PROJECT REPORT

RECRUITMENT AND SELECTION PROCESS IN

ORISSA DRUGS & CHEMICALS LTD.

SUBMITTED TO THE IGNOU FOR THE AWARD OF THE

MASTER OF BUSINESS

ADMINISTRATION

BY

ASH

SCHOOL OF MANAGEMENT STUDIES

INDIRA GANDHI NATIONAL OPEN UNIVERSITY

MAIDAN GARHI, NEW DELHI- 110068

This is to certify that the project titled “RECRUITMENT AND SELECTION

PROCESS IN ORISSA DRUGS & CHEMICALS LTD” is an original work of

the student and is being submitted in partial fulfillment for the award of the

“MASTER’S DEGREE IN BUSINESS ADMINISTRATION” of Indira Gandhi

National Open University. This report has not been submitted earlier either to this

University or to any other University/Institution for the fulfillment of the

requirement of a course of study.

_________________________ ________________________
SIGNATURE OF SUPERVISOR SIGNATURE OF STUDENT
Date: Date:

Place: Place:

ii
 ACKNOWLEDGEMENT

I feel indebted to my guide ……………….. for the completion of the dissertation

entitled “RECRUITMENT AND SELECTION PROCESS IN ORISSA DRUGS &

CHEMICALS LTD”The present work could be completed only because of the able guidance

and affectionate attitude of my guide …………………

I am thankful to all respondents and all those who assisted me by supplying the

requisite information towards the completion of the questionnaire there by enable me to collect

the relevant data.

-----------------------------

Student signature

ASH

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 TABLE OF CONTENTS

CHAPTER TOPIC PAGE

NO.

1 INTRODUCTION 1 – 18

2 RESEARCH METHODOLOGY 19 -28

3 COMPANY PROFILE 29-30

4 DATA ANALYSIS AND INTERPRETATIONS 31-54

5 FINDINGS, CONCLUSIONS & SUGGESTIONS 55-59

6 BIBLIOGRAPHY 60-62

7 QUESTIONNAIRE 63-71

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 CHAPTER 1

INTRODUCTION

Page 1
INTRODUCTION

Orissa Drugs & Chemicals Ltd (ODCL) is a reputed pharmaceutical company based in the state

of Orissa, India. With a rich history spanning several decades, ODCL has emerged as a leading

player in the pharmaceutical industry, known for its high-quality drugs and chemicals. The

company's success can be attributed to its strong emphasis on the recruitment and selection

process, which plays a vital role in ensuring the right talent is onboarded.

The recruitment and selection process at ODCL is a well-structured and comprehensive approach

designed to identify and attract individuals with the right skills, qualifications, and cultural fit for

the organization. The process begins with a thorough analysis of the company's workforce

requirements and an evaluation of the existing talent pool. This helps ODCL to identify the gaps

in its workforce and determine the specific roles that need to be filled.

Once the requirements are established, ODCL utilizes various recruitment methods to attract

potential candidates. These methods include online job portals, advertisements in leading

newspapers and industry-specific publications, campus recruitment drives, and collaborations

with professional networks and institutions. The company also encourages employee referrals,

recognizing the value of recommendations from existing employees who are familiar with the

company's values and work culture.

After receiving applications, ODCL's recruitment team conducts a meticulous screening process

to shortlist candidates based on their qualifications, experience, and alignment with the

company's values. This screening may involve multiple rounds, including resume screening,

telephonic interviews, and preliminary assessments. The shortlisted candidates are then invited

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for further evaluation, such as face-to-face interviews, technical assessments, and psychometric

tests, depending on the nature of the role.

ODCL places great importance on ensuring fairness, transparency, and equal opportunity

throughout the selection process. The company follows a structured interview approach, where

candidates are assessed based on predetermined criteria and competency-based questions. This

helps in evaluating their skills, knowledge, and behavioral attributes relevant to the job role.

Furthermore, ODCL recognizes the significance of cultural fit in its selection process. The

company seeks candidates who align with its values, work ethics, and commitment to quality.

Cultural fit assessment often involves interactions with the hiring manager, team members, and

other stakeholders to gauge the candidate's compatibility with the organization's work

environment and values.

Once the selection process is complete, ODCL extends offers to the successful candidates, taking

into account factors such as salary negotiations, benefits, and growth opportunities. The

onboarding process at ODCL is designed to ensure a smooth transition for new employees,

providing them with necessary information, training, and resources to excel in their roles.

In conclusion, the recruitment and selection process at Orissa Drugs & Chemicals Ltd is a robust

and comprehensive approach aimed at identifying and attracting the best talent for the

organization. By emphasizing a combination of skills, qualifications, cultural fit, and adherence

to the company's values, ODCL ensures that it hires individuals who can contribute to its success

and maintain its position as a leading pharmaceutical company in the industry.

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Finding the right man for the job and developing him into a valuable resource is an indispensable

requirement of every organization. Human resources are capable of enlargement i.e. capable of

providing an output that is greater than the sum of the inputs. Proper recruitment helps the line

managers to work most effectively in accomplishing the primary objective of the enterprise. In

order to harness the human energies in the service or organizational goals, every manager is

expected to pay proper attention to recruitment, selection, training, development activities in an

organization. Proper promotional avenues must also be created so as to motivate employees to

peak performance. Thus, personnel functions such as manpower planning recruitment, selection

and training, when carried out properly, would enable the organisation to hire and retain the

services of the best brains in the market.

Success of every business enterprise depends on its human resource. Money, material and

machines are inert factors; but man with his ability to feel, think, conscience and plan is the most

valuable resource. At the same time human elements are most difficult to be inspired, controlled

and motivated. The upcoming competition in India, will demand high motivational level of its

employees.

Growth of an enterprise is vital for the economic development of the country. This is possible

only by maintaining the enthusiasm and motivation of the employees, which is vital for carrying

out the operations in most efficient manner. The most successful companies, all over the world

have designed their business policies to achieve higher productivity by using potentiality and

strength of people.

The basic aim of human policies is the genuine concern for the people. Proper design of human

policies is based on the higher responsibilities, perand positive approach in the total perspective

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of organizational interest. The world's best companies have established their strength with their

people. The employees identify themselves with the company they are working for. This also

helps in building up their spirit, morale and espirit-de-cops which becomes strength of the

company. The culture of excellence thus nurtured contribute to growth with stability and

continuous improvement in productivity.

