Direct Selling; the single largest institution of its kind in the world. Professionalized direct selling and raised it to a fruitful career. Over 20,000 people and 500 business leaders started out as Euro champs. Numerous success stories of Euro champs rising to top management positions. It believes in the philosophy of encouraging growth from within; it also facilitates cross functional movement in the organization to further career prospects. It consistently featured in the Best Employer, surveyed by premier business publications.
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3.12

Dreams

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3.13Future Plan

Eureka Forbes Ltd. should be taken in the market abroad both for household and industrial cleaning equipment. They will be ready with faster customer response through electronic contacts. By making a transition from distributors to marketers of industrial cleaning equipment. Emerging as a preferred employee for youth. Establishing Eureka Forbes as a water purifying Specialist Company. Becoming a gateway to multi-national company looking to set up base in India. Introducing innovations and being perceived as the best service providers in the country; and having our ability to respond to the ever-changing demand of the customers.

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3.14The Target

 Becoming a Rs.10 billion company in the next 5 years.

 Double customer based in the next 5 years.

 Customer will know the euro champs by name.

 Our people will grow and share higher responsibility.

 Our people will live comfortably and make a responsible amount of money that satisfies there at home.

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3.15

. Most Trusted Brand Award: Platinum Category for your very own Superbrand: Aquaguard!!!!! "Aquaguard Water Purifier and Euroclean Vacuum Cleaner once again awarded the Mera Brand" Celebrate summer the healthy way as Aquaguard RO Health Yatra comes to town! Cambridge School from Noida city is Winner of the 4th Euro Enviro Quiz 2006, the largest ever National school quiz on Environment ! Eureka Forbes Runs for A Cause - Save Water and Harvest it! Recruiting and Staffing Best in Class Awards 2005 Protecting the Environment - Let us learn it from Children!!! Eureka Forbes Limited awarded for Customer Responsiveness Eureka Forbes Limited wins Asian MAKE Award Eureka Forbes is now a Case Study In Harvard Business School Boston (USA), November 11, 2005
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3.16Eureka Forbes is now a Case Study in Harvard Business School

Boston (USA) November 11, 2005 Eureka Forbes Limited, the pioneer of Direct Sales in India, entered the hallowed portals of Harvard Business School by joining the band of select companies which have become a case study in its MBA classrooms. Today, 900 students at this globally recognized centre of business education, began studying a case based on Eureka Forbes, titled "Managing The Sales Effort" written by Professor Das Narayandas of this school; assisted by Senior Researcher Kerry Hermann from the Global Research Group. Mr. Suresh Goklaney, Managing Director of Eureka Forbes, himself an alumnus, was in Boston today on invitation from the Harvard Business School and said "The 5500 salespersons working for Eureka Forbes - whom we fondly call Euro Champs - will be delighted that the unique and young company which they have created over the last 24 years has been found worthy by Harvard Business School to write a case study on". Eureka Forbes, about to go into its Silver Jubilee year, has notched up an impressive turnover of Rs. 6.1 Billion (Rs. 610 Crores) selling premium life style products like water purifiers and vacuum cleaners which bring better health to the families of their customers. In the growing sunrise markets of water purification and vacuum cleaning, Eureka Forbes enjoys market shares upwards of 70% through its brands Aqua Guard and Euro Clean respectively. In the year 2004, Aqua Guard was chosen as a "Super brand" by a panel of eminent persons in the Indian industry. To achieve this success, it followed a marketing system very different from those adopted by most consumer product companies. It did not set up a dealer network to sell its products but it set up a "Direct Sales" system instead. The Harvard Business School case takes a look at this unique business model which creates value for the customers - not through pricing and discounting and offers as dealer network marketers do - but through a very different contact system, a different contact site, and a different company culture. Mr. Suresh Goklaney explained the uniqueness of the system as follows "Relationship Marketing may have become a buzzword now but we at Eureka Forbes started it 24 years ago. Our process of acquiring customers is not by luring them into the stores
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through discounts and offers but by contacting them in the comfort of their homes where it is possible for us to find them unhurried, where we can understand them and their circumstances and then suggest

appropriate solutions for their health and hygiene and safety needs. We then demonstrate how these solutions perform in their home conditions, answer every question they may have and we deliver these solutions right at their doorstep. Even the after sales service is provided at their doorstep. This is the difference between them and us".

Apart from achieving sales and profits, according to Mr. Suresh Goklaney, what may have impressed Harvard Business School, is "Over the last 24 years we have created a huge intangible asset of over 4 million customers who have welcomed us into their houses to see our demonstrations, to buy our products and then to get them serviced. They have seen us inside their homes! That is quite an exceptional example of relationship marketing, it is for reason that our slogan is 'Your friend for life'". The case study focuses on the innovative practices Eureka Forbes has employed in translating this philosophy of becoming friend for life, into actual operational practices. In particular the case explores whether sales force should be motivated by setting goals for the results of the sales efforts or for the efforts themselves. It explores how a superstructure of direct sales field force was built employing 5500 EuroChamps (salespersons fondly called so) who operate out of 150 offices of the company in about 100 cities; and the systems created for recruiting, inducting, training, motivating, compensating and leading them. In the year 2004, Eureka Forbes was recognised as the "16th Best Employer" of India in the Hewitt Survey. The vision of the company is "To create a happy, healthy and pollution free world based on long lasting customer relationships" and is realized not only through the sales force but also through a structure of 900 service locations. "For 80% of our customers, we have a service centre within 5 km radius". That is a tough act indeed for any competitor to duplicate. The efforts of the company in giving franchised service were recognized in 2005 through the "Best Franchisor" award it received. Mr. Suresh Goklaney said "We attribute our success to our unique culture and
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people orientation. The four pillars of our employee orientation are "Earning, Learning, Pride and Fun". We believe in developing business through developing people. We have an in-house "Academy of Learning" and also have tie-ups with business schools which help train our talent. To create a "Learning Organization" we created Knowledge Management function within the company just 4 years ago and feel amply rewarded by the journey because recently, at Seoul in Korea, we were given a MAKE (Most Admired Knowledge Enterprise) award for Asia".

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CHAPTER - 4

RESEARCH STUDY AND ANALYSIS

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4.1 Research Methodology : Definition : Research is common parlance refers to a search knowledge. The advanced learner s dictionary of current English lays down the meaning of research as a careful investigation of specially through search for new facts in any branch of knowledge. The systematic approach concerning generalizations and the formulation of a theory is also research. The purpose of research is to discover answers to questions through the application of scientific procedures.

Research Design : A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. - JHON.W.BEST Research may be defined as any organized inquiry designed and carried out to provide information for solving a problem. - EMORY

Research is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge. -ROBERTROSS 4.2Descriptive Research Design : Descriptive research design studies are those studies, which are concerned with describing the character of a group. The researcher makes a plan of the study his research work. That will enable the researcher to save the resources such a plan of study or blue print or study is called a research design.

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4.3Data collection :A sample size 20 institution s and college s are studied for this purpose. Institution and colleges of different unit where randomly administrated the questionnaire. 4.4Data Analysis :The analysis of data was done on the basis of candidate eligibility, age, number of post and profile. Profile of candidate-Good personality, dynamic, intelligent, sociable, can work in team, good communication skill, future leadership potential etc.

4.5Sources of Data collection : The primary as well as the secondary sources was used for collection of data. In primary source of data collection the interview schedule and questionnaire and opinion survey were used in secondary source of data collection relevant records, books, journals, magazines were used. Thus the source of data collection were as follows : Primary1.Interview Schedule 2.Questionnaire 3.Opinion Survey Secondary1.Books 2.Magazines 3.Journals 4.Other records I have used structural interview schedule, questionnaire and opinion survey for collection of data from primary source. Interview schedule and questionnaire were used for candidate s and opinion survey was used to know the perception, thoughts, and reaction of the placement officer and professor of the institutions and colleges. I have used secondary source like books, magazines, journals, internet and other relevant records for collection of data to know about the Institutions and Colleges as well as respondents.

4.6 DATA TYPE : Primary as well as secondary data was collected.

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RESEARCH APPROACH : Condition a field survey did a subjective assessment of the qualitative & interview for primary data & an extensive literature survey for secondary data. RESEARCH INSTRUMENT : The questionnaire was used as the primary instrument for the collection of primary data which contained open-ended questions to chance response. In addition the personal interview was employed to draw out answers to subjective questions, which could not be adequately, answered through the use questionnaire.

4.7 Preparing the questionnaire : The first task in the process of measuring the level of recruitment of the candidates in Eureka Forbes was to prepare questionnaire. For this purpose a number of questionnaire I studied and finally a questionnaire where framed.

The questions where grouped under five categories : 1.Company Related 2.Environment Related 3.Supervision Related 4.Growth Related 5.Job Related The questionnaire are also ask the candidates for the demographic details regarding 6.Age 7.Number of years of experience 8.Department of study 9. Grade e-consist of the following things :
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y y

Which focused on the employee awareness levels regarding benefits provide which & outside the organization assessing his overall satisfaction level. This prepared ground for further enquiry & enabled better analysis of the questions, which followedWhich focused on specific policies & judged them from different aspects making the questionnaire in-depth & specific. Which consisted of open-ended question, inviting views & suggestions.

4.8 INTERVIEW : Interview lead to a better insight to subjective & open questions almost all interview responded. 4.9 SAMPLE UNIT : The sample unit consisted of the customer sales department in Eureka Forbes Ltd. 4.10 SAMPLE FRAME : Consisted of comprehensive list of all the institutions, colleges and candidates in Eureka Forbes Ltd. 4.11 SAMPLE SIZE : Sample size 20 4.12 SAMPLE DESIGN : Care was taken to the sample based on considerations like age, department of study, communication skills, intelligence and experience of Candidate s and Chief Corporate Relations of Institutions and Colleges.

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CHAPTER - 4 SECTION 1 EUREKA FORBES CURRENT SCHENARIO

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Southend Conclave , 2nd Fl.1582, Rajdanga Main Rd, Kolakata-700107 Tel- +91 33 2442 8933/ 34/ 35, E-mail:unusmolla@eurekaforbes.co.in, Web: www.eurekaforbes.com

Eureka Forbes is Asia s largest direct selling organization. It is a part of Shapoorji Pallonji Group Pioneer in vacuum cleaner and water purifier technology operating from 220 branches, covering 100 cities, with over 7000 Euro champs in INDIA & ABROAD ..

Our organization has achieved . y y y y y y 4th rank, as best employer in 2007 ( Hewitt Associates survey) ISO 9001,9002 and 14001 certified company A case study of Harvard Business School since 2005 Awarded MAKE ( Most Admired Knowledge Enterprise, U.K) Award Super Brand Award, Mera Brand Award .. International operation in 50 countries ..

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SELECTION PROCEDURE :

TOTAL MARKS=100

a)WRITTEN TEST(MANAGEMENT QUESTION TEST) b)ACADEMIC ACHIEVEMENT ..25% c)PERSONAL INTERVIEW .25% d)PPT PRESENTATION 25%

..25%

THE TOPIC OF PPT PRESENTATION IS :QUALITIES OF SUCCESSFUL BUSINESS LEADER OR STRATEGIES TO INCREASE BUSINESS OF SECURITY SOLUTION PRODUCTS (20 - 30 SLITES).

AFTER QUALIFY THE ABOVE CRITERIA BUSINESS APTITUDE TEST (BAT-7DAYS)

PLACE OF POSTING : y y y y y CALCUTTA BHUBANAESWAR CUTTACK RANCHI JAMSHEDPUR

EARLIEST DATE OF JOINING : AS PER COMPANY RULE.

