recruitment priya foods

7/23/2019 Recruitment PRIYA FOODS

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INTRODUCTION

INTRODUCTION

Recruitment and Selection are the two most important

functions of Personnel Management. Recruitment precedes selection, where

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recruitmentis the process of searching prospective employees and

stimulating them to apply for the job and selectionis the process of picking

the individuals who have relevant qualifications to fill the concerned job.

he first process of any recruitment and selection program

is defining the needs and requirements for new workers and professionals for

outlined job positions and openings. !arefully devised and developed roles,

responsibilities, skill sets and qualifications are defined and the job postings

placed in recruitment ads in various media. "arge workforce organi#ations

also work with staffing agencies, $R contractors and online job portals to

outsource certain employee requirements.

%Right person for the Right job at the Right time& is the basic

principle in the process of Recruitment and 'election. (very organi#ation

should give attention to the selection of its manpower, especially its managers.

he operative is equally important and essential for orderly working if an

enterprise.

(very business organi#ation needs man power for carrying

out different activities smoothly and efficiently where suitable candidate is

very much necessary for any sort of job, where recruitment and selection plays

an important role. $uman Resource Management in an organi#ation will not

be possible if unsuitable person is selected and employed in a business unit.

OBJECTIVES OF RECRUITMENT)

1. o ensure all recruitment and selection procedures comply with the (qual

*pportunity Policy.

+. o ensure that all appointments are made on merit

. o attract sufficient applications from potential candidates for appointment

with the skills, qualities, abilities, e-perience and competencies deemed as

being necessary to the job

. o develop and maintain procedures which will assist in ensuring the

appointment of the most suitable candidate.

/. o ensure that recruitment procedures are clear, valid and consistently applied

by those involved in recruitment and that they provide for fair and equitabletreatment for those who apply for employment.

0. o base selection decisions and criteria directly on the demands and

requirements of the job and the competencies identified as necessary for

satisfactory performance.

METHODOLO!"

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Met#ods o$ anal%sis"

'tatistical tools like charts, graphs and tables are

used to represent and interpret the data.

Data collection met#ods"

ata collection is a process of obtaining valuable and reliable

information for the purpose of research.

Sources o$ data"

he study is based on &rimar%dataand secondar%data

'rimar% data"

he data was collected through personal interviews withemployees and self designed questionnaire that consists of 1/ questions that

have been designed to study the recruitment and selection process at Priya

foods pvt. ltd.

Secondar% data"

he secondary data is collected from books, internet,

organi#ation2s website, records, $R manuals, quality journals etc3

Data anal%sis"

he data is analy#ed by using the statistical techniques in

this project. 4ar charts are used to analy#e the outcomes.

Sam&le si(e"

5 sample si#e of /6 is studied at Priya 7oods out of 086

employees which is applicable to the entire workforce. $owever ample

interest and care is taken to cover all the departments during the study.

LIMIT)TIONS OF THE STUD!"

5ny sort of work carries limitations due to certain available

or unavailable reasons. he following are the limitations of the study on

Recruitment and 'election at Priya foods.


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he study was conducted for the duration of /days which became the major

constraint for the study. he si#e of the sample was only limited to /6 employees and therefore,

interpretations are based on the appro-imations, large sample would have

provided information closer to the accurate value 'cope is only limited to operations of Priya foods, $yderabad.


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CONTE*T

OF

RECRUITMENT

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DEFINITION"

5ccording to ED+IN FLI''O, -Recruitmentis the process of searching for

prospective employees and stimulating them to apply for jobs in the organi#ation.&

ME)NIN"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.

OBJECTIVES OF THE STUD!"

he main objective of this project is to find out the recruitment process. o know about the best sources of recruitment

o know about the methods followed while recruiting a candidate for a job.

o know about the time taken for the process of Recruitment and 'election.

7inding out the e-amination pattern for the levels of screening the candidates

and to what standards the paper is set.

o know about 'election process at Priya

NEED FOR THE STUD!"

(very organi#ation requires certain number of people to fulfill the purpose of

its e-istence. 9n the present day scenario, the organi#ations having competent

employees can only survive. 9n order to have efficient people, utmost care should be

taken in the recruitment process. :obs play an important role in every organi#ation;

$uman Resources are responsible and accountable for the work assigned to them.


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'UR'OSE )ND IM'ORT)NCE OF RECRUITMENT

etermine the present and future requirements of the organi#ation

on conjunction with its personnel=planning and job analysis activities.

1. 9ncrease the pool of job candidates at minimum cost.

+. $elp increase the success rate of the selection process by reducing the numberof visibly under qualified or overqualified job applicants.

. $elp reduce the probability that job applicants, once recruited and selected,

will leave the organi#ation only after a short period of time.

. Meet the organi#ation2s legal and social obligations regarding the compositionof its work force.

/. 4egin identifying and preparing potential job applicants who will be

appropriate candidates.

0. 9ncrease organi#ational and individual effectiveness in the short term and longterm.

8. (valuate the effectiveness of various recruiting techniques and sources for all

types of job applicants.

Recruitment is a positive function in which publicity is given to the jobs

available in the organi#ation and interested candidates are encouraged to submitapplications for the purpose of selection.

+#at is included in Recruitment and Selection.

Recruitment refers to the process of attracting, screening, and selecting a qualified

person for a job. 5ll companies in any industry can benefit from contingency or

retain professional recruiters or outsourcing the process to recruitment agencies.

he recruitment industry has four basic types of firms.

1>. %Em&lo%ment )/encies& deal with clerical, trades, temporary and temporary to

hire employment opportunities.

+>. Recruitment websites and job search engines used to gather as many candidates as

possible by advertising a position over a wide geographic area. 5lthough thought to

be a cost effective alternative, a human resource department will spend time outside

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their normal duties reading and screening resumes. 5 professional recruiter has the

ability to read and screen resumes, talk to potential candidates and deliver a selective

group in a timely manner.

>. ?Head #unters? for e-ecutive and professional positions. hese firms are either

contingency or retained. 5lthough advertising is used to keep a flow of candidates

these firms rely on networking as their main source of candidates.

>. %Nic#e a/encies& speciali#e in a particular industrial area of staffing.