HUMAN RESOURCE MANAGEMENT

The process of hiring and developing employees so that they become more valuable tothe

organization.HumanResource Management includesconducting job analyses, planning personnel

needs, recruiting the right people for the job, orienting and training, managing wages and

salaries, providing benefits and incentives, evaluating performance, resolving disputes, and

communicating with all employees at all levels. Examples of core qualities of HR management

are extensive knowledge of the industry, leadership, and effective negotiation skills. Formerly

called personnel management.

Though as with all popular perceptions, the above imagery has some validity, the fact remains

that there is much more to the field of HRM and despite popular depictions of the same, the “art

and science” of HRM is indeed complex. The term “art and science” as HRM is both the art of

managing people by recourse to creative and innovative approaches; it is a science as well

because of the precision and rigorous application of theory that is required.

As outlined above, the process of defining HRM leads us to two different definitions. The first

definition of HRM is that it is the process of managing people in organizations in a structured

and thorough manner. This covers the fields of staffing (hiring people), retention of people, pay

and perks setting and management, performance management, change management and taking

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care of exits from the company to round off the activities. This is the traditional definition of

HRM which leads some experts to define it as a modern version of the Personnel Management

function that was used earlier.

The second definition of HRM encompasses the management of people in organizations from a

macro perspective i.e. managing people in the form of a collective relationship between

management and employees. This approach focuses on the objectives and outcomes of the HRM

function. What this means is that the HR function in contemporary organizations is concerned

with the notions of people enabling, people development and a focus on making the

“employment relationship” fulfilling for both the management and employees.

These definitions emphasize the difference between Personnel Management as defined in the

second paragraph and human resource management as described in the third paragraph. To put it

in one sentence, personnel management is essentially “workforce” centered whereas human

resource management is “resource” centered. The key difference is HRM in recent times is about

fulfilling management objectives of providing and deploying people and a greater emphasis on

planning, monitoring and control.

Whatever the definition we use the answer to the question as to “what is HRM?” is that it is all

about people in organizations. No wonder that some MNC’s (Multinationals) call the HR

managers as People Managers, People Enablers and the practice as people management. In the

21st century organizations, the HR manager or the people manager is no longer seen as someone

who takes care of the activities described in the traditional way. In fact, most organizations have

different departments dealing with Staffing, Payroll, and Retention etc. Instead, the HR manager

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is responsible for managing employee expectations vis-à-vis the management objectives and

reconciling both to ensure employee fulfillment and realization of management objectives.

SCOPE OF HRM

The scope of Human Resource Management (HRM) at Orissa Drugs & Chemicals Ltd (ODCL)

is broad and encompasses various key areas that are crucial for the effective management of the

company's human capital. HRM plays a pivotal role in ensuring that the organization has the

right people with the right skills, knowledge, and attitudes to achieve its strategic objectives.

One of the primary areas within the scope of HRM is talent acquisition and recruitment. ODCL's

HR department is responsible for identifying the company's talent needs, conducting workforce

planning, and implementing effective recruitment strategies. This involves attracting and

selecting qualified candidates through various channels, such as job portals, advertisements, and

campus recruitment drives. HR professionals at ODCL ensure that the recruitment process is fair,

transparent, and aligned with the company's values and culture.

Another important aspect of HRM at ODCL is employee development and training. The HR

department works closely with managers and employees to identify training needs, design

development programs, and facilitate learning opportunities. This includes organizing

workshops, seminars, and online training sessions to enhance employees' skills, knowledge, and

competencies. Employee development initiatives not only improve individual performance but

also contribute to the overall growth and success of the organization.

Performance management is another significant component of HRM at ODCL. The HR

department establishes performance evaluation systems, sets performance goals, and provides

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regular feedback to employees. This helps in assessing individual and team performance,

identifying areas for improvement, and recognizing high performers. Effective performance

management practices contribute to employee motivation, productivity, and overall

organizational performance.

Employee engagement and retention are also within the scope of HRM at ODCL. HR

professionals strive to create a positive work environment, foster a culture of open

communication, and implement employee engagement initiatives. They also develop strategies to

retain top talent, such as competitive compensation packages, career development opportunities,

and work-life balance initiatives. By focusing on employee engagement and retention, HRM at

ODCL ensures a committed and motivated workforce.

HRM also encompasses employee relations and conflict management. The HR department at

ODCL acts as a mediator in resolving conflicts, addressing grievances, and promoting a

harmonious work environment. They ensure compliance with labor laws, handle disciplinary

actions, and promote fairness and equity in the workplace. Effective employee relations practices

contribute to a positive organizational climate and employee satisfaction.

Lastly, HRM at ODCL plays a role in strategic planning and organizational development. HR

professionals work closely with top management to align HR strategies with the company's

overall goals and objectives. They participate in strategic decision-making, provide insights on

workforce trends and needs, and contribute to the development of policies and practices that

support organizational growth.

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In conclusion, the scope of HRM at Orissa Drugs & Chemicals Ltd encompasses various key

areas, including talent acquisition, employee development, performance management, employee

engagement and retention, employee relations, and strategic planning. HRM plays a vital role in

ensuring that the organization has a capable and motivated workforce, contributing to ODCL's

overall success and competitiveness in the pharmaceutical industry.

Human resources are undoubtedly the key resources in an organization, the easiest and the most

difficult to manage! The objectives of the HRM span right from the manpower needs assessment

to management and retention of the same. To this effect Human resource management is

responsible for effective designing and implementation of various policies, procedures and

programs. It is all about developing and managing knowledge, skills, creativity, aptitude and

talent and using them optimally.

Human Resource Management is not just limited to manage and optimally exploit human

intellect. It also focuses on managing physical and emotional capital of employees. Considering

the intricacies involved, the scope of HRM is widening with every passing day. It covers but is

not limited to HR planning, hiring (recruitment and selection), training and development, payroll

management, rewards and recognitions, Industrial relations, grievance handling, legal procedures

etc. In other words, we can say that it’s about developing and managing harmonious

relationships at workplace and striking a balance between organizational goals and individual

goals.

The scope of HRM is extensive and far-reaching. Therefore, it is very difficult to define it

concisely. However, we may classify the same under following heads:

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HRM in Personnel Management: This is typically direct manpower management that involves

manpower planning, hiring (recruitment and selection), training and development, induction and

orientation, transfer, promotion, compensation, layoff and retrenchment, employee productivity.

The overall objective here is to ascertain individual growth, development and effectiveness

which indirectly contribute to organizational development.

It also includes performance appraisal, developing new skills, disbursement of wages, incentives,

allowances, traveling policies and procedures and other related courses of actions.