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JOB PROFILE : Meeting with prospective customer in Calcutta/BBSR/Cuttak, to increase Business for Security Solution Product- CCTV, Wireless Intrusion Alarm System, Access Control, VDP, Different Detectors.

BUSINESS TARGET : There is specific business target in each month. Min target : 1 and 2 lakh per month

UPGRADATION / PROMOTION : After each 6 months achieving the norms.

ATTENDANCE : 6 days in a week.

OUR PREFERENCE :
We prefer candidates with right business attitude for recruitment . We don t like casual candidate have attitude to work only for 2-3 months & get the appointment letter & training Minimum stay period 6 months

The EUREKA FORBES has the following way which it follows for recruiting the person A.PURPOSE : The purpose of the company is to define the procedure of Recruitment & Selection in the company. B.SCOPE : The scope of the company is to find the individuals seeking employment in the company.

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C.RESPONSIBILITY : The Responsibility is on the Manager-HRD/ SSD Manager. D.AUTHORITY The Authority in the company is commenstrate with responsibility E.PROCEDURE STEPS 1.MAN POWER RECRUITMENT As and when the need arises , the Manpower Requirement Form is dually filled by the Divisional Head,SSD of the concerned department and forwarded to the HRD Department. The HRD Department initiates activity on the recruitment once the "Manpower Requirement" form is approved by MD. All "Manpower Requirement "Forms are maintained by the HRD Department. 2.IDENTIFYING SOURCES OF RECRUITMENT On the basis of Manpower Requirement Form a recruitment source is identified. The source of recruitment could be external or internal.

INTERNAL SOURCE OF RECRUITMENT Internal Transfer/Promotion with necessary screening, training and selection to meet the specified requirement. It would be desirable to utilize the internal sources before going outside to attract the candidates. The two categories of internal sources including a review of the present employees and nomination of the candidates by employees.

The COMPANY suggests that the effective utilization of internal sources necessitates an understanding of their skills and information regarding relationships of jobs. This will provide possibilities for horizontal and vertical transfers within the enterprise eliminating simultaneous attempts to lay off employees in one department and recruitment of employees with similar qualification for another department in the company. Promotions and Transfers within the
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plant where an employee is best suitable improves the morale along with solving recruitment problems.

These measures can be taken effectively if we established job families through job analysis programmes combining together similar jobs demanding similar employee characteristics. Again, employee can be requested to suggest promising candidates. Sometimes in a company the employees are given prizes for recommending a candidate who has been recruited. The usefulness of this system in the form of loyalty and its wide practice, it has been pointed that it gives rise to cliques posing difficulty to management. Therefore, in this company before utilizing the system attempts should be made to determine through research whether or not employees thus recruited are effective on particular jobs. Usually, internal sources can be used effectively if the number of vacancies are not very large, adequate, employee records are maintained, jobs do not demand originality lacking in the internal sources, and employees have prepared themselves for promotion

EXTERNA L SOURCE S OF RECRUITMENT An external source of Recruitment is considered from the combination of the following options:

1.CAMPUS RECRUITMENT : Educational and technical institutes are effective source of manpower supply. There is an increasing emphasis on recruiting students from different management institutes and Graduate Colleges by recruiters for positions in customer sales specialist in Eureka Forbes Ltd. These students are recruited as management trainees and then placed in special company training programmes. They are not recruited for particular positions but for development as future supervisors and executive. Indeed , this source provides a constant flow of new personnel with leadership personalities. Vocational schools and industrial training institutes provides specialized employees, apprentices, and trainees for semiskilled and skilled jobs. Persons trained in these schools and
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institutes can be placed on operative and similar jobs with a minimum of in plant training. However, recruitment of these candidates must be based on realistic and differential standards established through research reducing turnover and enhancing productivity. The candidates may appear personally at the company's employment office or send their applications for possible vacancies. According to company the quality and quantity of such candidates depend on the image of the company in community. Prompt response to these applicants proves very useful for the company. The company find that this source is uncertain, and applicants reveal a wide range of abilities necessitating a careful screening. Despite these limitations, it forms a highly inexpensive source as the candidates themselves come to the gate of the company. It also provides measures for a good public relations and accordingly , the candidates visiting the company must be received cordially.

2.ADVERTISEMENT

All recruitment advertisements are placed centrally by the HRD Department. The advertisement is drafted by HRD Department in consultation with the concerned Department. All related documents of Advertisements released are maintained in the "Advertisement" file. In addition to the above sources, several organizations develop sources through voluntary organizations such as clubs, attracts employees of competitors looking for a change or good prospectus for employment, older workers and physically handicapped for specific positions where they are best suitable, and use the "situation wanted" advertisement in newspapers

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3.SELECTION

A .SCREENING/SHORTLISING Resumes received from Management Institutes and Graduate Colleges/or from the advertisements released in Newspaper/Magazine are screened by HRD Department in consultation with the concerned department. B.INTERVIEW CALL The shortlisted candidates are contacted for interview through an interview call letter/telephone call/e-mai l or through the Chief Corporate Relations of Business Schools and Graduate Colleges. C.INTERVIEW SCHEDULE Interview schedule is prepared and sent to the concerned Department's HOD, Interview panel and a copy is kept for HRD Department records. The Interview Schedule include the following requirement. INTERVIEW SCHEDULE Authorized Signatory Preliminary interview of the candidates is conducted by HRD based on Personal Data Format given below filled up by the candidate with the help of technical person along with the Dept. Date: Venue: Position: NAME OF THE CANDIDATE TIME REMARKS E.CONDUCTING INTERVIEWS Interviews are conducted by an panel, which includes a Divisional Head,SSD and staff member from the concerned department.

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F.INTERVIEW ASSESSMENT Interview assessment Format is filled up by the interview panel immediately after the interview and all the relevant papers are forwarded to the HRD Department at the earliest. G.SALARY FIXATION "Staff comparison statement" and " salary proposal" formats are used for this purpose. H.OFFER AND APPOINTMENT LETTER y A candidate selected for appointment is issued an offer letter mentioning the expected date of joining. Extension of time to join duties is granted to the candidate purely at Management discretion.

A Detailed Appointment letter is issued after the individuals joins and fills the joining report. The offer and appointment letters are signed to all new joiners.

4.JOINING FORMALITIES All the new joinees are required to fill-up the relevant papers such as Nominations under Insurance and Gratuity schemes, PF Declaration Forms etc. and all these records are maintained in their personal files. Induction Training is organized for the new joinees. Induction is organized internally by HRD Department depending on the number of joinees in a month. Training needs o f the new joinees are identified as per the procedure.

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CHAPTER 4
SECTION 2 PROJECT STUDY

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Eureka Forbes is Asia s largest direct selling organisation. It is a part of the Shapoorji pallonji Group which was set up in 1982, to market health and hygiene products to Indian consumers, operating from 220 branches, covering 100 cities, with over 7000 Euro champs in India & abroad. Company follow the philosophy of Earning, Learning, Pride and Fun.

Company recruits only male candidate whose age between 21-28 and must hold at least graduation degree. There is no particular season for recruitment in the Organisation, it is done as and when the need arises and according to the order which company gets.

 Recruitment Process:
As Eureka Forbes is a hardcore selling company it recruits young, dynamic, ambitious people; encourage them to harness their potential. As the situation matures we have to think more carefully bout the picking up the right candidate.

Sources Of Recruitment: Recruitment is basically attracting the right candidate for employment. The company relies on internal as well as external sources. While doing project work we are asked to use educational institute as our sources of recruitment. Through this method Company comes to the campus itself of reputed engineering colleges and business school and select candidates by interviewing them or by written test and also followed by group discussion and personal interview. This is the very important source of recruitment for the organisation as the company requires highly skilled engineers and MBAs which can be directly picked from such reputed institute and company also saves its lump sum Advertisement Cost.

To complete this project work we follow some step those are given respectively.  As my project deals with campus recruitment so the first thing which I followed is planning. It is a nothing but just a guideline towards the attainment of accepted goals and objective.  Company gave a recruitment letter (attached in Annexure) in which company profile and eligibility of the candidate is written over there.
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 We visited 20 educational institute including, Business School and College.  We used to make an appointment with the placement coordinator in the Business School and with the principle in case of College respectively.  We got immense importance from the faculty of the institute and they are very interested to organise the next step. Some time we also mail the recruitment letter directly to the institute web address.  After that we fixed a date of written test and interview.  The next and final stage will be the selection process.

 Selection Process:

Selection Process of the candidate involves 4vway process which include : Written Test Personal Interview Power Point Presentation (PPT) Business Aptitude Test (BAT-7days )

Firstly, all the candidate are required to send his C.V to our office web address from which

we short list C.Vs according to the nature of the job and qualification of the candidate if required. In the second stage there is certain test which the candidate needs to be qualify. These test include knowledge test, IQ test, awareness test, and specialization test, etc.These test are conducted because Eureka Forbes generally requires a kind of candidate who have some knowledge about the current situation of the market. Once the tests are conducted, those who qualify the test are called for Personal Interview.

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Third Stage is basically carried out for further Short listing of the candidate through PPT

presentation. This stage also measures the presentation capability of the candidate. As the company is a hardcore sales division so the presentation capability of the candidate takes much importance. In Fourth Stage candidate is provided training by the Company for 7 days. Here all the procedures and selling tactics are to be thought to the candidate. This process known as BAT test. This is the final stage of selection. After that candidate is given a letter of appointment.

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CHAPTER 4
SECTION 3 INSTITUTIONS AND COLLEGES VISITED

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MBA/BBA COLLEGES

BENGAL INSTITUTE OF BUSINESS STUDIES, 18D LAKE VIEW ROAD,KOLKATA-700 029, PH-033- 24669 236.

INSTITUTE OF BUSINESS MANAGEMENT, JADAVPUR CAMPUS,KOLKATA,WESTBENGAL,INDIA. PHONE NO- 033 24146810.

NIILM SCHOOL OF BUSINESS (NSB) Behind South City College, Golpark, 47/H/1, Ballygunge Terrace,Kolkata-700 029 Phone no- 033 2406 12263

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EIILM, 6 WATERLOO STREET,KOLKATA-700 069. CONTACT NO- 033 22100911,FAX- 033 22100909, EMAIL- info@eiilm.edu.in, WEBSITE- www.eiilm.edu.in

INTERNATIONAL BUSINESS SCHOOL, 20/1ASUTOSH CHOWDHURY AVENUE,KOLKATA-700 019.

DINABANDHU ANDREWS INSTITUTE OFTECHNOLOG&MANAGEMENT, RAJA S.C.MULLICK ROAD,GARIA,KOLKATA-700 084. PH-033-2430 4678/4876.E-MAIL ID-daitm@vsnl.com,www.daitm.org.

NETAJI SUBASH ENGNIEERING COLLEGE, PANCHPOTHA POLICE PARA,GARIA,KOLKATA-700 084.

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George college , Budge Budge Trunk Road, Mollargate, Maheshtala, Kolkata 700 141. Tel/Fax :( 033) 2401 8687/2289/3500.

Institute of Engineering & Management, 120 SDF Building, Salt Lake, Koalkata 700091, Phone no- 033 23578189

Heritage Institute of Technology, Chowbaga Road, Anandapur, P.O.East Kolkata Township, Kolkata 700 107, West Bengal. Tel : (033) 2443-1255/56/57/58; Fax- (033) 2443-1259. Email : adminmec@heritageit.edu; Website : www.heritageit.edu

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NSHM Business School, 60(124) B.L Saha Road, Kolkata-700 053. Ph/Fax +91 33 2403 2300/01.