'ome organi#ations prefer to utili#e employer branding strategy and in=house

recruitment instead of recruiting firms. he difference, a recruiting firm is always

looking for talent whereas an internal department is focused on filling a single

opening. he advantage associated with utili#ing a third=party recruiting firm is their

ability to know where to find a qualified candidate. alent Management is a key

component to the services a professional recruiting firm can provide.

he stages in recruitment include sourcing candidates by networking,

advertising or other methods. @tili#ing professional interviewing techniques to

understand the candidate2s skills but motivations to make a move, screening potential

candidates using testing Askills or personality> is also a popular part of the process.

he process is meant to not only evaluate the candidate but also evaluate how the

candidate will fit into the organi#ation. he recruiter will meet with the hiring

manager to obtain specific position and type information before beginning the

process. 5fter the recruiter understands the type of person the company needs, they

begin the process of informing their network of the opportunity. Recruiters play an

important role by preparing the candidate and company for the interview, providing

feedback to both parties and handling salaryBbenefits negotiations.

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T!'ES OF SOURCES RECRUITMENT)

INTERN)L RECRUITMENT) E*TERN)LRECRUITMENT)

1> ransfer 1> Press advertising

+> Promotions +> (ducational institutes> @pgrading > (mployee referrals

> emotion > "abor contractors

/> Retired employees /> *utsourcing0> Retrenched employees

INTERN)L SOURCES OF RECRUITMENT"

Trans$ers"he employees are transferred from one department to another according

to their efficiency and e-pertise.

'romotions" he employees are promoted from one department to another with

more benefits and greater responsibility based on their efficiency and e-perience.

U&/radin/ and Demotion" @pgrading and demoting the present employees

according to their performance.

Retired and Retrenc#ed Em&lo%ees"Retired and Retrenched employees may also

be recruited once again in case of shortage of qualified personnel or increase in load

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of work. Recruiting such people save time and cost of the organi#ation as they

already know the culture policies and procedures of the organi#ation.

E*TERN)L SOURCES OF RECRUITMENT"

'ress )d0ertisin/" 5dvertisements of vacancies in newspapers and journals arewidely used source of recruitment. he main advantage of this method is that it has a

wide reach.

Educational Institutes" Earious management institutes, engineering and medical

colleges are a good source of recruitment and well qualified e-ecutives, engineers,

staff etc3 hey provide facilities for campus interviews and placements. his source

is known as !ampus recruitment.

Em&lo%ee Re$errals" Many organi#ations have structured system where the current

employees of the organi#ation can refer their friends and relatives who are capable

for some position in their organi#ation.

La1or Contractors" Manual workers can be recruited through contractors who

maintain close contacts with the sources of such workers. his source is used to

recruit labor for construction jobs.

METHODS OF RECRUITMENT"

here are three methods of recruitment)

1. irect Method

+. 9ndirect Method

. hird=Party Method

Direct met#od" !ommonly known as campus recruitment. 9n this, organi#ation

directly goes to different professional or technical institutes to recruit. @nder this type

of recruitment, the candidates are briefed about the nature and recruitment of the

jobs. 'tudents in turn fill their bio=data and other attributes in their placement form.

4ased on their e-change, a preliminary screening is done. he short listed candidates

are then called for further selection process.

Indirect met#od" 9ndirect method involves advertisements in newspaper, television,

journals, and maga#ines etc3 allows the organi#ation to invite applications a wide

range of applicants. he advertisements give specific information on job

requirements and benefits to be enjoyed by the employees while working in the

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organi#ation. Prospective candidates screen themselves and assess themselves about

their eligibility for the said post.

T#ird2&art% met#od" his includes recruitment made through friends, relatives,

employment agencies, colleagues, professional association, placement organi#ation

etc3

T#e Recruitment and selection &rocess consist o$ si3 sta/es)

Sta/e 4" )/ree to 0acanc% to 1e $illed

@nderstand the job

Sta/e 5" Jo1 anal%sis

'ort out the knowledge, skills and aptitudes needed to do the job

Sta/e 6" )ttractin/ a $ield o$ candidates

eciding where suitable applicants can be found and persuading

them to apply.

Sta/e 7" Sortin/ candidates

Methods of finding out, if candidates have required knowledge,

skills, aptitudes.

Sta/e 8" Selection inter0ie9s

Make actual choice.

Sta/e :" Finall% to or/ani(ation

9ntroducing the new recruit to organi#ation, ensuring he Bshe will

start with enthusiastic attitude and settle down quickly

9t is important to appreciate that recruitment is a continuous process because of)

'taff departures Ae.g. retirements, sackings, resignations>

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!hanges in business requirements Ae.g. new products, markets, e-panded

operations>

!hanges in business location Aa relocation often triggers the need for

substantial recruitment>

Promotions

F)CTORS )FFECTIN RECRUITMENT"

he following are the + important factors affecting Recruitment)=

1> 9F(RF5" 75!*R'

Recruiting policy

emporary and part=time employees

Recruitment of local citi#ens

!ompany2s si#e

!ost of recruitment

!ompany2s growth and e-pansion

+> (G(RF5" 75!*R'

'upply and emand factors

@nemployment Rate

"abor=market conditions

Political and legal considerations

'ocial factors

(conomic factors

echnological factors

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FLO+ CH)RT OF RECRUITMENT; SELECTION 'ROCESS"

9f a firm has a poor image in the market, many of the prospective candidates

may not even apply for vacancies advertised by the firm. 9f the job is not attractive,

qualified people may not even apply. 5ny job that is viewed as boring, ha#ardous,

an-iety producing, low=paying, or lacking in promotion potential seldom will attract

a qualified pool of applicants. Recruiting efforts require money.

'ometimes because of limited resources, organi#ations may not like to carry

on the recruiting efforts for long periods of time, this can, ultimately, constrain a

recruiter2s effort to attract the best person for the job. Hovernment policies often

come in the way of recruiting people as per the rules of the company or on the basis

of meritBseniority, etc. 7or e-ample, reservations to specific groups Asuch as

scheduled castes, scheduled tribes, backward castes, physically handicapped anddisabled persons, e-=servicemen, etc.> have to be observed as per constitutional

provisions while filling up vacancies in government corporations, departmental

undertakings, local bodies, quasi=government organi#ations, etc.

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INDUCEMENTS

*rgani#ational inducements are all the positive features and

benefits offered by an organi#ation that serves to attract job applicants to the

organi#ation. hree inducements need specific mention here, they are)

!ompensation) 'tarting salaries, frequency of pay increases, incentives and fringe

benefits can all serve as inducements to potential employees.