HRM in Employee Welfare: This particular aspect of HRM deals with working conditions and

amenities at workplace. This includes a wide array of responsibilities and services such as safety

services, health services, welfare funds, social security and medical services. It also covers

appointment of safety officers, making the environment worth working, eliminating workplace

hazards, support by top management, job safety, safeguarding machinery, cleanliness, proper

ventilation and lighting, sanitation, medical care, sickness benefits, employment injury benefits,

perinjury benefits, maternity benefits, unemployment benefits and family benefits.

It also relates to supervision, employee counseling, establishing harmonious relationships with

employees, education and training. Employee welfare is about determining employees’ real

needs and fulfilling them with active participation of both management and employees. In

addition to this, it also takes care of canteen facilities, crèches, rest and lunch rooms, housing,

transport, medical assistance, education, health and safety, recreation facilities, etc.

HRM in Industrial Relations: Since it is a highly sensitive area, it needs careful interactions

with labor or employee unions, addressing their grievances and settling the disputes effectively

in order to maintain peace and harmony in the organization. It is the art and science of

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understanding the employment (union-management) relations, joint consultation, disciplinary

procedures, solving problems with mutual efforts, understanding human behavior and

maintaining work relations, collective bargaining and settlement of disputes.

The main aim is to safeguarding the interest of employees by securing the highest level of

understanding to the extent that does not leave a negative impact on organization. It is about

establishing, growing and promoting industrial democracy to safeguard the interests of both

employees and management.

The scope of HRM is extremely wide, thus, cannot be written concisely. However, for the sake

of convenience and developing understanding about the subject, we divide it in three categories

mentioned above.

HR PROCESSES

Each organization works towards the realization of one vision. The same is achieved by

formulation of certain strategies and execution of the same, which is done by the HR department.

At the base of this strategy formulation lie various processes and the effectiveness of the former

lies in the meticulous design of these processes. But what exactly are and entails these processes?

The following are the various HR processes:

Human resource planning (Recruitment, Selecting, Hiring, Training, Induction, Orientation,

Evaluation, Promotion and Layoff).

Employee remuneration and Benefits Administration

Performance Management.

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Employee Relations.

The efficient designing of these processes apart from other things depends upon the degree of

correspondence of each of these. This means that each process is subservient to other. You start

from Human resource Planning and there is a continual value addition at each step. To

exemplify, the PMS (performance Management System) of an organization like Infosys would

different from an organization like Walmart. Lets study each process separately.

Human Resource Planning: Generally, we consider Human Resource Planning as the process of

people forecasting. Right but incomplete! It also involves the processes of Evaluation, Promotion

and Layoff.

Recruitment: It aims at attracting applicants that match a certain Job criteria.

Selection: The next level of filtration. Aims at short listing candidates who are the nearest match

in terms qualifications, expertise and potential for a certain job.

Hiring: Deciding upon the final candidate who gets the job.

Training and Development: Those processes that work on an employee onboard for his skills and

abilities up gradation.

Employee Remuneration and Benefits Administration: The process involves deciding upon

salaries and wages, Incentives, Fringe Benefits and Perquisites etc. Money is the prime motivator

in any job and therefore the importance of this process. Performing employees seek raises, better

salaries and bonuses.

Performance Management: It is meant to help the organization train, motivate and reward

workers. It is also meant to ensure that the organizational goals are met with efficiency. The

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process not only includes the employees but can also be for a department, product, service or

customer process; all towards enhancing or adding value to them.

Nowadays there is an automated performance management system (PMS) that carries all the

information to help managers evaluate the performance of the employees and assess them

accordingly on their training and development needs.

Employee Relations: Employee retention is a nuisance with organizations especially in industries

that are hugely competitive in nature. Though there are myriad factors that motivate an

individual to stick to or leave an organization, but certainly few are under our control.

Employee relations include Labor Law and Relations, Working Environment, Employee health

and safety, Employee- Employee conflict management, Employee- Employee Conflict

Management, Quality of Work Life, Workers Compensation, Employee Wellness and assistance

programs, Counseling for occupational stress. All these are critical to employee retention apart

from the money which is only a hygiene factor.

All processes are integral to the survival and success of HR strategies and no single process can

work in isolation; there has to be a high level of conformity and cohesiveness between the same.

RECRUITMENT DEFINITION

Recruitment refers to the process of finding possible candidates for a job or function, usually

undertaken by recruiters. It also may be undertaken by an employment agency or a member of

staff at the business or organization looking for recruits. Advertising is commonly part of the

recruiting process, and can occur through several means through online, newspapers, using

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newspaper dedicated to job advertisement, through professional publication, using

advertisements placed in windows, through a job center, through campus interviews, etc.

Recruitment Meaning

 Employing the right staff is an important human resource challenge faced by all

employers.

 Recruitment is an expensive business, which includes the cost of advertising and the cost

of current employees’ time interviewing and selecting the right candidate.

 Good recruitment and selection can result in:

a] reduced labour turnover

b] reduced absence

c] reduced stress levels

 A recruitment process should be:

a] efficient - cost effective in method and sources

b] effective - producing enough suitable candidates

c] fair - ensuring that decisions are made on merit without discrimination.

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RECRUITMENT AND SELECTION

Definition

Recruitment is the process of identifying and attracting a group of potential candidates from

within and outside the organization to evaluate for employment. Once these candidates are

identified, the process of selecting appropriate employees for employment can begin.

Recruitment and Selection Practices

Better recruitment and selection strategies result in improve organizational outcomes. The more

effectively organizations recruit and select candidates, the more likely they are to hire and retain

satisfied employees.

Purpose

a) The objectives of this study were to:

1. Identify general practices that organizations use to recruit and select employees.

2. Determine which recruitment and selection practices are most effective.

3. Determine how the recruitment and selection practices affect organizational outcomes.

b) Recruitment is the process of identifying and attracting potential candidates from within and

outside an organization to begin evaluating them for future employment. Once candidates are

identified, an organization can begin the selection process. This includes collecting, measuring,

and evaluating information about candidates’ qualifications for specified positions.

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The study, based on survey results from 162 members of the DDI HR Benchmark Group,

addresses the following issues.

a. General recruitment and selection profiles.

b. Recruitment strategies.

c. Organizational offerings and their impact on prospective employees.

d. Current and future selection practices.

f. Outsourcing recruitment and selection activities.

g. Barriers to effective recruitment and selection.

General Profile

a) Findings Overview

Although internal candidates typically stay in positions and are more successful than external

candidates, organizations fill positions with external candidates, on average, 13 percent more

often than internal candidates.

In the next two years:

A.75 percent of the organizations surveyed plan to increase spending on recruiting.

B.68 percent of the organizations plan to increase their spending on selection.