Camellia School of Business Management, Madhyamgram, Kolkata 700 029. Tel (033) 64551146, Email : camelliagroup@vsnl.net, Website : camelliagroup.org

IBRAD School of Management and Sustainable Development VIP Road, Prafulla Kanan 700 101, Ph: (033) 2711 6330/6422/6424/6425 Email : info@ibradindia.org, Web : www.ibrad-managementschool.org

Page | 136

B.A/B.sc./B.com. COLLEGES

Surendranath College, Esstd-1884 24/2 Mahatma Gandhi Rd, Kolkata - 700 009, West Bengal, Tele # (91 33) 2350-2864/2354-3876/ 2352 3285 Email:info@surendranathcollege.org

BANGABASI COLLEGE, 19, RAJKUMAR CHAKROBORTY SARANI, KOLKATA- 700 009, PHONE NO 033 235 00273.

RAMAKRISHNA MISSION, GOLPARK,GARIAHAT,KOLKATA 700 029.

PRAFULLA CHANDRA COLLEGE, 23/49 GARIAHAT ROAD,KOLKATA-700 029

Page | 137

Bijoygarh Jyotish Roy College (1950) 8/2 Bijoygarh. Jadavpur, Kolkata-700032, Phone no- 033 24124082.

BRAINWARE,GARIA,KOLKATA-700 084,CONTACTED PERSON-Somnath Gayan, E-mail:somnath@brainware_india.com.Mob-9804551193.

NIIT,Garia Centre, 63/1 Kanungo Park,1st Floor,Kolkata-700 084.

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CHAPTER - 5
DATA ANALYSIS AND INTERPRETATION

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5.1QUESTION : 1) Candidate willingness to join the company ? a) Reputation of the company b) Salary package c) Working environment d) Job prospect e) Location of the company f) Carrer growth oppourtunity.

Reputation of the Company Working Environment Salary Package Job Prospects Location of the Company Carrer Growth Oppourtunity

17% 28% 16% 11% 5% 23%

Chart Showing Candidate Willingness to join the company

17% Reputation of the Company Working Environment 28% 16% Salary Package Job Prospects Location of the Company Carrer Growth Oppourtunity

23% 5% 11%

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From the chart it can be understood that most of the candidates are inspired by the working environment of the company(28%) which resembles the personal traits of the Indians. I can also see that matters much followed reputation of the company and salary package which comprised 17% and 16% respectively. Job prospects plays a minor role in the minds of a candidate who had already joined the company location of the company (which comprised 5%of the sample size ) where majority of the employees are qualified with technical who in most of the cases dare to bother it.

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5.2QUESTION:2)Most reliable type of interview? a) b) c) d)

Behavioral Situational Structured Stress

Behavioral Situational Structured Stress

7% 36% 21% 36%

Chart showing the Reliable Type of Interview is

7% 36% 36% Behavioral Situational Structured 21% Stress

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I tried to find out the most reliable type of interview according the candidates. They expressed different view. According to the sample candidates. I found that behavioral interview is most reliable and this view was supported by 36% of the sample candidates. Similar support was begged by the situational interview, while 26% structured interview and only 7% favoured stress interview. Corresponding to this data I have drawn a pie chart above: In EUREKA FORBES all the applications received in each branch of MBA, BBA, B.A, B.sc and B.com will be separately arranged in descending order of merit i.e. based on a percentage of aggregate marks of all the years/ semesters of professional course and only the required number (according to the ratios mentioned) starting from the top will be called for written test in each discipline of MBA,BBA, B.A, B.sc and B.com . In case of a tie at cut-off marks, all the candidates scoring cut-off marks will be called for written test. The Written Test papers will be objective type in nature and will be in Hindi & English. Based on merit and requirement, the short-listed candidates will have to appear for Psychometric Test and/or Behavioral Assessment Interview followed by Personal Interview. Candidates will be invited for Psychometric Test and/or Behavioral Assessment Interview followed by personal interview, in order of merit on the basis of Written Test performance. In case of a tie at cut-off marks, all the candidates scoring cut-off marks will be called for interview. The candidates are advised to ensure while applying that they fulfill the eligibility criteria and other requirements mentioned in this advertisement and that the particulars furnished by them are correct in all respects. In case it is detected at any stage of recruitment process that the candidate does not fulfill the eligibility criteria and/or does not comply with other requirements of this advertisement and/ or he/she has furnished any incorrect/ false information or has suppressed any material fact(s), his/her candidature is liable to be rejected. If any of the above shortcomings is/are detected, even after appointment, his/her services are liable to be terminated without any no.

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5.3QUESTION: 3) Best way to recruit people?

a) Advertisement b) Walks ins c) Variable d) Search firms
Advertisement Walks ins Variable Search firms 40% 25% 20% 15%

Chart Showing the Best way to Recruit People is

15% 40% Walk-i s Variable 25% Search Fir s

20%

vertise e t

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Chief of Corporate Relations and Candidates expressed their varied views about the best way, according to them, to recruit people. Chief of Corporate Relations bear an opinion (about 40% of the sample) that advertisement is the best way to recruit people. While to 25% of the sample Chief of Corporate Relations and Candidates feel that walk-ins is best way while 20% feel that variable ways are the best. Others feel that recruiting people from search firms in a best way. Corresponding to this data I have drawn a pie chart above: The aim of advertising is to make people aware that a vacancy exists and to persuade them to apply for the position. Advertising helps to define exactly the need of the company, and what separates it from its competitors. Often the people you want to attract are not openly looking for a new job, so you need to think of ways to sell the attributes of the company, e.g. what makes It unique, its culture, values, philosophy and so on. Good advertising highlights the assets of the position and appeals to the career needs and concerns of the desired applicants. It is worth making your advertisement effective and attractive, as there is a high correlation between advertisements with accurate and complete information and recruitment success.

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5.4QUESTION:4) Response given by the candidate s about their query? Agree/Disagree. Agree Disagree 94% 6%

Chart Showing Response given by the Chief Corporate Relations about Query
6%

Agree Disagree

94%

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My survey clearly concludes that response of the company to any query made by the Chief Corporate Relations was absolutely good since 94% of my survey favors to this. 6% ratio of unsatisfied can also be further reduced if communication system is further improved. Corresponding to this data I have drawn a pie chart. I hereby submit my suggestion that every query by any Corporate Relations and candidates should be seriously considered and it should be dealt in depth and if at any particular time of query if proper reply/material is not available, even than the answer must be given at a later stage after getting full information from the source available .

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5.5QUESTION: 5) How candidates are recruited in the company? a) b) c) d) Written exam Written exam & Interview Written exam, G.D, & Interview. Others

Written Exam Written Exam & Interview Written Exam, G.D, & Interview Others

85% 6% 6% 3%

There are various ways of recruiting candidates in the company as depicted in the chart below :-

Chart Showing Candidates Recruitment Process

6% 9% 85%

Written Exam 6% Written Exam and Interview Written Exam,GD & Interview 3% Others

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From the chart it is quiet clear that the company adopts various processes for recruiting the right candidate. Actual recruitment procedure followed by the company is by conducting written examination followed by interview which comprised 85% of my sample survey of 25 candidates. But still some candidates are also chosen through written exam, GD& interview comprising only 6% and others comprising only 3%. These others include the reference of the existing employees within the organization itself. Eligible candidates will be invited for objective type written test at their own expense. In Other words all the applications received in each candidate will be separately arranged in descending order of merit i.e. based on a percentage of aggregate marks of all the years/ semesters of professional course and only the required number (according to the ratios mentioned) starting from the top will be called for written test. In case of a tie at cut-off marks, all the candidates scoring cut-off marks will be called for written test. The Written Test papers will be objective type in nature and will be in Hindi & English. WRITTEN TEST CENTRES : The Written Test conducted at Kolkata .EUREKA FORBES reserves the right to change or delete any of the above mentioned test center at its discretion.

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5.6QUESTION: 6) Job specification of the response of the Candidate? Yes/No

Yes No

97% 3%

Chart Showing Job Specification of the Response of the Candidate

3%

Yes No

97%

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Almost all the candidates got the specified jobs offered to them. This implies that the company has the organized manpower planning and well organized recruitment policy as shown in the following chart: From the chart above it crystal clear that the candidates get exactly the same job as specified. So from the company s perspective it is a good sign for the overall growth & development. Still some employees who comprised only 2.33% of my sample study.

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5.7 QUESTION : 7) Attitude of Chief Corporate Relations manager ?

a) Good b) Very Good c) Excellent

Good Very Good Excellent

13% 30% 57%

Chart Showing fell about Attitude of Chief Corporate Relations Manager

13%

57%

30%

Good Very Good Excellent

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The chart above depicts that the satisfied with the attitude of Chief Corporate Relations Manager of Business Schools and Graduate Colleges. 13% was Good attitude, 30% was Very Good and 45% was the attitude of Chief Corporate Relations Manager is excellent. Corresponding to this data I have drawn a pie chart From the chart it is crystal clear that the attitude of Chief Corporate Relations Manager is whole heartedly accepted . This will definitely boost the morale by me, which ultimately will increase efficiency, & working for my project resulting in better growth of the company. Thus by every means company is profitable. Moreover such behavior of H.R. Manager can become the ideal of their colleagues & subordinates.

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5.8QUESTION : 8) The primary source of information for recruiting

people should be ? a) b) c) d) Managerial Testing Recruiters themselves Job analysis

Managerial Testing Recruiters themselves Job analysis

40% 20% 15% 25%

Chart Showing thePrimary Source of Information of Recruiting People

25% 40% Managerial 15% Testing Recruiters Themselves 20% Job Analysis

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THE PRIMARY SOURCE OF INFORMATION FOR RECRUITING PEOPLE SHOULD BE :According to the sample ,the primary source of recruiting people is Managerial. However, Testing & Recruiters Themselves source are the second most favored source of Recruiting people. Whenever the process of Recruitment is to be carried out. Managerial source of Recruiting people should be heavily considered.

Advertisement in publications and recruitment booklets and information sheets for applicants were found to be the most frequently and the least frequently used method of managerial recruitment.

Newspaper advertisement was found to be the most preferred technique, while advertisement in the technical and professional journals was the least preferred technique for managerial recruitment in EUREKA FORBES.

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5.9QUESTION : 9) Opinion about Eureka Forbes ? a) Good b) Very Good c) Excellent

Good Very Good Excellent

10% 35% 55%

Chart Showing Opinion about Eurekaforbes

10%

Good Very Good 55% 35% Excellent

Page | 156

OPINION ABOUT EUREKA FORBES :

From the chart it is crystal clear that the opinion about Eureka Forbes of Chief corporate Relations Managers and students of Business school and Graduate colleges were 10% was Good, 35% was Very Good and 55% was Excellent.

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CHAPTER - 6
FINDINGS ,RECOMMENDATIONS, CONCLUSION AND CASE STUDY

Page | 158

6.1

FINDINGS

1. In Eureka Forbes, the most effective way of recruitment is Campus Recruitment.

2. Eureka Forbes is currently filling the post of Customer Sales Specialist.

3. Eureka Forbes scan the resumes mostly based on educational qualification and experience.

4. Length of recruitment cycle is between 1 6 months.

5. External recruitment and internal recruitment are the methods of Recruitment in Eureka Forbes. 6. Employee referrals is the important component in internal recruitment.

7. Campus Recruitmet in External Recruitment is mostly used in Eureka forbes. 8. Recruitment procedure is not fully computerized.

9. Manpower s are recruited from private placement consultancy, who are demanding high amount of fees, where as HRD Department is not fully utilised to recruit manpower by advertisement.

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6.2

RECOMMENDATIONS

1.Fresh requisition requires approval and not replacement.

2.The dead CVs should be destroyed.

3.Each level of employee should be formally inducted and introduced to the Departmental Head. If not all levels, at least Asst. Manager and above category of employees.