!areer *pportunities) hese help the present employees to grow personally and

professionally and also attract good people to the organi#ation. he feeling that the

company takes care of employee career aspirations serves as a powerful

inducements to potential employees.

9mage or Reputation) 7actors that affect an organi#ation2s reputation include its

general treatment of employees, the nature and quality of its products and services

and its participation in worthwhile social endeavors.

COR'OR)TE MISSION, OBJECTIVES, STR)TEIES )ND T)CTICS

to the functions of recruitment and selection. he economic

liberali#ations and consequent competition through quality and services necessitated

the companies to search for and attract competent human resources. !orporations

focusing on new business development will have to seek entrepreneurial abilities,

companies planning to withdraw from diversifications must look for pragmatists and

companies chasing growth alliances should employ people comfortable in different

cultural backgrounds. 5bove all, companies must hire for the future, anticipating

jobs that may not be in e-istence yet. Recruitment managers must focus for attitudes

and approaches that fit the corporate goals and culture.

THE 'ROCESS OF SELECTION

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'election is usually a series of hurdles or steps. (ach one must

be successfully cleared before the applicant proceeds to the ne-t one. he time and

emphasis place on each step will definitely vary from one organi#ation to another

and indeed, from job to job within the same organi#ation. he sequence of steps may

also vary from job to job and organi#ation to organi#ation. 7or e-ample someorgani#ations may give more importance to testing while others give more emphasis

to interviews and reference checks. 'imilarly a single brief selection interview might

be enough for applicants for lower level positions, while applicants for managerial

jobs might be interviewed by a number of people.

7ig) process of selection

Rece&tion"

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5 company is known by the people it employs. 9n order to attract people with

talents, skills and e-perience a company has to create a favourable impression on the

applicants2 right from the stage of reception.

Marital data

(ducational data

(mployment (-perience

(-tra=curricular activities

References and Recommendations

Use$ulness o$ )&&lication Blan> or Form

5pplication blank is highly useful selection tool, in that way it serves three

important purposes)

1. 9t introduces the candidate to the company in a formal way.

+. 9t helps the company to have a cross=comparison of the applicants;

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. 9t can serve as a basis to initiate a dialogue in the interview.

Selection Testin/"

9n this section let2 e-amine the selection test or the employment test that

attempts to asses intelligence, abilities, personality trait, performance simulation testsincluding work sampling and the tests administered at assessment centers= followed

by a discussion about the polygraph test, graphology and integrity test.

5 test is a standardi#ed, objective measure of a person2s behavior,

performance or attitude. 9t is standardi#ed because the way the tests is carried out, the

environment in which the test is administered and the way the individual scores are

calculated= are uniformly applied. 9t is objective in that it tries to measure individual

differences in a scientific way giving very little room for individual bias and

interpretation. *ver the years employment tests have not only gained importance but

also a certain amount of inevitability in employment decisions. 'ince they try to

objectively determine how well an applicant meets the job requirement, most

companies do not hesitate to invest their time and money in selection testing in a big

way. 'ome of the commonly used employment tests are)

9ntelligence tests

5ptitude tests

Personality tests

5chievement tests Miscellaneous tests such as graphology, polygraphy and honesty

tests.

1? Intelli/ence Tests"

hese are mental ability tests. hey measure the incumbent2s learning ability

and the ability to understand instructions and make judgments. he basic objective of

such test is to pick up employees who are alert and quick at learning things so that

they can be offered adequate training to improve their skills for the benefit of the

organi#ation. hese tests measure several abilities such as memory, vocabulary,

verbal fluency, numerical ability, perception etc

+. )&titude Test"

5ptitude test measure an individual2s potential to learn certain skills= clerical,

mechanical, mathematical, etc. hese tests indicate whether or not an individual has

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the capabilities to learn a given job quickly and efficiently. 9n order to recruit

efficient office staff, aptitude tests are necessary. 5n aptitude tests is always

administered in combination with other tests like intelligence and personality tests as

it does not measure on=the=job=motivation

.'ersonalit% Test"

*f all test required for selection the personality tests have generated a lot of

heat and controversy. he definition of personality, methods of measuring personality

factors and the relationship between personality factors and actual job criteria has

been the subject of much discussion. Researchers have also questioned whether

applicants answer all the items truthfully or whether they try to respond in a socially

desirable manner. Regardless of these objections, many people still consider

personality as an important component of job success.

7? )c#ie0ement Tests"

hese are designed to measure what the applicant can do on the job currently,

i.e., whether the testee actually knows what he or she claims to know. 5 typing test

tests shows the typing proficiency, a short hand tests measures the testee ability to

take dictation and transcribe, etc. 'uch proficiency tests are also known as work

sampling test. or Eerbal, involving problem situation that are primarily language=oriented

or people=orientedAe.g. situational tests for supervisor jobs>.

'ince work samples are miniature replicas of the actual job requirements, they are

difficult to fake. hey offer concrete evidence of the proficiency of an applicant as

against his ability to the job. $owever, work sample tests are not cost effective and

every candidate has to be tested individually. 9t is not easy to develop work samples

for each job. Moreover, it is not applicable to all levels of the organi#ation.

/. Simulation Tests"

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'imulation e-ercise is a tests which duplicate many of the activities and

problems an employee faces while at work. 'uch e-ercises are commonly used while

hiring managers at various levels in an organi#ation. o assess the potential of a

candidate for managerial positions assessment centers are commonly used.

:? )ssessment Centre"

5n assessment centre is an e-tended work sample. 9t uses procedures that

incorporate group and individual e-ercises. hese e-ercises are designed to stimulate

the type of work which the candidate will be e-pected to do. 9nitially a small batch of

applicants comes to the assessment centre Aa separate room>. heir performance in

the situational e-ercise is observed and evaluated by a team of 0=C assessors. he

assessors2 judgment on each e-ercise are complied and combined to have a summary

rating for each candidate being assessed.

8. Selection Inter0ie9"

9nterview is the oral e-amination of candidates for employment. his is the

most essential step in the selection process. 9n this step the interviewer matches the

information obtained about the candidates through various means to the job

requirements and to the information obtained through his own observations during

the interview. 9nterview gives the recruiter an opportunity

o si#e up the candidate personally;

o ask question that are not covered in the tests; o make judgments on candidates enthusiasm and intelligence;

o assess subjective aspects of the candidate J facial e-pressions,

appearance, nervousness and so forth;

o give facts to the candidates regarding the company, its policies, etc.

and promote goodwill towards the company.

ypes of interviews)

'everal types of interviews are commonly used depending on the

nature and importance of the position to be filled within an

organi#ation.