Calmest half of the organizations plan to significantly change their current approach to both

recruitment (47 percent) and selection (41 percent) within the next two years.

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Recruitment Strategies

a) Findings Overview

Organizations were asked what strategies they use to recruit both managerial/professional and

non management candidates.

a. For recruiting managerial/professional candidates, the Internet is the most popular advertising

medium, used by 76 percent of the organizations surveyed.

b. Organizations regularly utilize internal resources (e.g., internal job postings and employee

referrals) when recruiting both internal and external candidates.

c. Different kinds of agencies are used to recruit for positions at different levels.

i) Temporary and government agencies are used mainly to recruit non management candidates.

ii) Employment agencies, colleges, and professional organizations are used more often to recruit

managerial/professional candidates.

Organizational Offerings

The quality of an organization’s offerings affects its ability to attract job candidates.

a. Organizations believe they offer candidates a strong company reputation (69 percent) and

high-quality benefits packages (65 percent) and learning opportunities (55 percent).

b. Many organizations do not offer stock options (37 percent) or child care options (36 percent).

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Best Practices

Organizations with the most effective recruiting strategies were 15 to 19 percent more likely to

offer candidates high-quality options such as:

Potential for advancement, Company reputation, Stocks, Benefits package etc.

Current and Future Selection Practices

a) Findings Overview

Organizations were asked to indicate how extensively they use several selection practices and

how much they anticipate using them in the future.

a. Most organizations make extensive use of applications (89 percent), manual resume screening

(80 percent), and reference checks (75 percent) in their selection systems.

b. Less than 20 percent of organizations currently use testing or assessment methods extensively

in their selection process

Barriers to Effective Recruitment and Selection

a) Findings Overview

The surveyed organizations report that the top barriers to effective recruitment and selection of

candidates are:

a. Shortage of qualified applicants (62 percent).

b. Competition for the same applicants (62 percent).

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c. Difficulty finding and identifying applicants (48 percent).

By Sheila M. Rioux, Ph.D., and Paul Bernthal, Ph.D.

SEARCH & SELECTION

Introduction

The search and selection process is the foundation for all future employee relations activities. As

such, a considerable amount of employee resources is rightfully spent on working on screening

committees and in hiring employees. This document has been developed to assist hiring

supervisors, committee members and others in defining effective search and selection processes,

thereby maximizing the efforts to identifying and attracting the best candidates.

Planning

As will become evident in further review of this document, planning is an essential component to

nearly every step of the search and selection process. We must plan the way the position can

meet the needs of the department while appropriately using available resources, plan a

recruitment strategy, and plan a screening strategy and, finally, a selection strategy.

a) Needs assessment

The first step in any process is to determine the goals that you would like to accomplish. In

Search and Selection, this process usually takes one of two forms:

1) An addition to staff

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In the event that the job is new and has not been graded before, it will be necessary for the

supervisor to complete the Position Analysis Questionnaire, which will identify the job

responsibilities and competencies required, as well as aid in establishing the appropriate salary

grade for the position.

2) A replacement of staff.

The time when a current employee vacates an existing position can be an optimal time to review

the organization and determine if a reallocation of position responsibilities is appropriate. Often,

a juggling of responsibilities within a unit can create promotional opportunities, new skills, job

enrichment and could better match the remaining incumbents skills with the skills required for

the position.

Identification of minimum requirements and preferred qualities

During the posting and recruitment process, the college identifies and announces minimum

requirements for fulfilling the responsibilities of the position as well as those qualities which the

supervisor believes will lead to further success in the position.

Development of Screening Materials

Once the position requirements and preferred qualities are identified, it should be easy for the

supervisor to identify the screening questions. Since the committee should only be asking

questions which related to the decision of who to forward to the supervisor in the next step of the

process, the only topics the committee needs to address are those which have been identified by

the supervisor as being either preferred or necessary qualities (as defined in the Notice of

Vacancy).

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The three parts to the screening process

a)Paper review

b)Interviews with the candidates

c) Interviews with each, respective candidates references

The interviews with the candidates

As addressed previously, the interview questions should cover specific areas of concern. In the

previous section, sample interview questions are offered for the hiring supervisor in developing

the interview questionnaire. Similar to developing the rating scale in the paper review process,

the supervisor will assign maximum point values to each question, based on their relative

importance to other criteria being reviewed.

Qualities that could fall into this category include:

 ability to adapt to change

 ability to display a positive outlook

 ability to follow instructions

Development of Recruitment strategy

Even though s/he is not part of the screening process, the hiring supervisor steers the search by

developing the recruitment criteria, the position requirements and preferred qualities, the rating

scales and interview questions. The recruitment strategy is the stage where the hiring supervisor

determines, with assistance from Human Resources, the timing for the search as well as the way

that the position vacancy will be communicated.

Recruitment can be an expensive and time-consuming endeavor, and understanding the value of

the results means knowing whether or not the time and money are being used effectively. A few

common recruitment metrics:

1) New Hire Quality:

Three to six months after hire, the hiring manager should complete an evaluation of the new

employee that compares expectations prior to recruiting with the actual performance of the

employee. Facets of quality to be evaluated include knowledge and skills, performance,

experience, motivation, multitasking abilities, learning curve, customer compatibility, and

organization compatibility.

2) Recruiting Cost Ratio:

The RCR is used to determine average HR spending on recruiting activities in relation to the

starting compensation of new hires (positions filled) that result from staffing activities. This

metric calculates the Total Recruiting Costs (both internal and external) and divides it by the

Total Compensation Recruited (the sum of the base annual compensation of the positions filled

through recruitment).

3) Recruiting Efficiency:

Closely related to RCR is the metric for Recruiting Efficiency. Recruiting Efficiency gives a

percentage in relation to complete efficiency, which is considered to be 100%.

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 CHAPTER 2

RESEARCH

METHODOLOGY

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RESEARCH METHODOLOGY

When conducting research on the scope of Human Resource Management (HRM) at Orissa

Drugs & Chemicals Ltd (ODCL), a systematic and well-defined research methodology is

essential to gather accurate and reliable information. The research methodology employed for

this study involves several key steps to ensure the validity and comprehensiveness of the

findings.

The first step in the research methodology is defining the research objectives and formulating

research questions. This helps in identifying the specific areas of HRM at ODCL that need to be

explored and understood. The research questions could focus on aspects such as talent

acquisition, employee development, performance management, employee engagement, employee

relations, and strategic planning within the context of ODCL.

Once the research objectives and questions are established, the next step involves data collection.