4.Salary comparison should be seriously done to retain the old employees.

5.Proper salary structure to be structured to attract people and make it tax effective.

6.Cost benefit analysis should be alone before creating a position or recruitment of manpower.

7.External source should be given equal importance with internal source. By which new brain will be inducted in the company with skill, talent, efficiency etc.

8.Manpower planning should be followed before recruiting.

9.Proper enquiry should be done regarding previous employment of a candidate before recruitment to avoid industrial disputes.

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6.3

CONCLUSION

Studying the recruitment procedures of EUREKA FORBES., analysing the respondents answers, opinion survey and data analysis it came to conclusion that EUREKA FORBES is a growing Company. It has a separate personnel department which is entrusted with the task of carrying out its various roles efficiently. The business of EUREKA FORBES is carried on in a very scientific manner. In the saturation point of business it need not waste the time to diversify into the another business. Management understands the business game very well. At the time of difficulty it takes necessary action to solve the problem. Now the personnel department of Eureka Forbes is in infancy stage. It always try to modernize the department. It strongly believes in manpower position of the organization because it knows in the absence of M for man all Ms like money, material, machines, methods and motivation are failure. It always tries to develop the human resources. In the absence of right man, material, money, machines all things will not be properly utilized. So it always recruits manpower in a scientific manner.

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6.4

CASE STUDY

The Applicant Databank is A Central Repository of Applicant related information. The Recruitment Process has different options- Direct and Through Requisition Direct : The Candidate required for a vacant position in the organization is Searched from the applicant Data Bank and given offer. Through Requisitions: The Requisition Process(an official written demand) comprises of Manpower Requisitions from the organization. After Approval of the Requisitions the Applicants are short listed from the Applicant Data Blank based on the position, Experience, skill set, Qualification as required from the Requisition. The Short Listed Applicants are then called for an evaluation process that is based on predefined steps for the respective positions. After clearing the evaluation process an offer letter is given to the selected applicants. If the Applicant is rejected or on Hold during Evaluation process, the Applicant goes back to the Applicant Data Bank with appropriate status.

In today's rapidly changing business environment, organizations have to respond quickly to requirements for people. Hence, it is important to have a well-defined recruitment policy in place, which can be executed effectively to get the best fits for the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization. Selection is one area where the interference of external factors is minimal. Hence the HR department can use its discretion in framing its selection policy and using various selection tools for the best results. These case lets discuss the importance of having an effective recruitment and selection policy.

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They discuss the importance of a good recruitment and selection process that starts with gathering complete information about the applicant from his application form and ends with inducting the candidate into the organization.

Norms of EUREKA FORBES recruitment :

EUREKA FORBES mainly recruits Sales person s, whenever vacancies for these positions are sanctioned. Once vacancies are sanctioned, the recruitment for these position is conducted according to the process which will be described in detail in open advertisement issued. You may look out for such advertisements in the Employment News , and also at this website, where it will also be hosted when issued. However, some broad features are given below: 1.For the positions ofCUSTOMER SALES SPECIALIST Normally above recruitments are centrally conducted for various units of EUREKA FORBES and detailed advertisement, containing no. of vacancies, job-specifications, selection process etc., is published in National Dailies. For these positions, generally recruitment is conducted leveraging technology, which requires submission of applications on-line only. The broad job-specifications are as under:

JOB SPECIFICATIONS For CUSTOMER SALES SPECIALIST Full time regular Bachelor s Degree in B.A/B.sc/B.com from a recognized Indian University/Institute in the relevant discipline with minimum 60% marks in the aggregate of marks of all years.

Page | 163

Full time regular Diploma in engineering in the relevant discipline with minimum 60% marks in the aggregate of marks of all years/semesters (relaxable to 55% for SC/ST candidates) from a recognized Indian university/institute. Upper Age Limit : 27 years for Graduates 29 years for Post-Graduate

The selection process involves on All India based written test followed by interview. The process by which the candidates, who apply, are shortlisted for inviting for written test and interview, is described in detail in the advertisements issued.

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BIBLIOGRAPHY

BOOKS :  Aswathappa k (2005) Human Resource And Personal Management, Tata McGrowHill Publishing Company Limited, New Delhi, Fifth Edition.  Subba Rao.P (2007) Personnel And Human Resource Management, Himalaya Publishing House, Mumbai, Seventh Edition.  Rao. V.S.P (2005) Human Resource Management, Excel Books, New Delhi, Second Edition.  Mamoria C.V.,Gankar S.V.,(2005) Personnel Management, Himalaya Publishing House, Fourth Edition.  Subba Rao,Essential of Human Resource Management & Industrial Relations, Fourth Edition,

MAGAZINE & JOURNAL :  The Indian Management A journal of Indian Management Association July, 2010, Volume 41, Issue 10.  People Management 26th July, 2010.  Business Today July, 2010.

INTERNET :  www.google.com  www.googleimage.com  www.eurekaforbes.com  www.humanresuorceabout.com

Page | 165

ANNEXURE

Page | 166

ANNEXURE A EUREKA FORBES RECRUITMENT LETTER

Southend Conclave , 2nd Fl.1582, Rajdanga Main Rd, Kolakata-700107 Tel- +91 33 2442 8933/ 34/ 35, Mob:9331013523 E-mail:unusmolla@eurekaforbes.co.in, Web: www.eurekaforbes.com To, Sub:- Recruitment for Eureka Forbes Dear Sir/Madam Eureka Forbes is Asia s largest direct selling organization. It is a part of Shapoorji Pallonji Group Pioneer in vacuum cleaner and water purifier technology - operating from 220 branches, covering 100 cities, with over 7000 Euro champs in INDIA & ABROAD .. Our organization has achieved . y 4th rank, as best employer in 2007 ( Hewitt Associates survey) y ISO 9001,9002 and 14001 certified company y A case study of Harvard Business School since 2005 y Awarded MAKE ( Most Admired Knowledge Enterprise, U.K) Award y Super Brand Award, Mera Brand Award .. y International operation in 50 countries .. We follow the philosophy of Earning , Learning, Pride and Fun.To enhance our people strength, we are recruiting Eurochamps to our organization in June 2010 A crisp ad for recruitment is enclosed for your kind perusal. Thanking you Unus Molla , Divisional Head , SSD , Esat-2 (W.B,Orissa,Jharkhand,Chhattisgarh ) Eureka Forbes ltd Off. Ph-033-2442 8933/ 34/ 35 ( 10 A.M -5 P.M ) ,Mob : 9331013523(11a.m-3p.m) E-mail : unusmolla@eurekaforbes.co.in
Page | 167

Dated : 25th June 2010.

REQUIRED CUSTOMER SALES SPECIALIST

for Security Solution Division (SSD) in Eureka Forbes Ltd

Eligibility: BSC/BA/BCOM (Pass Out/Awaiting for final results) Age: 21-28 year

Profile of candidate: Good personality, dynamic , intelligent, Sociable, can work in team, good communication skill ,future leadership potential.
Page | 168

EARNINGS : Expected earnings, Rs 10,000/-Rs.12,000/-per month for good performer ( Min. business target-1Lakhs/p.m). Facilities : PF, Bonus, Mediclaim, ESI, Scope for studying MANAGEMENT at NMIMSMUMBAI, Own your Bike Scheme, Tour in Abroad for club100 qualifiers.

Submit your bio-data with colour passport photo with tie to the under mentioned person for interview within 10th JULY 2010..

Unus Molla Divisional Head ,SSD ,(W.B,Orissa,Jharkhand,Chhattisgarh) Eureka Forbes Ltd, Southend Conclave, 2nd Floor, 1582, Rajdanga Main Road,Kolkata-700107 Ph: 033-24428933/34/35 E-mail: unusmolla@eurekaforbes.co.in Web: www.eurekaforbes.com

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A FEW INFORMATION 1. Mode of Selection:

Personal Interview/ Business Aptitude Test (BAT-7days ) /Written Test/PPT PRESENTATION

2. Place of Posting : Calcutta / Bhubaneswar /Cuttack/Ranchi/Jamshedpur

3. Earliest Date of Joining : as per company decision.

4. Job Profile: Meeting with prospective customer in Calcutta /BBSR/CUTTAK, to increase Business for Security Solution Products- CCTV, Wireless Intrusion Alarm System , Access Control, VDP, Different Detectors .. We prefer institutional/corporate customer interaction in Calcutta .

They have to interact 20 Prospective customer daily .and 3 demos/Product Presentation to customer

5.Business target: there is specific business target in each month. Min target : 1 lakhs per month 6. Upgradation / promotion : after each 6 months achieving the norms.

7.Attendance : 6 days in a week.

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8.Our preference: We prefer candidates with right business attitude for recruitment . We don t like casual candidate have attitude to work only for 2-3 months & get the appointment letter & training Minimum stay period 6 months

9. Further Query : Any specific queries will be answered on one to one basis at final counseling session before joining. You may phone me to clarify specific query ( off ph: 2442-8935/34 Mob: 9331013523 )

Unus Molla Eureka Forbes Ltd,Southend Conclave, 2nd Floor, 1582, Rajdanga Main Road,Kolkata-700107 Ph: 033-24428933/34/35 E-mail: unusmolla@eurekaforbes.co.in Web: www.eurekaforbes.com

10. Date & Place of Interview : 23rd July-10th July,2010 Our office between 10.00am-1p.m Or Manangement School campus for more than 20 students ..

11. Documents required before final joining: 1. 2. 3. 4. Colour photo stamp size with tie -5 copies xerox copies of all academic qualifications 2 copies of colour photograph ,size-4 x6 blood group certificate
Page | 171

5. 2 copies reference letter ..in A4 size paper with name ,residence & office address, phone no of refree 6. extracurricular certificates (if any)

7. Xerox copy of ration card /voter card

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ANNEXURE - B

EUREKA FORBES RECRUITMENT AND SELECTION PROCEDURE FORM

2.1Management Quotient Test Name E-mail: Institute: . .. D.O.B: Mob: Date: .

Answer all questions. Each question carry equal marks Full Mark : 100 1.Expand : CII ITES CKO BIFR SEBI IBM . .. .. . . .. P&G RILL COO M&M SDR FIAT .. . ... Time : 60 Minutes

2.Write down the punch line.. Microsoft Panasonic HDFC TOI WIPRO PEPSI Philips BOSCHO . BPL . ARCELOR .. ITC AMWAY ..
Page | 173

..

3.Write down 10 names of Fortune 500 Company with country name (except Indian co ).

4.Write the company name of the brands. SPEED MATRIX X-TRAIL ACROBAT MONDEO 5.Explain: Esparento GATT ASEAN MBO MBE LPP KAIZEN ISO Six Sigma EOQ 6.Name the Writer : Stay Hungry , Stay Foolish: Re-imagine Business World(editor) .Winning .. Code Name God .. . . . .. ... . S-CLASS Expression SUPERNOVA . SHOCK ... SAVLON .. ...

Business Today(editor)
Page | 174

Bonsai Manager The greatness guide2 GUTS 7.Find out the association : 3/4th of Earth is Water Forever New Frontiers Making tomorrow brighter Profit from it Capitalists Tool

Business at the speed of mind Good to Great .. Execution . ..

. Passport . Growth is life .. Free .Fair .Fearless Passion for excellence Time & Timeless . ..

8.Write down the M.D/CEO/CHAIRMAN(any one name) Hindustan Lever MRF PWC SONY ICICI BICON VLCC . ITC SP GROUP PLANMAN . ONGC ... NOKIA . GSK DABUR . .. . .

9.Write down your ideal corporate business leader(living) & Why?