9n a F*F=9R(!9E( 9F(RE9(< the recruiter asks questions as they come to

mind. here is no specific format to be followed.

9n a P5(RF( 9F(RE9(


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questions regarding his technical competence, personality traits, attitudes, motivation,

etc.

9n a 'R@!@R( *R '9@59*F5" 9F(RE9(


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he candidate should be properly received and led into the interview room. 'tart the

interview on time.

In$ormation E3c#an/e"

'tate the purpose of the interview, how the qualifications are going to be matched withskills needed to handle the job.

4egin with open ended questions where the candidate gets enough freedom to e-press

himself.

7ocus on the applicant2s education, training, work e-perience, etc. 7ind une-plained gaps

in applicants past work or college record and elicit facts that are not mentioned in the

resume.

E0aluation"

(valuation is done on basis of answers and justification given by the applicant in the

interview.

'#%sical e3amination"

5fter the selection decision and before the job offer is made, the candidate is required to

undergo a physical fitness test. 5 job offer is often contingent upon the candidate being

declared fit after the physical e-amination.

Medical e3amination"

!ertain jobs require physical qualities like clear vision, perfect hearing, unusual stamina,

tolerance of hard working conditions, clear tone, etc. Medical e-amination reveals

whether or not a candidate possesses these qualities.

Re$erence c#ec>"

*nce the interview and medical e-amination of the candidate is over, the personnel

department will engage in checking references. !andidates are required to give the names

of + or references in their application forms. hese references may be from theindividuals who are familiar with the candidate2s academic achievements or from the

applicant2s previous employer, who is well versed with the applicant2s job performance

and sometimes from the co=workers. 9n case the reference check is from the previous

employer, information in the following areas may be obtained.

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hey are job title, job description, period of employment, pay and

allowances, gross emoluments, benefits provided, rate of absence, willingness of previous

employer to employ the candidate again, etc. 7urther, information regarding candidate2s

regularity at work, character, progress, etc. can be obtained. *ften a telephone call is

much quicker. he method of mail query provides detailed information about thecandidate2s performance, character and behavior. $owever, a personal visit is superior to

the mail or telephone methods and is used where it is highly essential to get a detailed,

first hand information which can also be secured by observation. Reference checks are

taken as a matter of routine and treated casually or omitted entirely in many

organi#ations. 4ut a good reference check, when used sincerely, will fetch useful and

reliable information to the organi#ation.

Hirin/ decision" he line manager has to make the final decision now J whether to

select or reject a candidate after soliciting the required information through different

techniques discussed earlier. he line manager has to take adequate care in taking the

final decision because of economic, behavioral and social implications of the selection

decisions. 5 careless decision of rejecting a candidate would impair the morale of the

people and they suspect the selection procedure and the very basis of selection in a

particular organi#ation.

5 true understanding between line managers and personnel managers should be

established so as to facilitate good selection decisions. 5fter taking the final decision, the

organi#ation has to intimate this decision to the successful as well as unsuccessful

candidates. he organi#ation sends the appointment order to the successful candidateseither immediately or after sometime depending upon its time schedule.

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C)SE STUD!"2

+HICH IS MORE IM'ORT)NT. @RECRUITIN


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)N)L!SIS

hus, from this case study it is clear that retaining is much more

important than recruiting.


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8?here is no contract of recruitment established in recruitment where as selection results

in a contract of service between the employer and the selected employee.

THE COMPANY

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'ROFILE OF 'RI!)

%Priya& the very word means %favorite& in 9ndia. oday

Priya is regarded as the %favorite flavor& of millions not just in 9ndia but also

all over the world. he %priya& website has a world in itself. Lou can browse

through the entire range of priya products, which includes a wide range of

priya products, which include a wide range of pickles, spice and masala

pastes, instant mi-es, mango pulp, edible oils, papads, traditional powder andcanned palm kernels.


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THE DELICIOUS BEINNIN OF 'RI!)

9t was early as 1DC6, when the visionary chairman of

RamoAi rou&s Mr.Ramoji Rao, envisioned the near for no sweat, no effort

tasty traditional food for modern homes. 5nd thus, Priya came into e-istence

to cater to the taste buds of millions of 9ndians who love and appreciate the

taste of homemade food, but have no time to undergo the drudgery of its

preparation.

Priya foods are a division of Us#oda%a Enter&rises

'0t?Ltd?, manufacturing unit located at Poranki in Eijayawada. he corporate

office is at $yderabad and 1/ depot2s located at various parts of the country.

oday, it is a global brand. here are more than 1 departments in Priya foods

division. hey are as follows

$uman Resource epartment

7inance and 5ccounting

9nformation echnology

Purchase epartment

'tores epartment

(ngineering epartment Production epartment

Research N evelopment and Ouality !ircles

ispatching

(-ports epartment

Marketing epartment

istribution epartment

(dible oil ivision

ransportation

!ommercials Publishing

*utlets etc...

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Paying a rich tribute to the world famous cuisine, priya

initially started out with 0 popular flavors2 of pickles. he 9ndian consumers

loved the taste and demanded more new flavors. he result of offerings of

Priya has now grown many varieties. he list of products is here under.

LIST OF 'RODUCTS)

0 varieties of pickles

16 varieties of pastes

varieties of spice powders

0 varieties of masala powders

/ varieties of curry masala powders

8 varieties of traditional powders

1+ varieties of instant mi-es

16 varieties of papads Eery recently +D varieties of ready to eat

D varieties of convenient mi-es

1+ varieties of snacks

(dible oils packaging

T#e unit% in di0ersit% o$ Indian taste 1uds

he tastes of 9ndia are diverse and unique very much like

its culture, traditions, climatic conditions and languages."ike 9ndia2s heritage, its cuisine is also rich and varied.

"ike the climate, the food also can be hot and spicy or sweet and delicious.

"ike its languages, the range of 9ndian cuisines is endless and therefore, Priya

can quietly call itself the authentic taste in 9ndia.

'RI!) LOB)LL! !OURS

he demand for priyas2 products is growing every day,

crossing all geographic boundaries. he mouth=watering taste of priya2s range

of food products find a place in the hearts of millions of families worldwide.