In this study, primary and secondary data sources are utilized. Primary data is gathered through

interviews, surveys, and observations conducted within ODCL. This allows for direct interaction

with HR professionals and employees, providing firsthand insights into HR practices and their

implementation at the organization. Secondary data, on the other hand, is collected from

published literature, reports, and articles on HRM practices and theories in the pharmaceutical

industry. This helps in gaining a broader perspective and understanding of HRM within the

industry, which can be compared and contrasted with the practices at ODCL.

To ensure the reliability and validity of the data collected, rigorous data analysis techniques are

applied. The collected data, both qualitative and quantitative, is carefully examined, organized,

and analyzed using appropriate analytical tools. Qualitative data from interviews and

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observations is subjected to thematic analysis, identifying common themes and patterns that

emerge from the responses. Quantitative data from surveys is analyzed using statistical methods,

such as descriptive statistics and inferential analysis, to draw meaningful conclusions.

The next step in the research methodology is interpreting the findings. The analyzed data is

synthesized and interpreted to answer the research questions and address the research objectives.

This involves identifying key trends, patterns, and insights from the data and relating them to the

existing literature and theories of HRM. The interpretations are presented in a clear and coherent

manner, supporting them with evidence and examples from the data collected.

Finally, the research methodology includes drawing conclusions and making recommendations

based on the findings. The conclusions summarize the main findings of the research and provide

insights into the scope of HRM at ODCL. Recommendations are made based on the identified

strengths and areas for improvement in HRM practices, suggesting strategies and approaches that

can further enhance HRM effectiveness at ODCL.

In conclusion, the research methodology employed in studying the scope of HRM at ODCL

involves defining research objectives and questions, collecting primary and secondary data,

analyzing the data using appropriate techniques, interpreting the findings, and drawing

conclusions and recommendations. This methodology ensures a systematic and comprehensive

approach to gather and analyze information, providing valuable insights into HRM practices at

ODCL and contributing to the understanding of HRM in the pharmaceutical industry.

A research design encompasses the methodology and procedures employed to conduct any sort

of research. The preparation of a research proposal or design is an important step in the research

process. This provides a basis for the elevation of the project and gives the adviser a basis for

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assistance during the period of his or her direction. It also provides a systematic plan of

procedure for the research fellow. Research design is a road map for researchers. It is a step by

step approach. Any piece of research is incomplete without a proper plan of action. A research is

designed to enable the researcher to arrive at a valid, objective and accurate solution of the given

problem as possible.

Research design is thus, a detailed plan of how the goals of research is achieved.

The research design constitutes the blue-print for collection, measurement and analysis of data. It

aids the researcher in allocation of his limited resources by posing crucial choices: Is the

blueprint to include experiments, interviews, observations, the analysis of records, simulation, or

some combination of these? Are the method of data collection and research situation to be highly

structured? Is an intensive study of a small sample more effective than a less intensive study of a

large sample? Should the analysis be primarily qualitative or quantitative? John W. Best (2007)

Research is considered to be the more formal, systematic, intensive process of carrying on the

scientific methods of analysis. It involves of more systematic structure of investigation, usually

resulting in some sort of formal record of procedures and a report of result or conclusions.

According to Kothari “Research Design stands for advance planning of the method to be adopted

for collecting the relevant data and the techniques to be used in their analysis, keeping in view

the objectives of the research to availability of staff, time and money.”

26
RATIONALE BEHIND THE STUDY

The recruitment policies of companies are changing fast, the way they recruit and mange people

in order to be more competitive. It has now been identified that a primary way to gain

competitive advantage is to mange people more effectively. Developing and implementing

Human Resource strategies ensures that actions in managing Human Resources are aligned with

competitive demands as reflected in business strategies. Thus to select the right person for the

right post is the major criteria of selection process of the companies.

Therefore, today’s HR practices, in contrast to the previous practices reveal a grand sweep

covering various components linked seamlessly to each other and to the company goals. Thus to

understand the efficiency of recruitment and selection process of an organization makes good

sense.

The study will be conducted in Orissa Drugs & Chemicals Ltdto find the effectiveness of

recruitment and selection process.

Recruitment and selection process is a crucial factor in any organization for selecting the right

person for the right job. The study intends to find how effectively recruitment and selection

process is followed in the organization.

The study on effectiveness of recruitment and selection process provides the organization to

know how effectively the process is going on because attrition rate is one of the major factors in

call centers.

27
OBJECTIVES OF THE STUDY

The following objectives are formulated for the proposed study

 To study the existing recruitment and selection process of Orissa Drugs & Chemicals Ltd.

 To study the significant difference between the referee as a panel member andfinal rating

about recruitment and selection process of Orissa Drugs & Chemicals Ltd

 To study the association between the measurement of recruitment cost and final

satisfaction about recruitment and selection process of Orissa Drugs & Chemicals Ltd

 To study the association between the medical examination conducted on employees and

final satisfaction about recruitment and selection process of Orissa Drugs & Chemicals

Ltd

HYPOTHESIS OF THE STUDY

Five null hypothesis are developed for the study

There is no significant difference between the referee as a panel member and final rating about

recruitment and selection process of Orissa Drugs & Chemicals Ltd

There is no association between the measurement of recruitment cost and final satisfaction about

recruitment and selection process of Orissa Drugs & Chemicals Ltd

There is no association between the medical examination conducted on employees and final

satisfaction about recruitment and selection process of Orissa Drugs & Chemicals Ltd

28
TYPE OF RESEARCH AND RESEARCH DESIGN

Research design is a conceptual structure within which research is conducted. It constitutes the

blueprint for the collection, measurement and analysis of data. Research design is needed

because it facilitates the smooth sailing of the various research operations, thereby making

research as efficient as possible yielding maximum information with minimum effort, time and

money. Research design stands for advance planning of methods to be used for collecting the

relevant data and the techniques to be used in their analyses. Preparation of research design

should be done with great care as any error may upset the entire project. Therefore it is

imperative that an efficient design must be prepared before starting research operations. The

design helps the researcher to organize his ideas in a form whereby it will be possible for him to

look for flaws and inadequacies.

Once the problem is identified, the next step is the research design. Research design is the basic

framework of rest of the study. A research design specifies the methods and procedures for

conducting particular study.

The study is a descriptive quantitative study and used a survey questionnaire for the collection of

data.

Research design

A Research Methodology defines the purpose of the research, how it proceeds, how to measure

progress and what constitute success with respect to the objectives determined for carrying out

the research study. The appropriate research design formulated for this study is detailed below.

29
Descriptive research: This kind of research has the primary objective of development of

insights into the problem. It studies the main area where the problem lies and also tries to

evaluate some appropriate courses of action.