10.Analysis of self SWOT

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2.2 JOB ANALYSIS FORM Job Title Department Code No Supervised.. . Date Analyst Reason for the job Wage or salary range .. Promotion to .. ..Location . ..

Relation to other jobs: Promotion from Job summary: Work performed: Major duties : Other tasks : Equipment/Machines used: Working Condition Skill Requirements: Education: (Grade or Year) Training : Job experience : (a)Type of experience (b)Length of experience Supervision : (a) Positions supervised (b) Extent of supervision Job knowledge : (a) General (b) Technical (c) Special . .. ..

. .

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Responsibility :

(a) For product and material work of others Physical Demands : Physical efforts : Surroundings : Hazards : Resource fulness :

. (b)For equipment and machinery . (d)For safety of others

(c)For

Page | 177

2.3 Job Title : Drill Operator Department Job Code Date REQUIREMENTS ..

JOB SPECIFICATIONS FORM

1. EDUCATION : Ability to read and understand production orders and to make simple calculations. Preferably High School Certificate. 2. TRAINING AND EXPERIENCE: No special training required . Requires one month experience to learn job duties and to attain acceptable degree of proficiency. 3. PHYCIAL EFFORT: No special physical effort is required. 4. MENTAL SKILL: Requires reasoning to interpret instructions and drawings and productions orders. Must be able to concentrate when operating. 5. SUPERVISION : Routine checking and no close supervision required. Specific but no detailed instructions. 6. Responsible for own work only. Only routine responsibility for safety of others.

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2.4 INTERVIEW CALL LETTER Date---------------Dear Sir, ___________________________________________________ This has reference to your application for the above mentioned position in our organization. We are pleased to invite you for a meeting with the undersigned on .at a.m./p.m. please confirm this appointment.

We have enclosed a blank personal Data Form. Please fill this in and bring with you along with your educational and experience certificates / testimonials in original for the meeting. No TA/DA shall be admissible for attending this interview. You will be reimbursed to and for train fare by 1st / 2nd class for attending this interview. We take this opportunity to thank for the interest you have shown in joining our organization.

Yours sincerely, For EUREKA FORBES

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2.5 CONFIDENTIAL

APPLICATION FORM FOR EMPLOYMENT

Refrence (including advt. ref. if any) Position Applied for Time for Joining PERSONAL DETAILS: Name: ( in Block letters as registered in school certificate) ..

(First Name) Present Address: Permanent Address Tel. Res Tel. Off Date of Birth Place of Birth

(Middle Name)

(Last Name)

. .Mob ................. ..

. E-mail (Personal) .. Age . State

Martial Status: Married/ Single

Children: Male................. of age Female . of age ..

EDUCATION: Details of all examination passed from matriculation or equivalant onwards :-

Exam/Degree/ School/College/ Year of Diploma/Certificate University Passing

Branch of Class/Grade/ Regular/ Study Division & Part Time/ % of marks Electives/ Correspon dence Specialization Subject

State reasons for gaps in studies, if any:

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Academic Achievements: PROJECT WORK/PUBLICATION/THESIS Organization Details From To

BRIEF DETAILS OF ANY PRESENTATION/ PUBLICATION/ THESIS, IF ANY

WORK EXPERIENCE: Present/ Last Job Organization Period of Employment. Address ..From: To: Nature of Business .Telephone . Current Position/ ..Position held. Sales Turnover of the organization No. of employees in the orgn.. Sales Turnover of your unit .. No. of employees in your unit No. of employees in the Dept. you work .. No. of Executive No.of -Non- Executive .. No. of Direct report: ..No. of Executives . No. of Non-Executive .
Page | 181

List your 3 core competencies :1. 2. 3. List 3 Key Achievements in your career : 1. 2. 3. Please draw a brief organization chart of your dept./ Division and outline your responsibilities (Attach sheets giving details if required) Organisation Chart: Current Responsibilities Previous Employment Details :(Start from recent employment) Nature of Period Organization From on Position Joined Position Last Held Brief Description Of Responsibilities Last Drawn Gross Salary Per month

To

Present Remuneration Drawn : A. Monthly : Basic DA

HRA/Lease

Conveyance

Any Other (Mention Details)

Total p.m.

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B. Annual : LTA Variable pay/ Bonus Medical Any Other Total p.a.

C.Other Terminal Benefit p.a. : Pf Super annuation Gratuity Total p.a.

D.Gross p.a. (Total of A,B,&C)

E. Other perk not included in Gross

Due date of next increment. Any other information relating to the above GENERAL Language Known Language

Read .. Write .. Speak ..

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Declaration

I declare that the information given by me in this application is true and complete to the best of any knowledge and belief. I am not aware of any circumstances which might affect my fitness for employment. If any time, later, it is found that I have not disclosed any material information or have given incorrect or false information, the company will be liberty to terminate my appointment without any notice or compensation.

Date:

Place: Kolkata Signature of Applicant

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ANNEXURE - C

INTERVIEW QUESTIONAIRE
1.Have you any relative working in EUREKA FORBES ? Yes/No If yes please give details : Name Relationship DesignationUnit/ Department 2. Have you earlier applied for any position in any of our factories/ Offices? Yes/No 3.Is your spouse employed? Yes/No 4. Have you any locational constraints? Yes/No If yes, please give details/ reasons 5. Can you undertake frequent t travels: Yes/No 6. Extra Curricular Activities: 7. Interests/Hobbies: 8. References: Please give names, addresses & Telephone Nos., of two Persons other than relatives to whom we may refer about you. 1. 2.

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Annexure - D

SURVEY QUESTIONAIRE
Questionnaire :

1.Candidate willingness to join the company

a)Reputation of the company b)Salary package c)Working Environment d)Job Prospect e)Location of the company f)Carrer growth oppourtunity.

2.Most reliable type of interview

a)Behavioral b)Situational c)Stress

3.Best way to recruit people

a)Advertisement b)Walk-ins c)Search firms

4.Response given by the candidates about their query

Agree/Disagree

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5.How candidates are recruited in the company

a)Written Exam b)Written Exam & Interview c)Written Exam, G.D and interview

6.Job specification of the response of the candidates

Yes/No

7.Attitude of H.R. Manager

a)Good b)Very good c)Excellent

8.The primary source of information for recruiting people should be

a)Managerial b)Testing c)Recruiters themselves d)Job analysis

9.Opinion about Eureka Forbes

a)Good b)Very good c)Excellent.
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ANNEXTURE - E LIST OF COLLEGES

Management COLLEGES

Indian Institute of Management Diamond Harbour Rd. Joka. Kolkata 700104,Phone no- 033 2467 8300-6

IBS (ICFAI Business School) J3, Block GP, Sector-V, Salt Lake. Kolkata 700091, Phone no- 033 23577124

Army Institute of Management Judges Court Rd. Alipore. Kolkata 700027, Phone no- 033 24794494

Dept of Business Management. Calcutta University.1, Reformatory Street (6th & 7th Floors) Kolkata 700 027, Phone no- 033 24499418

Institute of Business Management Jadavpur University. Kolkata 700032, Phone no- 033 24146810

Indian Institute of Social Welfare & Business ManagementManagement House.

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College Square West. Kolkata 700073, Phone no- 033 22413648

Institute of Engineering & Management, 120 SDF Building, Salt Lake, Koalkata 700091, Phone no- 033 23578189

Bharatiya Vidya Bhavan Institute of Management Science Block - FA Sector - III, Salt Lake. Kolkata 700097, Phone no- 033 23358754

B.P. Poddar Inst. of Management and Technology 137, VIP Road. Kolkata 700052 EN 31, Sector V, Salt Lake. Kolkata 700091 Phone no- 033 25739608/09/10 23572508/9

Nopany Institute of Management Studies 2-D Nando Mullick Lane. Kolkata 700006, Phone no- 033 25338503

NSHM College of Management & Technology Arrah, Shibtala. Muchipara. Durgapur 713212, Phone no- 033 343-2533813

Syamaprasad Institute of Technology & Management 5/B, R Dasgupta Road. Kolkata 700026, Phone no- 033 24542289

Pailan College of Management & Technology Bengal Pailan Park, off D.H Rd, Kolkata 700104, Phone no- 033 24535605
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George College 136 B.B. Ganguly Street, Kolkata 700012, Phone no- 033 22272605, 22176143

Birla School of Management 11, Lower Rawdon Street. Kolkata 700020, Phone no- 033 24543243

Gurukul Management School HN 203 Salt Lake. Kolkata 700106, Phone no- 033 2337 2122

NPC College of Science & Management Rushpunj, Bakhrahat Rd. Thakurpukur. Kolkata 700104, Phone no- 033 22110259

GRADUATE COLLEGE :

Acharya Girish Chandra Bose College(Bangabasi College of Commerce) 35, Raj Kumar Chakrabarty Sarani (Scott Lane), Kolkata- 700009, Phone no- 033 23501426

Acharya J. C. Bose College (Birla College of Science & Education) 1/1B, A. J. C. Bose Road, Kolkata- 700020, Phone no- 033 22825181

Anandamohan College [City College] (1961)

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102/1, Raja Rammohan Sarani, Kolkata- 700009, Phone no- 033 23501565

Asutosh College (1916) 92, S.P. Mukherjee Road, Kolkata-700026, Phone no- 033 24554504

Bangabasi College (1896) 19, Rajkumar Chakraborty Sarani , Kolkata-700009, Phone no- 033 23500273

Behala College (1963) Parnasree. Behala, Kolkata- 700060, Phone no- 033 24069714

Bhairab Ganguly College (1968) 2, Feeder Road, Belghoria, Kolkata-700056, Phone no- 033 25532280

Bhawanipore Education Society College (1966) 5, Lala Lajpat Rai Sarani, Kolkata- 700020, Phone no- 033 22803284

Bidhannagar College (1984) EB-2, Sector I, Salt Lake, Kolkata-700064, Phone no- 033 23374761

Bijoygarh Jyotish Roy College (1950) 8/2 Bijoygarh. Jadavpur, Kolkata-700032, Phone no- 033 24124082

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Bishop's College 224, A.J.C.Bose Road, Kolkata-700017, Phone no- 033 22472779

CharuChandra College (1947) 22, Lake Road, Kolkata-700029, Phone no- 033 24663771

Charu Chandra Evening College 27E, Bosepukur Road, Kolkata-700042, Phone no- 033 24425058

Chittaranjan College (1967) 8A, Beniotala Lane 700009, Phone no- 033 22414570

City College North (Rammohan College) (1884) 102/1, Raja Rammohan Sarani, Kolkata- 700009, Phone no- 033 23506505

City College of Commerce (Umesh Chandra College) (1841) 13, Surya Sen Street, Kolkata700012, Phone no- 033 2241106

Dinabandhu Andrews College (1956) 54, Raja S. C. Mallick Road. Baishnabghata, Kolkata- 700084, Phone no- 033 24304377

Dumdum Motijheel College 208/B/2, Dum Dum Road, Kolkata-700074, Phone no- 033 25512585
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Goenka College of Commerce & Business Administration (1905) 210, B. B. Ganguly Street, Kolkata-700012, Phone no- 033 22412216

Gurudas College (1956) 1/3, Narkeldanga Main Road, Kolkata-700054, Phone no- 033 23503841

Gurudas College of Commerce 33C/1, B. B. Ghosh Sarani, Kolkata-700067, Phone no- 033 23561998

Harimohan Ghosh College (1963) J/206, Paharpur Road. Garden Reach, Kolkata-700024, Phone no- 033 24693641

Heramba Chandra College (1961) [South City College] 23/49, Gariahat Road, Kolkata-700019, Phone no- 033 24612689

Jogesh Chandra Chaudhuri College (1965) 30, Prince Anwar Shah Rood, Kolkata-700033, Phone no- 033 24174622