5nd this made priya a household name known for delicious products made

under hygienic stringent quality conditions which is only possible at home.

Ouality !ertification)

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Priya foods has a certificate of $5!!PAhe $a#ard 5nalysis

and !ritical !ontrol Point> which is an internationally accepted technique for

preventing microbiological, chemical and physical contamination along the

food supply chain.

4usiness)

'ince + years of its establishment, Priya has earned the loyalty

and trust of its customers all over the world.

Few 5rrivals)

1. Priya energy desserts

+. Priya sweets J

'oan Papdi

Multigrain diet mi- ricks=pine apple

Eermicelli halwa mi-

Priya foods is a part of well established Ramoji Hroups,

which is known for its distinguished engagement in diverse sectors.

Ramoji groups consists of many diversified sectors like

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Ramoji 7ilm !ity

(enadu

(E network

olphin Hroup of $otels

Kalanjali Mangadarsi !hit 7unds

Mayuri 7ilm istributors

@sha Kiron elevision

@shakiran movies

ENTERT)INMENT

RamoAi Film Cit%) he 1000=acre Ramoji 7ilm !ity, established by the

RamoAi rou&amid the alluring grandeur of Fature, is the world2s largest

integrated film studio comple- and one of 5sia2s most popular tourism and

recreation centers. 7or the discerning filmmaker, R7! offers comprehensive

and international=standard pre=production, production and post=production

resources. 7or business and leisure travelers, R7! offers a holiday

e-perience packaged in infinite e-citement and rare delights. (very year, over

a million tourists come to the comple- to revel in the rejuvenating fantasies ofa dream world. 5nd filmmakers, who create da##ling celluloid dreams for

people around the world, turn to Ramoji 7ilm !ity for matchless services and

facilities. he comple-2s state=of=the=art infrastructure and incomparable

professional e-pertise have already been feted by many international

filmmakers.'UBLISHIN

Eenadu) *ne of 9ndia2s largest circulated regional language dailies with areadership of over D6,66,666. he newspaper, which has evolved as the

strongest voice of the people of 5ndhra Pradesh, was envisioned as an

endeavor to provide readers with information that really matters. Fews before

'unrise is the rationale that powers theEenaduinitiative. oday, the paper is

simultaneously published from + centers.

6


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S)TELLITE TELEVISION

ETV Net9or>) 5 1+=channel source of rich infotainment, speaking to

audiences in the language of their choice) elugu, 4angla, Marathi, Kannada,

*riya, Hujarati, @rdu; and $indi to viewers in @ttar Pradesh, Rajasthan, 4ihar

and Madhya Pradesh. 9n fact, in a path=breaking initiative, (E has created a

dedicated infotainment channel for each of the four $indi=speaking states.

(veryETV Networkchannel focuses e-clusively on its audience2s unique

cultural identity, its aspirations and its distinct socio=political character.

(E2s state=of=the=art infrastructure includes a dedicated(arth 'tation, the first to be commissioned in 9ndia by a private media

organi#ation. his technological capability, augmented by the network2s 9ndia=

wide E'5 facility, enables (E to e-peditiously disseminate news and other

events. he network leverages its infrastructure to telecast events livewhenever necessary.

he infrastructural strengths are complemented by the e-perience and

e-pertise of the highly accomplished journalists who constitute (E

Fetwork2s e-pansive network. 5part from major cities, (E reporters are also

stationed at remote hamlets so that the viewers get the complete picture of the

happenings shaping their lives.

TV SOFT+)RE DEVELO'MENT

Us#a>iron Tele0ision) !arries out E content development for the entire

(E Fetwork and produces wholesome programming for the whole family.

(mploying over 1666 highly talented and accomplished professionals,

Ushakiron Televisionhas its dedicated divisions all over 9ndia. he unit2s

1


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technical finesse and conceptuali#ation abilities power its commitment to

produce programming that redefines television viewing e-perience. 7or

e-ample,Panchatantra, Ushakiron Televisions recent mega=project, has

secured e-ceptional popularity because of its thematic innovation. he series

retells the timeless tales of wisdom through the illustrious 9ndian dramatic

tradition of puppetry.Panchatantrae-emplifies Ushakiron Televisionscapacity to leverage state=of=the=art television technology to celebrate 9ndia2s

cultural treasure.

FILM 'RODUCTIONS

Us#a>iron Mo0ies) 7eted for producing meaningful and absorbing films thatappeal to audiences across the social spectrum. he +6=year=old company has

produced nearly C6 films in $indi, elugu, Kannada, Marathi and 4angla.

*fferings from Ushakiron Moviesare known to be wholesome family

entertainers, which e-plain why so many of its productions have been super

hits.

FIN)NCI)L SERVICES

Mar/adarsi C#it Fund) he C=year=old flagship of the group is one of the

most trusted chit fund Afinancial instrument> companies, with a subscriber base

of ,06,666 members.


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Dolin C#ain o$ Hotels"5 reputed name in the hospitality industry for over

+/ years. he company operates a range of hotels at Ramoji 7ilm !ity J fromsuper lu-ury $otel 'itara to high=quality budget property ara. he company

set up olphin, Eisakhapatnam2s first ever three=star establishment, in the C6s.

'itara and ara appeal to vacationers as well as M9!( travellers because the

properties are specially calibrated to address both the specific needs. "eisure

tourists enjoy a range of recreation facilities J swimming pool, tennis and

basket=ball courts, library and health club. hose participating in conferences

and seminars use these unwinding options as well.


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FILM DISTRIBUTION

Ma%uri Film Distri1utors"5 highly regarded company that provides

integrated movie distribution solutions. Mayuri, which has been distributing

quality films for over two decades, is a professionally managed operation with

impeccable ethical credentials.

HR DE')RTMENT STRUCTURE )T 'RI!)

+OR CULTURE"


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"eave policies J !" 1+B '" 1+B (" 1/BM"

(mployee is eligible for sick leaves only if hisBher salary is more than

Rs.1/666

9f any e-tra leave other than the alloted leaves are taken then the

employee will have to face "*P i.e., "oss of Pay. !hild labor is prohibited acording to the !hild "aborAprohibition and

regulation> 5ct

BENEFITS 'ROVIDED TO THE EM'LO!EES"

("9= (mployee eposit "ink 9nsurance !laim

H"9= Hroup erm "ink 9nsurance !laim

P7= Provident 7und

('9= (mployee 'tate 9nsurance

P7 and ('9 are regular benefits

5llowances are given to the employees based on their designation like

car allowance for manager.