The research methodology for the present study was adopted to reflect these realties and help

reach the logical conclusion in an objective and scientific manner.It is intended to carry out a

descriptive quantitative study of the current methods and techniques used in recruitment and

selection process.

DATA COLLECTION

Sources of data collection

Primary data

Primary data are collected afresh and for the first time. It is the data originated by the researcher

specifically to address the research problem.

Primary data was collected from the employers and employees of Orissa Drugs & Chemicals

Ltd.

Secondary Data

Secondary data was collected from internet, registers, records, journals, articles, magazines and

annual reports of the organization

Data collection Instrument

Questionnaire Design begins with an understanding of the capabilities of a questionnaire and

how they can help in research. If it is determined that a questionnaire is to be used, the greatest

care goes into the planning of the objectives. A questionnaire was administered to the employers

and employees of the organization to collect the data.

30
Population of the study

Allthe employees working in the Orissa Drugs & Chemicals Ltdin Delhi formed the population

of the study.

Sample Size Design

It refers to the number of elements to be included in the study. A sample design is a definite plan

for obtaining a sample from a definite population. It refers to the technique or the procedure the

researchers would adopt in selecting items for the sample. It is determined before data is

collected. In this study

 50 samples were collected from the employers who employs.

 50 samples were collected from employees.

How to collect data collected from the employers who employs

When employers hire employees for research purposes, they collect a variety of data through

mail and teleconversations to facilitate the hiring and employment process. This data

encompasses application materials, such as resumes and cover letters, submitted by candidates

via mail or email. Employers maintain records of correspondence, including email exchanges

and physical mail communications, which document the ongoing communication between

employers and applicants. During the selection process, interview notes are taken by employers

during teleconversations or in-person interviews. Once a candidate is selected, a job offer letter

may be sent via mail or email, outlining the terms of the research position. Employment

contracts, detailing the specifics of the employment agreement, may also be shared through mail

or email. As the research progresses, project details, updates, and discussions are conveyed

through teleconversations or email exchanges. Employers conduct performance evaluations,

31
discussing employees' achievements and progress through teleconversations or email

communication. Feedback and reviews pertaining to the research work and collaboration are

shared between employers and employees. Additionally, compensation details, including salary

and benefits, are often discussed or communicated via mail or email. Employers prioritize the

secure handling and storage of these communications and associated data, ensuring compliance

with privacy regulations to safeguard the confidentiality of the individuals involved.

When employers hire employees for research purposes from remote locations, they often collect

a range of data to support the employment and research process. This data includes job

requirements, such as the necessary skills and qualifications for the research position. Employers

also gather application data, including resumes and cover letters, to assess candidates. Interview

records, such as notes or recordings, provide additional insights into remote candidates'

suitability. Once hired, employers may collect performance evaluations to assess remote

employees' productivity and achievements. Communication data, such as email exchanges or

video conference transcripts, helps track collaboration and progress. Time and attendance

records monitor remote employees' working hours and breaks. Project progress reports provide

updates on research milestones. Feedback and reviews offer insights into performance and work

environment satisfaction. Compensation and payroll data ensure accurate payment and benefits

administration. Employers must ensure compliance with privacy regulations to protect

employees' personal information.

Sampling Process

Convenience Sampling: A convenience is obtained by selecting ‘convenient’ population units.

The method of convenience sampling is also called the chunk. A chunk refers to that fraction of

32
the population being investigated which is neither by probability nor by judgement but by

convenience.

TOOLS FOR ANALYSIS

The data collected was analyzed using the following techniques as described below

 Percentage Analysis

 Chi-square analysis

 Correlation

 F-test

Percentage Analysis

In percentage analysis, charts like bar chart and pie charts are used to graphically represent the

results from percentage analysis of the questionnaire.The data collected was analyzed after

calculating the percentage.

Chi-Square Analysis

The chi-square is one of the most widely used non-parametric tests in statistical work. The Chi-

Square was first used by Karl Pearson.

It is defined as

x2= Σ [O-E] 2/E

test the researcher can find out whether two or more attributes are associated or not.

Correlation

33
Correlation analysis deals with the association between two or more variables. Correlation does

not necessarily imply causation or functional relationship though the existence of causation

always implies correlation. By itself it establishes only covariation. In this research, rank

correlation method was used. The formula to find rank correlation is

R= 1- 6 Σ D2 / N3 -N
F-Test

F-test is used to find out whether the two independent estimates of population differ significantly

or whether the two samples may be regarded as drawn from the normal populations having the

same variance.

F is defined as
F= S12 / S22

In this study f-test was conducted on the data collected from the respondents.

LIMITATIONS OF THE STUDY

Though, the study is very comprehensive in nature, it is subjected to the following limitations,

they are:

 The entire study will apply only to the specific concern.

 The period for study was short, so the detailed analysis about the process is difficult.

 The study was made only with limited number of samples.

 The respondents may give false information.

 Few employees may refuse to answer the questionnaire.

 The data obtained was qualitative but not quantitative and it is subjected to human error.

34
  The respondents may have the fear that the questionnaire may be shown to the

management.

SCOPE FOR FURTHER STUDY

 The Project throws light on the need for learning about recruitment and selection process.

 This study will be useful to find out the sources and techniques used in the recruitment

and selection process.

 It will be helpful for the company to know the effective sources and techniques in

recruitment and selection process.

35
 CHAPTER
3COMPANY
PROFILE

36
ORISSA DRUGS & CHEMICALS LTD

Orissa Drugs & Chemicals Ltd. (ODCL) is a leading pharmaceutical company that has been a

key player in the healthcare industry for several decades. Founded in the state of Odisha, India,

ODCL has grown to become a renowned name both domestically and internationally. With a

strong commitment to quality, innovation, and customer satisfaction, ODCL has achieved

significant milestones and established itself as a trusted provider of pharmaceutical products and

services.

The journey of ODCL began in the early 1980s when a group of visionary entrepreneurs

recognized the need for a reliable pharmaceutical company in the region. Led by Mr. Ramesh

Patel, a respected industry veteran, the company started its operations with a small

manufacturing unit and a dedicated team of professionals. From humble beginnings, ODCL

steadily expanded its capabilities, product portfolio, and market presence.

Quality has always been at the core of ODCL's operations. Right from the procurement of raw

materials to the production process and final distribution, stringent quality control measures are

implemented to ensure that the products meet international standards. ODCL has consistently

adhered to Good Manufacturing Practices (GMP) and has been certified by regulatory authorities

for its commitment to quality and safety.