Maulana Azad College (1926) 8, Rafi Ahmed Kidwai Road, Kolkata-700013, Phone no- 033 22443737

Netaji Nagar College (1986)

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170/436, N.S.C. Bose Road, Kolkata-700092, Phone no- 033 24115301

New Alipore College Block L, New Alipore, Kolkata-700053, Phone no- 033 24780224

Prafulla Chandra College (1946) [South City Evening] 23/49, Gariahat Road. Kolkata-700019, Phone no- 033 24406689

Presidency College (1817) 86/1, College Street, Kolkata700073, Phone no- 033 22411960

Sanskrit College (1824) 1, Bankim Chatterjee Street, Kolkata-700012, Phone no- 033 22413611

Scottish Church College (1830) 1, Urquhart Square, Kolkata-700006, Phone no- 033 23503862

Seth Anandaram Jaipuria College (1945) 10, Raja Nabakrishna Street, Kolkata-700005, Phone no- 033 23553647

Shivanath Sastri College (1955) [South City Morning] 23/49 Gariahat Rd (Golpark), Kolkata-700029, Phone no- 033 24406689

Shyamaprasad College (1916)

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92, S. P. Mukherjee Road, Kolkata-700026, Phone no- 033 24551738

St. Xavier's College (1860) 30 Park St, Kolkata-700016, Phone no- 033 22875995

Surendranath College (1884) 24, Mahatma Gandhi Road 700009 23502864

Vidyasagar College (1859) 39, Sankar Ghosh Lane, Kolkata- 700006, Phone no- 033 22413018

Vivekananda College (1950) 269, Diamond Harbour Rd. Thakurpukur, Kolkata-700063, Phone no- 033 24976824

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ANNEXURE F CANDIDATES RESUME THOSE HAVE BEEN SHORT LISTED FOR INTERVIEW IN EUREKA FORBES LTD. RESUME Mr. BABULAL HANSDA 49/5/H-84 Karl Marx Sarani P.O. - Khidderpore P.S. - S.P.P.S Kolkata - 700023 Contact No. - 9007166672 Email ID bhansda@rediffmail.com Career Objective : - To work in a challenging and dynamic environment with faithfully and enthusiasm. Personal Details Fathers Name : Jaleswar Hansda Date of Birth : 19th June 1983 Nationality : Indian Religion : Hinduism Sex : Male Marital Status : Single Language Known : Bengali, Hindi & English Educational Qualification Madhyamik Passed from W.B.B.S.E Higher Secondary from W.B.C.H.S.E Graduate from Calcutta University Appearing MBA from Sikkim Manipal University with Marketing Specialization Others Qualification Basic Knowledge of Computer along with Ms-Word, Excel, Powerpoint, Tally 7.2 & 9.0, Acess, Internet. Hobbies Playing Football and Watching Cricket Place : Kolkata
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Date : (Signature)

DEBSADHAN CHAUDHURY 14C/7 Gobra Gorasthan Road Kolkata-700046.West -Bengal Mobile: +91 9433175278 debsadhan@gmail.com

Email:

To take up responsibility with an organization, where my personal potential can make a meaningful contribution to organizations success, as well as self-development SYNOPSIS A dynamic professional with nearly 5 years experience in Haldia Petrochemicals Limited- second largest petrochemical industry in India. Management specialization in the field of Marketing and Finance. Well versed in Sales and Distribution, Services Marketing, Integrated Marketing Communication and Brand Management. An innate flair for accepting challenges with abilities in managing emergency situations relating to production and maintenance. An effective communicator with good presentation skills and interpersonal skills. ORGANISATIONAL EXPOSURE

y y

Jul03-Apr08: Haldia Petrochemicals Ltd., Haldia, West Bengal (as Deputy Manager - Electrical) Accountabilities: y Heading a team of 16 members. y Overseeing preventive, predictive and maintaining breakdown of all the electrical equipment in 2X120 KTPA High Density Polyethylene Plant in the complex. y Planning preventive maintenance, scheduling and executing with associated functions such as spares management, material procurement, manpower management and liaising with vendors and outsourcing contractors. y Accountable for handling internal auditing for ISO14001, OHSAS 18001 certifications and preparing QMS, EMS and OHSAS documentations. y Handling shifts for all the three polymer plants namely HDPE, LLDPE and PP plants. y End user of PM and MM modules of SAP R/3. Notable Attainments y Holds the merit in implementing audible annunciation system for trip circuit failure for all HT feeders. y Instrumental in reducing the downtime through quick and effective troubleshooting of electrical equipments & systems. y Efficiently handled the emergency situations in plants during shifts. y Effectively managed spares and inventory. INDUSTRIAL TRAININGS / WORKSHOP ATTENDED

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y y y y

Training on Quality Education System under the license of Philip Crosby of USA. Users training on PM module of SAP. In-house training on Motor Testing and Condition Monitoring. Competency Mapping Workshop by NITIE. ACADEMIC CREDENTIALS

2008-2010 ICFAI Business School- Hyderabad y Master of Business Administration (Marketing and Finance) Cumulative Grade Point Average (C.G.P.A): 7.30/10 2000-2003 University College of Science and Technology (Calcutta University) y B. Tech (Electrical Engineering) Marks obtained: 75.2% (1st class) 1997-2000 Scottish Church College (Calcutta University) y B. Sc Hons.(Physics) Marks obtained: 64.75% (1st class) 1997 Indian School Certificate Examination y Class 12th from Grace Ling Liang English School, Kolkata, West Bengal Marks Obtained: 82.8% 1995 Indian School Certificate Examination y Class 10th from Grace Ling Liang English School, Kolkata, West Bengal Marks Obtained: 84.5%

SUMMER INTERNSHIP Title: Organization: Area: Synopsis: Comparative study and analysis of Traditional Plans with ULIPS of HDFC Standard Life vis--vis LIC. HDFC Standard Life Insurance, Hyderabad. Marketing and Finance. The project was based on doing comparative analysis of the inherent features of traditional plans of HDFC Standard Life with LIC using secondary Data, doing market survey for collecting primary data with two set of questionnaires, analyzing Primary data with analytical tools, interpreting results and coming up with recommendations for HDFC as well as creating product awareness among common people regarding various products of HDFC and providing help in financial planning for future PERSONAL DOSSIER Date of Birth : Residential Address : 22nd September 1978 14C/7, Gobra Gorasthan Road. Kolkata 700046

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Linguistics Abilities

English, Bengali and Hindi

Debodeep Chakrabarti OBJECTIVE: To be a driver in creating wealth and value- as a in talent, resources, attitude, character and respectfor the organization by being passionate and committed in every assignment and significantly contribute to the process of development, increase in productivity and better market position ACADEMICS: PROFESSIONAL QUALIFICATION: Qualification M.B.A. { Marketing} IIIrd Semester Feb 2010 IInd Semester July 2009 Ist Semester Feb 2009 Institution/University Marks Obtained

86.87% 78.33% 76.08%

Qualification 10th Standard (2001) 12th Standard (2003)

Institute/University Maharashtra State Board Of Secondary & Higher Secondary Educaion Maharashtra State Board Of Secondary & Higher Secondary Educaion University of Calcutta II

Grade

II

B.Sc. With Microbiology (Hons.) (2008)

II

EXTRA CURRICULAR ACTIVITIES:CRICKET Achrekar Cricket Academy, Mumbai

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Sambaran Cricket Academy, Kolkata MUSIC (Keyboard) Omkar Academy of Music, Mumbai STRENGTHS:Ability in managing customer relationships, marketing, administration and managing TEAMS, managing any situation tactfully, a trend setter, loyal passionate, team player who keeps striving until the goal is achieved. PERSONAL PROFILE Date of birth : 16th April 1986 : Indian. : Male : Unmarried : English, Hindi, Marathi, Bengali.

Nationality Gender Marital Status Language Known Communication Permanent :

C- 320, Deep Jyoti Co-op. Hsg. Soc., Shahad Station Rd., Shahad (w) District- Thane.Pincode- 421 103. Present: 32, Gobinda Addy Rd, Chaturanga Co-op Hsg. Soc., Block No:- 1, Flat No:- 4,Chetla, New Alipore, Kolkata:- 700 027 Mobile: +91 09830044239 Landline: 033- 24566280 E-mail ID : debodeepchakrabarti@indiatimes.com debodeep.chakrabarti@rediffmail.com

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REGARDS

DEBODEEP CHAKRABARTI.

CURRICULUM VITAE

OBJECTIVE: To face the challenges efficiently and effectively, while working in a position that employs my skills, utilizes my talents and helps in achieving excellence by improving myself day by day.

NAME FATHER S NAME DATE OF BIRTH PRESENT ADDRESS

: MANAS ROY : Mrigendranath Roy : 2nd day of May, 1986 : C/o-Kanan Das, Gorkhara, Badamtala, Sarat Sarani, Mandal Para, Sonarpur, Kolkata- 700150

PERMANENT ADDRESS

: Vill: Moule Gram, P.O: Karanjali, P.S: Kulpi, Dist: South 24 Parganas, Pin: 743348.

CONTACT NO E-MAIL ID RELIGION NATIONALITY SEX

: 09432535655 : roy.manas65@yahoo.com : Hinduism : Indian : Male

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CASTE MARITAL STATUS 1) QUALIFICATION a) ACADEMIC

: General : Single

: B.Sc (C.S.J.M University.2007) : H.S (W.B.C.H.S.E. 2003) : M.P (W.B.B.S.E. 2001)

b) PROFESSIONAL 2) IT S SKILLS

: M.B.A IN MARKETING (SMU,2009) : Basic+Financial Accounting : Basic (Word,Excel,PowerPoint,Internet) : F.A (Tally-9, Fact-27.02)

LANGUAGES KNOWN STRENGTH

: Bengali, Hindi & English : Decision making & positive thinking Sincere & hard working.

HOBBIES DECLARATION

: Playing cricket, Listening Music : I hereby declare that all statements made in this application are true, complete & correct to the best of my knowledge & belief.

DATE:

---------------------------------------(SIGNATURE OF THE APPLICANT)

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CURRICULUM VITAE MOHAMMAD ISLAM 15/2 Ahiri Pukur 2nd Lane Kolkata-700019 P.O : Ballygunge Contact No. 9831020025 Email : mdslamhind@yahoo.com

CAREER IN MARKETING EXECUTIVE OR PROCUREMENT MBA in Marketing Management OBJECTIVE : Seeking executive role in a renowned business organization in abroad. PROFILE : A versatile Marketing Executive & Procurement professional with career span of more than 7 years in dealing with a wide range of product and services with renowned business organizations. True team leader, trainer and motivator with ability to build and retain a cohesive team of performers.

Work Experiences 1. Working as a Marketing Executive of M/S COMPUTER N- DATA at 48, collin street Kolkata -16, from May 2009 to till date.

Job Responsibilities y y y Communicate with the prospective buyers Practically realize the necessity of the core banking software to the bank Regular basis contact with the bank
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Recruitment of data entry operator

2. Worked as a Marketing Assistance in SABA CONSTRUCTION at 25R/1 Topsia Road, Kol-39, from April 2007 to January 2008. Job Responsibilities y y y y y Communicate with the prospective buyers Practically showing the flat to the buyers Regular basis contact with the buyers Purchasing construction materials from the industrial market Searching area for buildup new construction

3. Worked as a procurement in SAHA ENTERPRISE at 24 Rajnigupta Row, Kolkata-9, from May 2003 to February 2007.

Job Responsibilities         Purchasing construction materials from the market Checking materials Measurement of row materials Select suppliers Giving order to supplier Checking supplier s bills Making order list Reporting to Sr. Manager

EDUCATION

y y

MBA from Sikkim Manipal University, in the year 2009 B.Com from Calcutta University in 2003

Personal details
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Father s Name

Abdul Latif

Date of Birth

22nd February 1980

Gender

Male

Marital status

Unmarried

Computer Knowledge

M.S. Office, Internet, Tally 7.2

Language known

English, Bengali and Hindi

Date Place (MOHAMMAD ISLAM)

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SK.Nader Ali
B/38/1/H/3 Shamsul huda road. Kolkata-700017 West Bengal +91-9831924984 nasknadirali@gmail.com Objective-. To work in a professional organization where I can handle independent
responsibility, work sincerely and get opportunity to grow and develop with the organization.Want to be part of a team where I will be able to learn,contribute,lead and enjoy my work and at the same time add values to my organization.