EM'LO!EE RES'ONSIBILITIES"

o arrive at work place in time.

o work to the best of their ability throughout their working day.

o respect their employers, colleagues and customers.

o follow the employers reasonable and lawful instructions.

'ERFORM)NCE )''R)IS)L"

5ppraisal is done using the following parameters

Knowledge of the job


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he necessary actions will be taken in case of employee2s

absenteism, misbehaviour with the colleagues or theft etc3

RECRUITMENT )ND SELECTION )T 'RI!) FOODS"

Recruitment is a process of finding a right person for a right job or a function.

he main objective of recruitment is to prepare an inventory of people who meet the

criteria laid down in the job specifications. 'o that, the organi#ation may choose who are

found most suitable for the positions vacant.

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'election process of choosing people by obtaining and assesing information

about applicant. he first necessary information about the applicant would be

5ge of the applicant

Oualifications of the applicant

(-perience of the applicant

Oualities of the applicant

he information is viewed to match up with the requirements and picking up the

most suitable candidates.OBJECTIVES OF SELECTION )T 'RI!) FOODS"

o pick up the most suitable and best candidate who would match to the

requirements of the job and the organi#ation.

*rgani#ations emphasi#es on selecting the right person for the required job. he secondary objective is to choose the best candidate among the pool of

candidates who attended for the interview.

7or selection process to remain dynamic and purposive, the organi#ation

needs to continuously focus on the chemistry between the pepole and the

jobs.

RECRUITMENT 'ROCESS )T 'RI!) FOODS"

Manpower Planning

Manpower recruitment from $ead of the department

efining job descriptions and specifications

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9dentification of sources

'hort listing the profiles

!onducting the interview

'ROCESS OF RECRUITMENT"

Man&o9er &lannin/"

7irstly a need arises in any organi#ation. 5fter which the planning for a required

personnel is taken into consideration. 9n Priya foods, discussion goes on for every 1/

days regarding the openings and requirements of the new employees based on the need of

a new job or old employee2s resignation.

Man&o9er reuirements $rom t#e Head o$ t#e De&artment"

he manpower requirements are planned in co=ordination with the heads of the

department at Priya. he $* decides the factor whether the requisition is for new hires

or they should go for any replacements.5fter the $eads give the approval regarding thetime and date for calling the candidates for the interview, the candidates will be intimated

about the interview time and date.

De$inin/ Ao1 descri&tion and s&eci$ication"

Manpower requisition is mainly based upon the job description and job

specification. hat means the job is described and specifications for a particular vacancy

to be filled in is firstly done. he job descriptions depends on the market value.

Identi$ication o$ Sources"

5fter the manpower planning is done in accordance with the job description and

job specification, sources from where the requirements can be met are identified.

C


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he sources would be ad=portals, search engines like monstor.com etc.. or

employee referrals.

S#ort listin/ o$ 'ro$iles"

!andidate2s profiles are short listed in accordance to the position vacant, shortlisting the porfiles are done based on the number of factors i.e., job description, the

required man power, age, past e-perience and required qualification.

Conductin/ t#e Inter0ie9s"

5fter the candidates are short listed based on the basic data, they are called for

facing the interview.

est Round= est round is basically for the low cadar employee requirements.his is the

first round where the short listed candidates are more filtered and sent for the ne-t round.he higher cadar candidates are not required to attend the test round.

echnical Round= he technical round includes the technical qualifications test where in

the candidates are tested for the technical knowledge.

$R round= he $R round is the conducted for the lastly selected candidates after short

listing in the technical round. $ere the senior level managers conducts the interview,

where in the candidates have to face both the technical as well as personal interview.

SELECTION 'ROCESS )T 'RI!) FOODS"

4= Inter0ie9 sc#edule will be prepared by the $r department which consists the

following requirements

2 !andidate2s name

2 ate of appointment2 ime of appointment

2 Place

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+> Time and datewill be first informed to the head of the departments, the changes

are made if any changes are asked to be made by them.

> Candidates are called $or t#einter0ie9on the said time and date.

> Candidates ares#ort listedin the interviews conducted on the particular date

mentioned to them for attending the interview./> O$$er letterwill be sent to the candidate, in which the details regarding when to

join, salary details, probation period details etc.. are mentioned.

0> )&&ointment letterwill be sent to the selected candidate where in the rules and

regulations of the company are mentioned, and a detail information of hisBher

salary are mentioned.

JOININ )ND INDUCTION 'ROCESS OF 'RI!) FOODS"

Hiving the offer letter. *nce the new employee is selected for the particular job, it is important that

heBshe is given the right induction by giving them the knowledge regarding the

employees, departments, company and work etc..

9ssuance of 9 cards and codes at the time of joining of the employee is also a

part of recruitment.

('9 application is made on the employee2s name.

uring the induction period all the rules of the company will be saidBinformed to

the candidate

Documents to 1e &roduced 1% t#e candidate on t#e date o$ Aoinin/"

1> (ducational certificates.

+> (-perience cum relieving letters

> 0 passport si#e photographs> 1 family photograph

/> 5ddress proof

0> Pre=employment medical check up

8> *pening personal profile

C> !heck list to ensure that all the relevant documents are submitted.

D> :oining formalities

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16> 9nduction schedule

11> Placing the candidate in the department

(very newly joined employee will be under &ro1ation &eriodbased on hisBher

cader.9f the cader of the employee is high level, heBshe will be in probation period

for 0 months and in case of trainee , the probation period would be 1 year.

DATA ANALYSIS

AND

1


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interPRESENTATION

4= !our o&inion on recruitment &rocess in 'ri%a $oods &0t?ltd?.

Hroup Percentage Fumber of respondents

(-cellent 0C

Hood ++ 11

5verage 16 /

otal 166 /6

)N)L!SIS"

+


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5ccording to the collected data, 0CQ of the employees opinion is e-cellent ++Q

agree that it is good and 16Q say that its average regarding the recruitment process at

Priya foods.

5= +#ic# is t#e 1est source o$ Recruitment.