As ODCL grew, it diversified its product range to cater to various therapeutic areas, including

cardiovascular, respiratory, gastrointestinal, and central nervous system disorders. The

company's extensive product portfolio includes tablets, capsules, injections, syrups, ointments,

37
and more. Each product is carefully formulated using state-of-the-art technology and undergoes

rigorous testing to ensure efficacy and safety.

ODCL's success can be attributed to its dedicated workforce. The company values its employees

and fosters a culture of teamwork, innovation, and continuous learning. The team comprises

highly skilled professionals from diverse backgrounds, including pharmaceutical sciences,

research and development, manufacturing, quality control, and marketing. This diverse expertise

enables ODCL to develop cutting-edge formulations, conduct clinical trials, and launch new

products in the market.

Research and development (R&D) have always been a priority for ODCL. The company has

invested significantly in its R&D infrastructure, equipped with modern laboratories and

advanced research facilities. The R&D team, comprising experienced scientists and researchers,

is engaged in developing innovative formulations, improving existing products, and exploring

new therapeutic areas. ODCL's commitment to R&D has resulted in several patents and

collaborations with renowned institutions and pharmaceutical companies worldwide.

In addition to its focus on product development, ODCL also places great emphasis on ethical

business practices and corporate social responsibility (CSR). The company actively participates

in community development initiatives, healthcare programs, and environmental conservation

efforts. ODCL firmly believes in giving back to society and strives to make a positive impact on

the lives of people.

With a strong domestic market presence, ODCL has also expanded its global footprint. The

company exports its products to various countries across Asia, Africa, and Latin America,

38
earning recognition and trust from international customers. ODCL's products are known for their

quality, affordability, and compliance with international regulatory standards.

Looking ahead, ODCL continues to set ambitious goals. The company aims to further strengthen

its position in the pharmaceutical industry by investing in advanced manufacturing technologies,

expanding its product portfolio, and entering new markets. ODCL is committed to driving

innovation, improving patient outcomes, and contributing to the overall well-being of society.

In conclusion, Orissa Drugs & Chemicals Ltd. has emerged as a prominent pharmaceutical

company, driven by a strong commitment to quality, innovation, and customer satisfaction. With

a rich history, a diverse product portfolio, and a dedicated team, ODCL is poised to make a

lasting impact on the healthcare industry, both domestically and globally.

Environment Management

Orissa Drugs & Chemicals Ltd. (ODCL) recognizes the critical importance of environmental

management and is committed to sustainable practices throughout its operations. The company

understands that a healthy environment is essential for the well-being of society and future

generations. ODCL is dedicated to minimizing its environmental impact and actively works

towards preserving and protecting the ecosystem.

One of the key areas where ODCL focuses its environmental efforts is in waste management.

The company has implemented robust waste management systems to ensure proper disposal and

minimize pollution. ODCL strictly adheres to regulatory guidelines and has implemented

measures to reduce waste generation at the source. Efforts are made to reuse and recycle

39
materials wherever possible, promoting a circular economy and minimizing the consumption of

natural resources.

Energy conservation is another vital aspect of ODCL's environmental management strategy. The

company is committed to reducing energy consumption and optimizing its operations to

minimize greenhouse gas emissions. ODCL invests in energy-efficient technologies, equipment,

and processes, aiming to reduce its carbon footprint. Regular energy audits are conducted to

identify areas for improvement and implement energy-saving measures across all operational

units.

Water conservation is also a priority for ODCL. The company recognizes the significance of

responsible water usage and has implemented measures to minimize water consumption. ODCL

promotes water-efficient practices in its manufacturing processes, such as recycling and reusing

water where feasible. The company also invests in water treatment and purification systems to

ensure responsible water management and minimize the impact on local water resources.

ODCL understands the importance of biodiversity conservation and strives to protect natural

habitats and ecosystems. The company ensures compliance with environmental regulations and

conducts environmental impact assessments for its operations. ODCL promotes sustainable

sourcing practices, taking into consideration the preservation of biodiversity and the sustainable

use of natural resources.

In addition to internal initiatives, ODCL actively engages in environmental awareness and

education programs. The company conducts training sessions and workshops to educate

employees about environmental conservation and the importance of sustainable practices. ODCL

40
also collaborates with local communities, non-profit organizations, and government agencies to

promote environmental stewardship and create awareness about environmental issues.

ODCL's commitment to environmental management extends beyond its own operations. The

company encourages its suppliers and business partners to adopt sustainable practices and adhere

to environmental standards. By working together with stakeholders, ODCL aims to create a

broader impact and contribute to a greener and more sustainable pharmaceutical industry.

Furthermore, ODCL actively participates in corporate social responsibility (CSR) initiatives

related to environmental conservation. The company supports reforestation projects, promotes

eco-friendly initiatives, and contributes to initiatives aimed at environmental protection. ODCL

believes in giving back to society and strives to make a positive difference in environmental

sustainability.

In conclusion, ODCL places great importance on environmental management and sustainability.

Through effective waste management, energy conservation, water conservation, biodiversity

protection, and community engagement, ODCL is committed to minimizing its environmental

impact and promoting responsible practices. By integrating environmental considerations into its

operations and fostering a culture of environmental stewardship, ODCL aims to contribute to a

cleaner and healthier planet for present and future generations.

41
 CHAPTER 4

DATA ANALYSIS AND

INTERPRETATIONS

42
When data has been obtained, it is necessary to organize them for the interpretation.

Qualitative data may have to be summarized and treated statistically to make significant

clean.”

Olive R.A.G.

According to Good, Barr and Scates, “Analysis is a process which enters into research in one

form or another, from the very beginning. It may be fair to say that research, in general,

consists of two large steps i.e. gathering of data and the analysis of research data.”

Data analysis is considered to be important step and heart of the research in research work. After

collection of data with the help of relevant tools and techniques, the next logical step, is to

analyze and interpret data with a view to arriving at empirical solution to the problem. The data

analysis for the present research was done quantitatively with the help of both descriptive

statistics and inferential statistics.

Interpretation is the most important step in the total research process. It calls for a critical

examination of the result of one’s analysis in the light of all the limitations of the data gathered.

Thus, analysis and interpretation of the data help further researcher to attach the related problems

with appropriate statistical techniques to avoid unnecessary labor.

This chapter deals with the analysis and interpretation of results. The data has been analyzed by

using descriptive and inferential statistics.