Experience

Worked as a Investor Relations Officer in Karvy Stock Broking Ltd. since 2nd December 2009 to till now. Job Responsibility : Open a demat and trading account Build relation with new client and give support in trading. Sales mutual fund and companies Fixed deposit. Sales IPO,FPO and NFO.

Worked as a Senior Sales officer in DCB BANK for 2 years. Job Responsibility : Open all types of saving accounts Open all types of current accounts. Sales mutual fund and Fixed deposit.

Worked as a Sales Officer in HDFC BANK for 1.5 years Job Responsibility : Open all types of saving accounts Open all types of current accounts. Sales mutual fund and Fixed deposit.

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Educational Qualification

Standard MBA ( Marketing ) B. Com

Institution Sikkim Manipal University Bangabashi Morning College TilJala High School

Board Sikkim Manipal University Calcutta University

Year of Passing 2010 2006

Std 10+2

WBCHSE

2003

Std 10

Adi Ballygunge Vidyala

WBBSE

2001

Project y A Project on Current situation of Indian Equity Market. y A Project on Impact of Sub-Prime Crisis on US Banks. y A Project on Equity Research Report of Reliance Industry Ltd. y A Project on Indian retail environment y A Project on Different type of Mutual Fund . y Participation in field camp held at Chennai.

Hobbies

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y y y

Watching news channels(ndtv,cnbc,& zee business) Reading business world, business today and Mint. Watching cricket and football.

Achievements
y y y

I got 1st position in city contest in HDFC Bank. I have passed NCFM beginner module with 83%. I have passed IRDA examination ( life Insurance).

Personal Date of Birth Nationality Marital Status Languages Proficiency

: : : :

17/07/1983 Indian Single English, Hindi Bengali and Urdu.

I hereby declare that the details given above are true to the best of my knowledge

3ODFH.2/.$7$6LJQDWXUH

'DWH6N1DGHU$OL

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CURRICULUM VITAE
Rafikul Islam C/O - Abul Khair, Najrul Pally, NTPC More, PO-Nabarun, DIST-Murshidabad, PIN-742236(WB) E-mail ID: rafikulislam31@gmail.com Phone No : +91 9734808150 Position wanted: Job category: Preferred Location: Type of Employment wanted: Career Objective: Seeking a responsible position in an organisation where I can learn, evolve and make use of my skills to strive for excellence through my dedication for the companys growth in a healthy work environment. Educational Qualifications: EXAM PASSED MBA(Marketing) B.Com 12th 10th INSTITUTE SMMTR, Kolkata AIMCS, Agra NIOS, Kolkata DPS, Farakka BOARD/UNIVERSITY SMU B.R.Ambedkar NIOS CBSE YEAR OF PASSING 2009 2006 2003 2000 PERCENTAGE 76.87 52.5 49.4 69.8 MBA fresher looking for a job as a marketing executive/ management trainee Marketing Anywhere in India Full Time

Technical / Non Technical Skills:

y Retail Management, International Business Management, Marketing Management y Interpersonal, verbal and written communication, managerial, planning, leadership, analytical, logical y Participated in a seminar conducted by college and won appreciation y Represented and won inter school cricket competitions organised by NTPC Farakka y Participated and won quiz competitions y Adaptability, Patience, Keen learner, Ability to work in a group, Ability to accept challenges. y English y Others: Hindi, Bengali y Listening to music, playing cricket, riding bikes

Achievements:

Strengths: Known languages: Hobbies & Interests:

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Projects/ Research: Operating Systems: Applications:

y Market Reasearch on body sprays and perfumes y The Effect of Downturn-The Two Wheeler Industry y Windows 9X, XP, DOS

y MS OFFICE (9X, 2000, XP)

Personal Profile Date of Birth: Gender: Marital Status: Nationality: Fathers Name: 01st July 1982 Male Single Indian Rakimuddin Sk. Declaration I solemnly affirm that all the information furnished above is true to the best of my knowledge. .

RAFIKUL ISLAM

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CURRICULUM VITAE

Riaz ul Islam
21/2A, Radhanath Choudhury Rd. Kolkata- 700015 Phone: +91-9477358760/ +91-8100130885 E-mail: riazul_islam20@yahoo.com riazul.islam20@gmail.com CAREER OBJECTIVE: Want to acquire an excellent position in the industry and would like to contribute my knowledge, skills & professional approach towards betterment & continuous improvement within the organization I work for. EDUCATIONAL QUALIFICATION: Pursuing MBA (Marketing) from Sikkim Manipal University (2009). M.Sc. (Bioinformatics) from Sikkim Manipal University (2008) with 72% aggregate. B.Sc. (Microbiology) from Calcutta University (2005) with 52% aggregate. Higher Secondary (W.B.C.H.S.E.) from Modern High School (2002) with 51% aggregate. Madhyamik (W.B.B.S.E.) from Modern High School (2000) with 78% aggregate. TECHNICAL SKILLS: Windows 98, 2000, XP. DOS, M.S. Office, Object Oriented Programming ( Visual Basic, C, C++, Perl), Oracle 8i, Java, Multimedia (Flash, Photoshop, Dreamweaver), HTML. SAP (ABAP R/3) Linux 9 (Red Hat)

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OTHER SKILLS: Teamwork: I have successfully undertaken various team projects within both academic environments. Communication: My degree course greatly enhanced my written and verbal communication skills due to the many presentations, assignments, posters, essays and projects required. INDUSTRIAL VISITS: Sriram Pistons, Ghaziabad. (Manufacturer of engine parts of Light and Heavy vehicles). TRAINING ATTENDED: y Summer training in Comparative Market Study On Distribution Of Hybrid Cauliflower Himalini In West Bengal at CRYSTAL CROPS SCIENCES LIMITED, KOLKATA. Attended one month of training in life insurance under IRDA in the year 2007.

PROJECT PROFILE: Perl programming to find matched sequences of any given DNA sequence from database. Softwares used: Perl Analysis of cancer protein named 2RGF in dry lab (Bioinformatics) environment. By using various softwares like ChemOffice JMol RASMOL By using various online tools BLAST T-Coffee etc From various online Databases.

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PERSONAL DETAILS:

Fathers name Date of Birth Gender Nationality Religion Marital Status Languages Known Key Strength Avocations

: M. M. Hayatullah : 20th October, 1984 : Male : Indian : Islam : Married : English, Hindi, Bengali : Dynamic, Effective, Powerful, Outstanding, Excellent, goal-oriented : Stamp collection, Listening to music, Software collection (Biology related, Multimedia).

ACHIEVEMENTS AND EXTRA CURRICULAR ACTIVITIES: Basic Computer Training from CMC Pvt. Ltd. Participated in various seminars on Bioinformatics. Life Insurance licensed agent awarded by IRDA.

I hereby declare that all the above informations are true and correct to the best of my knowledge and belief.

REFERENCE: Dr. Ronojoy Sengupta, H.O.D (M.Sc.), Computer Point, Ballygunge Phari, Kolkata. Soumya Roy, Administration In-Charge, Computer Point, Ballygunge Phari, Kolkata.

Date: Place: Kolkata

Riaz ul Islam
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CURRICULAM VITAE
CHIRADEEP BANERJEE ROAD 8, JATIN DAS
KOLKATA-700029 NEAR LAKE MARKET 09831185640 (M) Email ID: chiradeep.banerjee3@gmail.com

OBJECTIVE: Seeking a challenging career with a progressive organization, which will utilize my skills, abilities and education, and to obtain a responsible position where my work experience will have valuable application. JOB EXPERIENCE: P r e s e n t l y w o r k ing i n P E E R L E S S D E VE L O P E R S L T D . ( A S u bs id ia r y o f T h e P e e r le s s G e ne r a l F i n a nc e & I nve s m e nt Co . Lt d . ) fo r 8 m o n t h s a s a R e la t io n s h i p E xe c u t ive . COMPANY PREVIEW: Period Nov,09 to Till date Peerless is the first to pioneered the concept of small savings and introduced social welfare schemes. Serving the customers all over India for 78 years. JOB PROFILE: T o so l ve t he d is c r e p a nc i e s o f t he c u st o me r . F i l l u p t he p r o po s a l fo r m, c he c k i ng , l o g in ( bo t h L I , GI ) et c. O p e r at ing a l l t yp e s o f o p e r at io n r e la t e d jo bs .

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JOB EXPERIENCE:

Worked with MACHINO TECHNO SALES LTD (MARUTI SHOWROOM) for 20 Months as a Sales Executive.

COMPANY PREVIEW: Period July,07 to Feb, 09

Machino Techno Sales Ltd is a leading and oldest Maruti dealer in Eastern Region. Dealing with all types of Maruti Cars and accessories.

JOB PROFILE

Selling Products of Maruti like (Alto, Wagon-R, M-800, SX4,etc.) Participating in road shows for car sales. Visiting corporate companies for generating sales enquiries. Developed excellent confidence level to face any situation. Demonstrated excellent Negotiation skills, effective sales talk & never say die attitude. Maintaining excellent professional relation with Big Corporate Houses. Building and maintaining healthy business relations with clients, ensuring high customer satisfaction metrics by achieving delivery & service quality norms.

PAST EXPERIENCE: Worked with JONSON AUTO (Car Accessories Shop) for 10 months as a Sales Executive

COMPANY PREVIEW: Period July,06 to April,07 Jonson Auto is a car accessories shop. It is one of the most renowned shop in South Kolkata. JOB PROFILE

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Selling the accessories of all cars. Maintain the daily cash balance. Maintain the stock balance.

EDUCATIONAL QUALIFICATIONS:  Post Graduate Degree in Master of Business Administration (Marketing) from SMU (BALLYGUNGE PHARI)-2009  B.Com (Graduation) from Prafulla Chandra College (C.U.) in 2007.  12th from TIRTHAPATI INSTITUTION, (WBCHSE) in 2003.  10th from TIRTHAPATI INSTITUTION, (WBBSE) in 2001.

TRAINING: Attended Sales Training in MARUTI SUZUKI INDIA LTD. Underwent for Field Camp by SMU in Vizag. Done Project for MBA Final Sem. (THE FUTURE OF TATA NANO).

PROFICIENT IN: Operating System Word Processing Spread Sheet Other : : : : Windows 98, 2000, XP MS Word Excel Power Point Pursuing SAP from Futuresoft Manmanagement Pvt Ltd

CAPABILITIES:    Excellent logical analytical & creative thinking. Positive attitude and ability to work in team and to take the lead as and when required. Ability for lasting relationship with people.