Hroup Percentage Fumber of respondents(-ternal +6 16

9nternal +6 16

4oth 06 6

otal 166 /6


44/66

)N)L!SIS"

7rom the above collected data +6Q say that e-ternal recruitment would be the best

source of recruitment while +6Q say internal recruitment would be good, and 06Qagree that both e-ternal and internal recruitment are the best sources for

recruitment.

6= +#at made t#e em&lo%ees Aoin in 'ri%a.


4rand 0+ 1

!arrier Hrowth 1C D

!ompensation +6 16

otal 166 /6


45/66

)N)L!SIS"

5ccording to the above data 0+Q of the employees have joined the company based on

the brand value, 1CQ for career growth and +6Q attracted for compensation level.

7= )ccordin/ to %ou, 9#ic# is t#e 1est tec#niue o$ Recruitment.


irect C6 6

9ndirect 16 /

hird Party 16 /

otal 166 /6

/


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)N)L!SIS"

5ccording to the collected data the best technique for recruitment is irect method,

where C6Q of the employees have selected direct method as the best method,16Qfor indirect method and 16Q for third party method.

8= Ho9 are most o$ t#e candidates called $or inter0ie9s.


5dvertising + 10

:ob portals /6 +/

(mployee referrals 1C D

otal 166 /6

)N)L!SIS"

0


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he above data reveals that most of the employees are called for the interview

through job portals, where in /6Q of among the sample of /6 members agree that

most of the candidates are called for the interview through job portals, +Q through

advertising and 1CQ through employee referrals.

:= Ho9 is t#e interaction 1et9een t#e ne9 Aoiners and Hr de&artment.


Positive 80 C

Fegative + 1+

otal 166 /6

)N)L!SIS"

8


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5ccording to the above collected data, the interaction between the new joiners and

the $R department is positive and 80Q agree that the interaction is positive where

as +Q say that the interaction is negative.

= Ho9 are t#e uestions &osed 1% t#e recruitment team 9#ile inter0ie9in/ t#e

candidate.


Related to :ob 06 6

Related to

Oualification

10 C

Related to

(-perienceAif any>

+ 1+

otal 166 /6

C


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)N)L!SIS"

9n the above data, the interview questions are mainly related to the job and 06Q

agree that the questions posed by the recruitment team are related to the job, while

+Q of the employees agree that the questions are based on their previous

e-perience and 10Q of them say that the questions are related to the qualifications.

G= +#at is t#e time ta>en $or t#e entire &rocess o$ recruitment and selection.


1 week 86 /

+ weeks +6 16 weeks 16 /

weeks 6 6

otal 166 /6

)N)L!SIS"

he above data reveals that the time taken for the entire recruitment and selection

process does not e-ceed more than weeks, and 86Q of the employees agree that it

D


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takes 1 week for the entire process, while +6Q agree that it takes + weeks for the

process and 16Q of them say that it takes weeks for the entire process of

recruitment and selection.

= Is /eneral intelli/ence le0el 9ei/#ted durin/ selectin/ a candidate $or a Ao1.


Les /6 +/

Fo /6 +/

otal 166 /6

)N)L!SIS"

5ccording to the above collected data /6Q of the employees say that general

intelligence level is weighted while selecting a candidate and /6Q say that it is not

weighted.

/6


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4= Do %ou $eel t#at education and e3&erience must 1e /i0en more im&ortance 9#ile

selectin/ a candidate.


Les C6 6

Fo +6 16

otal 166 /6

)N)L!SIS"

9n the above collected data most of the employees agree that education and

e-perience must be give more importance while selecting a candidate i.e., C6Q of them

say that education and e-perience should be given more importance while selecting a

candidate and +6Q say that they should not be given more importance.

/1


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44= +#ile s#ort listin/ t#e candidates resumes, are #is#er res&onsi1ilities in t#e &re0ious

Ao1 considered.


Les 0+ 1

Fo C 1D

otal 166 /6

)N)L!SIS"

he above data reveals that 0+Q of the employees agree that the candidate2s

pervious job responsibilities are considered while short listing the resumes at the

time of interview and CQ of then say that they should not be given more

importance.

/+


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45= Is t#e &a% scale a&&ro&riate $or %our Ao1.


Les 0C

Fo + 10

otal 166 /6

)N)L!SIS"

5ccording to the above data, 0CQ of the employees agree that their pay scale is

appropriate for their job and +Q of they say that it is not appropriate.

/


54/66

46= Is t#e screenin/ &rocess done strictl% 9#ile recruitin/ a candidate.


Les C+ 1

Fo 1C D

otal 166 /6

)N)L!SIS"

5ccording to the above collected data C+Q of the employees agree that thescreening process is done strictly while recruiting a candidate and 1CQ of them say that

they are not strict up to the mark.

/


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47= +ould %ou li>e to /i0e an% su//estions or c#an/es in recruitment &rocess.


Les 18

Fo 00

otal 166 /6

)N)L!SIS"

5ccording to the above data, it reveals that 00Q of the employees would like to

give suggestions and make changes in the recruitment process, and Q of the employees

wants the process to remain unchanged.

//


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48= Ha0e %ou /one t#rou/# induction &ro/ram.


Les CC

Fo 1+ 0

otal 166 /6

)N)L!SIS"

he above data reveals that CCQ of the employees from the sample of /6 employees

agree that they have gone through the induction program and 1+Q of then did not go

through the induction program.

/0


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FINDINGS

&

SUGGESTIONS

FINDINS"

1> 0CQ of the employees opinion on recruitment process at Priya foods is e-cellent,

while few others i.e., around 10 members from the sample respondents say that it

is good and average.

/8


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+> More than half of the selected sample said that both e-ternal and internal sources

are best for recruitment.

> 1 respondents out of /6 employees have joined the company seeing the brand

value of Priya foods and the remaining of them have joined for their career

growth and few others for the attractive package.

> /6Q of the candidates are called for the interview through job=portals and

remaining from advertising and employee referrals.

0> he interaction between the new joiners and $R department is positive and 80Q

of the sample agreed it.

8> 5t the time of interviewing a candidate, most of the questions are posed based on

the related job for which they have applied for and 06Q of them agreed it where

as the remaining sample said that they are based on qualification and e-perience

Aif any>.

C> 86Q of the respondents said that it takes 1 week of time for the completion of the

entire recruitment and selection process, while +6Q of them said that it takes +

weeks and the 16Q said that it takes weeks for the completion of the process.