STRENGTHS:

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Analyzing, Listening, Cooperative, Enlisting help, Implementing decision, Accepting responsibilities, Interactive, Positive attitude, Good Communication skills, Hardworking, Extrovert. HOBBIES: y y y y Listening to music (both soulful and melodious) Traveling Interacting with people and making new friends. Surfing internet for learning and gathering knowledge

PERS O NAL IN FO RM ATIO N: Fathers Name Date of birth Sex Marital Status Language Nationality : : : : : : Jaganmoy Banerjee 31.12.1984 Male Unmarried English, Hindi, Bengali (Spoken & Written) Indian

Date : Place : KOLKATA

( CH IRADEEP B ANERJ EE)

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CURRICULAM VITAE
SANJOY DAS
CAREER OBJECTIVE: To be a sound professional excelling in all the jobs allocated to me.

C/O Mr. Sushil Kumar Das 143/93 Picnic Garden Road, Kolkata- 700039 West Bengal

e-mail : sanjoy083_das2007@yahoo.co.in Mobile : 919874751506 Resi : (033) 23443165

Academic Qualification
Examination MBA(marketing) B.COM(Hons) Higher Secondary Madhyamik Board/University Sikkim Manipal University Calcutta University W.B.C.H.S.E W.B.B.S.E Year 2008 2004 2001 1999 % of marks 79 53 63 68 Marks Obtained 2521 out of 3200 411 634 543

Computer Proficiency
y y Operating System Packages : Windows 98,Windows XP : Basic knowledge,MSOffice 2003, MSOffice 2007 Financial Accounting (Tally, Fact, Accord)

Internal project

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1) Project On: Demand of SONY TV & LG Refrigerator in the market of SILIGURI y Research Activity Undertaken: A. Data collection from the mass (opinion taken from different age group) B. Analyzing the data C. Draw conclusion on the basis of mass opinion 2) Project On: The future lies with SONY ERICCSON a retrospective (Research done in the market of Chennai) y Research Activity Undertaken: A. Data collection from the mass (opinion taken from different age group) B. Analyzing the data C. Draw conclusion on the basis of mass opinion D. Prepare a Power Point Presentation of the project

Achievements & Awards

Got 2nd prize in Internal College Presentation. Best group performer (Field Camp held at Chennai)

Extra Curricular Activities & Hobbies

Organized Blood Donation Camp at Heramba Chandra College, Kolkata Active participation in Sports, quiz, etc Have special interest in creative thinking & interacting with people.

Job Experience

1. Worked in CALTRON a HP Channel Partner as a Corporate Sales Executive since Dec05 till July07.
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Job Responsibilities
y y y y y Visit to all the Corporate Clients like Peerless, Magma Leasing etc. To participate & quote the competitive price in the tender. To send quotation to the existing customers & companies via email. Have to maintain the required & important documents. Have to sell Desktop, Laptop & Printers at the time of fair.

2. Worked in Bharti Airtel Services as a Corporate Sales officer since Aug07 till July08.

Job Responsibilities
y y y Visit to all the corporate offices to sell the b-fone & broadband connections. Have to give presentation to the Corporate regarding the products. Have to prepare month end Report.

3. Presently working in AVALON ACADEMY APTECH, joined in Aug08 as a Senior Sales Executive and now as a Marketing Head since July09.

Job Responsibilities
y y y y Visit and convince the Principal of the college regarding Seminar and other activities in the college premises. Have to prepare the marketing strategy and activity. Have to arrange the Educational Event. Have to organize and make plan for educational Fair.

Personal Details

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Date of Birth Sex Nationality Religion Hobbies Language known

: : : : : :

7th October, 1983 Male Indian Hinduism Painting & Table Tennis English, Bengali, Hindi

Date: Place: KOLKATA -----------------------------------------(SANJOY DAS)

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CURRICULUM VITAE
Contacts:
Permanent Address :

Kamalesh Swarnakar,
S/o- Kalicharan Swarnakar, Vill. Jamalhati, P.O-Benabow, P.S.:Sonarpur Dist.- 24Pgs(S) (W.B), Pin- 743613 , India
Phone-

9804808200

y y y y y y y

Name Date of Birth Fathers name Mothers name Marital Status Sex Nationality

:- KAMALESH SWARNAKAR th :- 06 Feb, 1986 :- Kalicharan Swarnakar :- Suchitra Swarnakar :Bachelor :Male :Indian

PERSONAL DETAILS

. PERSONAL STRENGTH :

# Self-Confidence # Smartworking responsibility towards duties

# Spirit of Teamwork

#Full devotion &

ACADEMIC QUALIFICATION
Qualification MADHYAMIK H.S. GRADUATION Board W.B.B.S.E. W.B.C.H.S.E. C.U. Marks (%) 72% 52% 50% Division 1 2 2
st

Year of passing 2002 2004 2007

nd nd

MANAGEMENT QUALIFICATION
Student of M.B.A.
(MARKETING)

Institute S.M.M.R.T.

University S.M.U.

Semester st 1 2
nd

Marks (%) 63% 68%

Grade B B

Year 2009 2010

COMPUTER QUALIFICATION LANGUAGE(s) KNOWN y y y English Read , Speak , Write Hindi Speak Bengali Read , Speak , Write
Name of cource Hardwear&Net Com.Fundamental D.D.T.P. Institute R.M.A. W.B.S.C.T. W.B.S.C.T. Grade A B A

I hereby declare that all the above mentioned information is true to the best of my knowledge Date: Place: KALIKAPUR Signature

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CURRICULUM VITAE

Carrer Objectie:
To be a 100% self motivated and target oriented person . I want to pursue my career in a long term relationship with the company as a resourceful ,trustworthy ,ethical and taking challenge. NAME : Manoj kumar jena 54/A, Tiljala Masjid bari lane Kolkata-700039 (W.B) Mobile NO. 9903248375 EMAIL ID : jenamanoj.123@gmail.com PERMANENT AND MAILING ADDRESS : AT/Po ==== Gunupur VIA ==== Jaria

DIST ==== Kendrapara Pin ==== 754216 ( Orissa)

PROFESSIONAL QUALIFICATION:  Passed Madh6ymik with 2nd division in 1997 from B.S.E  Passed Higher Secondary with 2nd division in 1999 C.H.S.E  Passed B.A With 2nd division in 2002 from Utakal University Bhubaneswar Orissa  MBA 4th sem continue from Sikkim Manipal University OTHER QUALIFICATION: BASIC KNOWLEDGE IN COMPUTER PGDCA

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Working Experience:
* Company Designation * Company * Company Bubai Medico. (4 Year sales & Marketing) sales executive and also co-=ordinate as a Team leader Thakurs Retail private limited (*15th month) Tech Mahindra Private limited (10th month continue .)

PERSONAL PROFILE:

FATHERS NAME DATE OF BIRTH NATIONALITY SEX RELIGION LANGUAGE KNOWN

: : : : : :

Georachand jena 12.05.1982 INDIAN MALE HINDUISM BENGALI, HINDI, ENGLISH ,ORIYA

HOBBY INTEREST

: :

MAKING FRIENDS Marketing , Playing

DECLARATION I do hereby declare that the information furnished above is true and correct to the best of my ability.

Date

: ---------------------------------(Manoj kumar jena)

Place : Kolkata

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CURRICULUM VITAE NAME: PRITAM CHATTERJEE

Address: 38 / 12, Dakshin Baxshara 1st Bye Lane, Howrah 711109 Mobile: 9051386837, 9239315158 Email: preetam121@gmail.com OBJECTIVE: To work in an organization, where innovation and excellence is the way of life, where my full potential will be explored and where I will get ample scope and opportunity for development. EXPERIENCE: 3 years in the field of marketing in different reputable organizations. EDUCATIONAL QUALIFICATION: NAME OF THE BOARD YEAR EXAMINATION Madhyamik Higher Secondary BA (HONS) WBBSE WBCHSE CU 2003 2005 2008

MARKS OBTAINED (IN %) 63.5 59.4 50

DIVISION

1ST 2ND 2ND

PROFESSIONAL QUALIFICATION: Pursuing MBA (Marketing) from Sikkim Manipal University. LANGUAGES KNOWN: LANGUAGE READ ENGLISH YES BENGALI YES HINDI NO

WRITE YES YES NO

SPEAK YES YES YES

HOBBIES: Reading books, listening to music, chatting with friends. EXTRA CURRICULAR ACTIVITIES: Playing tabla, painting. PERSONAL INFORMATION: Fathers Name: Arun Chatterjee Date of Birth: 24.11.85 Gender: Male Citizenship: Indian Date:28 .06.10 Place: Kolkata

SIGNATURE
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RESUME
NAME SUKHARANJAN PAUL

CONTACT INFORMATION Address: 138 Anandapally, Jadavpur, Kolkata-700032 Mobile: 9883136145 E-mail : sukharanjanpaul@yahoo.com OBJECTIVE Seeking a position to utilize my skills and abilities in any industry that will offer professional growth while being resourceful, innovative and flexible. PERSONAL SKILLS Comprehensive problem solving abilities, excellent communication skills, ability to deal with people tactfully, willingness to learn. EDUCATIONAL QUALIFICATION y y y y Pursuing MBA from Sikkim Manipal University. B.com Honors from Calcutta University in 2008. Higher Secondary Examination from W.B.C.H.S.E in 2005. Secondary Examination from W.B.B.S.E in 2003.

TRAINING & DEVELOPMENT A study on usage of various mobile phones brands among the consumers of Varanasi and its popularity among them. Duration: 7 days. I.T. EXPOSURE Operating System Software : Windows XP, Vista, Windows 7. : Ms Office, Tally.
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Successfully completed 96 hours course entitled FUTUR Z ADVENTEDGE from NIIT in 2003.

LANGUAGES KNOWN English, Hindi, Bengali (can speak, read and write)

ADDITIONAL INFORMATION Hobbies: Listening to music, bike riding, and net surfing.

PERSONAL DETAILS Fathers Name : Gender Date of Birth : : Late Monoranjan Paul. Male. 16th January 1987. Single Indian

Marital Status : Nationality :

I hereby certify that the information above is genuine.

Thanking You, Dated:31.03.2010

Yours Sincerely, Sukharanjan Paul

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CURRICULUM VITAE
Contacts:
Permanent Address :

Sarfaraj Sheikh,
S/o- Muktiar Ali Sheikh, Vill+P.O-Benabow, P.S.:Sonarpur Dist.- 24Pgs(S) (W.B), Pin- 743613 , India
E-mail- rajxperience@gmail.com Phone- 9681631876

PERSONAL DETAILS
y y y y y y y Name Date of Birth Fathers name Mothers name Marital Status Sex Nationality :::::::SARFARAJ SHEIKH th 17 Aug 1986 Muktiar Ali Sheikh Hamida Begum Bachelor Male Indian

CAREER OBJECTIVE : I want to utilize all my key-strengths and my learning capability for the cause of my employer being resourceful and innovative, by which my organization can grow better and my career becomes a satisfying one. PERSONAL STRENGTH :

# Self-Confidence # Smartworking responsibility towards duties

# Spirit of Teamwork

#Full devotion &

ACADEMIC QUALIFICATION

Qualification MADHYAMIK H.S. GRADUATION P.G.

Board W.B.B.S.E. W.B.C.H.S.E. C.U. R.B.U.

Marks (%) 70% 62% 54% 59%

Division 1 1
st

Year of passing 2002 2004 2007 2009

st

2nd 2nd

MANAGEMENT QUALIFICATION
Student of M.B.A. (Marketing) Institute S.M.M.R.T. University S.M.U. Semester st 1 2
nd

Marks (%) 61% 55%

Grade B C

Year 2009 2010

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LANGUAGE(s) KNOWN y y y English Read , Speak , Write Hindi Speak Bengali Read , Speak , Write HOBBIES Listing Music, Watching Cricket Playing Cricket & Football.
I hereby declare that all the above mentioned information is true to the best of my knowledge.

Mordan Computer Application COMPUTER QUALIFICATION EXTRA CURRICULAR ACTIVITY

Date: Place: Signature

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