D> 5mong the sample of /6 employees, +/ members agreed that general intelligence

level is weighted while selecting a candidate for a job and the remaining said that

it is not weighted.

16> C6Q of the respondents agree that education and e-perience must be given

importance while selecting a candidate for a job while +6Q disagree.11> 9t is found that 0+Q of the samples of employees agree that the responsibilities of

hisBher previous job should be considered while short listing the resumes.

1+> 9t is observed that 0CQ of the employees are satisfied for the pay which they are

given while +Q of them are not satisfied.

1> C+Q of the sample said that the screening process is done strictly where as 1CQ

says that it is not done strictly.

/C


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1>9t is found that CCQ of the employees from the sample of /6employees have gone

through induction program, while 1+Q of them did not face the induction

program.

1/>00Q of the employees in the sample are satisfied with the present recruitment

process, while Q of them would like to bring changes and give suggestions for

changing the process.

5s far as my observation, the recruitment team is putting major efforts for selecting a

suitable candidate for any particular job.

he $R department is no where compromising in any perspectives to meet their

requirements in selecting their candidates.

his study helped me in fulfilling the gap between the theory that 9 have gone through

my pervious semesters and its application that 9 need to my practice in my personal

career.

SUESTIONS"

he study on Recruitment and 'election at Priya 7oods Pvt."td helped me in learning the

activities of $R department which has given me immense pleasure to conclude with

suggestions of my study.

/D


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5ccording to my perception it would be more better for the organi#ation if the

interaction with new joiners is positive reaches to 166Q, so that they mingle with

the colleagues properly and therefore, fetches good result on fulfilling the purpose

of recruiting them.

9 feel that general intelligence regarding the organi#ation and job has to be weightedwhile selecting a candidate, so that it does not take much time for a candidate to

know about the organi#ation and hisBher job. 5ccording to my findings +Q of the employees from the sample are not satisfied

for their pay, it would be more better if the organi#ation pays the candidate

according to the worth of hisBher job so that the employee retention would be better.

5ccording to my findings Q of the employees would like to give suggestions

regarding the Recruitment and selection process, 9 feel that the employees

suggestions should be taken into consideration and necessary changes are to be

made according to the changes in the market. 9 would like to suggest the $R department that the candidates should be conducted

the test round online, so that the first round would become an easy part for both

organi#ation and the candidate also.

he programs like screening process and induction program should also be given

importance where in the main part of recruitment process lies. 9f the screening

process is done perfectly and strictly the interviewer can know much better about

the candidate and if induction program is done perfectly it is easy for the new

employee to know about the organi#ation well.

CONCLUSION"

his presents the summary of the study and survey done in relation to the

Recruitment and 'election in PR9L5 foods pvt.ltd. he conclusion is drawn from the

study and survey of the company regarding the Recruitment and 'election process carried

out there.

06


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Most of the employees were satisfied but changes are required according to

the changing scenario as recruitment process has a great impact on the working of the

company as a fresh blood, new idea enters in the company.

'election process is good but it should also be modified according to the

requirements and should job profile so that main objective of selecting the candidate

could be achieved.

he essence of recruitment can be summed up as the %philosophy of

attracting as many as possible for a given job&. he face value of this definition is guided

recruitment in the past, these days however emphasis is aligning the organi#ation

objectives with that of individual and keeping its priority to safeguard its interest and

standing. 5fter all, satisfied workforce which also ensures that organi#ation has creditable

and reliable performance. 9n a bid to underscore this subtle point of project e-amines

various processes and it is one of the activities of the organi#ation.

he end result of any recruitment process is essentially a pool of candidates.

Fe-t to the recruitment the logical step in $R process is selection of competent candidate

for any particular job.

01


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Questionnaire

KUESTIONN)IRE FOR THE RESE)RCH"

4? !our o&inion on recruitment &rocess in 'ri%a $oods &0t?ltd?. < =

0+


63/66


(-cellent 0C

Hood ++ 11

5verage 16 /

otal 166 /6

5? +#ic# is t#e 1est source o$ Recruitment. < =


(-ternal +6 16

9nternal +6 16

4oth 06 6

otal 166 /6

6? +#at made t#e em&lo%ees Aoin in 'ri%a. < =


4rand 0+ 1

!arrier Hrowth 1C D

!ompensation +6 16

otal 166 /6

7? )ccordin/ to %ou, 9#ic# is t#e 1est tec#niue o$ Recruitment.


irect C6 6

9ndirect 16 /

hird Party 16 /

otal 166 /6

8? Ho9 are most o$ t#e candidates called $or inter0ie9s.


5dvertising + 10

:ob portals /6 +/

(mployee referrals 1C D

0


64/66

otal 166 /6

:? Ho9 is t#e interaction 1et9een t#e ne9 Aoiners and Hr de&artment.


Positive 80 C

Fegative + 1+

otal 166 /6

? Ho9 are t#e uestions &osed 1% t#e recruitment team 9#ile inter0ie9in/ t#e

candidate.


Related to :ob 06 6

Related to

Oualification

10 C

Related to

(-perienceAif any>

+ 1+

otal 166 /6

G? +#at is t#e time ta>en $or t#e entire &rocess o$ recruitment and selection.


1 week 86 /

+ weeks +6 16

weeks 16 /

weeks 6 6

otal 166 /6

? Is /eneral intelli/ence le0el 9ei/#ted durin/ selectin/ a candidate $or a Ao1.

0


65/66


Les /6 +/

Fo /6 +/

otal 166 /6

16. Do %ou $eel t#at education and e3&erience must 1e /i0en more im&ortance 9#ile

selectin/ a candidate.


Les C6 6

Fo +6 16

otal 166 /6

44? +#ile s#ort listin/ t#e candidates resumes, are #is#er res&onsi1ilities in t#e

&re0ious Ao1 considered.


Les 0+ 1

Fo C 1D

otal 166 /6

45? Is t#e &a% scale a&&ro&riate $or %our Ao1.


Les 0C

Fo + 10

otal 166 /6

46? Is t#e screenin/ &rocess done strictl% 9#ile recruitin/ a candidate.


Les C+ 1

Fo 1C D

otal 166 /6

0/


66/66

47? +ould %ou li>e to /i0e an% su//estions or c#an/es in recruitment &rocess.


Les 18

Fo 00

otal 166 /6

48? Ha0e %ou /one t#rou/# induction &ro/ram.


Les CC

Fo 1+ 0otal 166 /6