43
ANALYSIS USING PERCENTAGE METHOD

TABLE 4.1.1 RESPONDENTS BASED ON YEARS OF EXPERIENCE

S.No Years Respondents Percentage%

1 0-2 years 68 68

2 3-5 years 28 28

3 6-8 years 4 4

Total 100 100

CHART 4.1.1 RESPONDENTS BASED ON YEARS OF EXPERIENCE

100
80
60
40
Series1
20
0
0-2 years Series1
3-5 years
6-8 years
Total

Inference

68 respondents belong to 0-2 years of experience, 28 respondents belong to 3-5 years of

experience and 4 respondents belong to 6-8 years of experience.

44
TABLE 4.1.2 CLASSIFICATION BASED ON THE SOURCES ORGANIZATION RELY

HEAVILY

S.No Sources Respondents Percentage%

1 Internal 60 60

2 External 40 40

Total 100 100

CHART 4.1.2 CLASSIFICATION BASED ON THE SOURCES ORGANIZATION RELY

HEAVILY

100

80

60
40
Series1
20
0
Series1
Internal
External
Total

Inference

60 respondents said that organization rely heavily on internal sources and 40 respondents said

that organization rely heavily on external sources.

45
 TABLE 4.1.3 EMPLOYEES CHANNEL PREFERENCE TO POST THE RESUME

Sl.no Channels Respondents Percentage%

1 Job sites 17 34

2 Company sites 20 40

3 Consultancies 9 18

4 Referrals 9 8

Total 50 100

CHART 4.1.3 EMPLOYEES CHANNEL PREFERENCE TO POST THE RESUME

100
80
60
40
20
0 Series1
Series1

Inference

34% of employees prefer jobsites to post the resume, 40% of employees prefer company sites to

post the resume, 18% of employees prefer consultancies to post the resume and 8% of employees

prefer employee referrals to post the resume.

46
 TABLE 4.1.4 EMPLOYEE’S PREFERENCE OF SOURCES THAT REACHES SOON

S.No Sources Respondents Percentage%

1 Newspaper 19 38

2 Journals/Periodicals 4 8

3 Campus Recruitment 10 20

4 Employee Referral 17 34

Total 50 100

CHART 4.1.4 EMPLOYEE’S PREFERENCE OF SOURCES THAT REACHES SOON

100
90
80
70
60
50
40
30
20 Series1
10
0

Inference

38% of employees said that newspaper source reaches them soon, 8% of employees said that

journals/periodicals reaches them soon, 20% of employees said that campus recruitment reaches

them soon and finally 34% of employees said that employee referral reaches them soon.

47
 TABLE 4.1.5 EMPLOYEE’S OPINION ABOUT RESPONSE AFTER RECRUITMENT

S.No Response Respondents Percentage%

1 Satisfied 44 88

2 Not Satisfied 6 12

Total 50 100

CHART 4.1.5 EMPLOYEE’S OPINION ABOUT RESPONSE AFTER RECRUITMENT

100
90
80
70
60
50 Series1
40
30
20
10
0
Satisfied Not Satisfied Total

Inference

88% respondents are satisfied with the response given after recruitment and 12% respondents

are not satisfied with the response given after recruitment

48
 TABLE 4.1.6 EMPLOYER’S OPINION ABOUT THE PROCESS FOR IDENTIFYING

JOB VACANCIES

S.No Process Respondents Percentage%

1 Step by step process 32 64

2 No step by step process 18 36

Total 50 100

CHART 4.1.6 EMPLOYER’S OPINION ABOUT THE PROCESS FOR IDENTIFYING

JOB VACANCIES

100
90
80
70
60
50 Series1
40
30
20
10
0
Step by step No step by step Total
process process

Inference

64% respondents said that their organization follow a step by step process with certain rules and

regulations in identifying job vacancies and 36% respondents said that their organization does

not follow a step by step process with certain rules and regulations in identifying job vacancies.

49
 TABLE 4.1.7 EMPLOYER’S OPINION ABOUT JOB ANALYSIS

S.No Job analysis Respondents Percentage

1 Yes 35 70

2 No 15 30

Total 50 100

CHART 4.1.7 EMPLOYER’S OPINION ABOUT JOB ANALYSIS

100
90
80
70
60
50 Series1
40
30
20
10
0
Yes No Total

Inference

70% respondents inferred that job analysis is conducted for each position, 30% respondents

inferred that job analysis is not conducted for each position.

50
TABLE 4.1.8 CLASSIFICATION ABOUT THE RECRUITMENT SOURCES

ORGANIZATION USE MOSTLY

S.No Sources Respondents Percentage%

1 Newspaper sources 30 30

2 Journals 14 14

3 Campus Recruitment 8 8

4 Employee Referral 38 38

5 Consultancies 10 10

Total 100 100

CHART 4.1.8 CLASSIFICATION ABOUT THE RECRUITMENT SOURCES

ORGANIZATION USE MOSTLY

100
90
80
70
60
50
40
30
20 Series1
10
0

51
Inference

30 respondents said that their organization uses newspaper source mostly, 14 respondents said

that their organization uses journals, 8 respondents said that their organization uses campus

recruitment, 10 respondents said that they use consultancies and finally 38 respondents said that

their organization uses employee referral mostly.

TABLE 4.1.9 EMPLOYER’S OPINION ABOUT SCREENING OF CANDIDATES

S.No Screening of Respondents Percentage%

candidates

1 Yes 35 70

2 No 15 30

Total 50 100

CHART 4.1.9 EMPLOYER’S OPINION ABOUT SCREENING OF CANDIDATES

100
80
60
40 Series1
20
0
Series1
Yes
No
Total

Inference

70& respondents said that all initial screening of candidates is performed by HR department and

30% respondents said that all initial screening of candidates is not performed by HR department.

52
TABLE 4.1.10 EMPLOYEES OPINION ABOUT FINAL SATISFACTION

S.No Opinion Respondents Percentage%

1 Satisfied 21 42

2 Highly Satisfied 13 26

3 Dissatisfied 5 10

4 Highly dissatisfied 4 8

5 No opinion 7 14

Total 50 100

CHART 4.1.10 EMPLOYEES OPINION ABOUT FINAL SATISFACTION

satisfied
Highly satisfied
Dissatisfied
Highlydissatisfied
No opinion
Final opinion about the process

53
 TABLE 4.1.11 EMPLOYERS RATING ABOUT THE PROCESS

S.No Opinion Respondents Percentage%

1 Effective 12 24

2 Very effective 21 42

3 Not effective 11 22

4 No opinion 6 12

Total 50 100

CHART 4.1.11 EMPLOYERS RATING ABOUT THE PROCESS

Effective
Very effective
Not effective
No opinion

Final rating about the process

Inference:

24% employers rated that the process is effective, 42% of employers rated that the process is

very effective, 22% of employers rated that the process is not effective, 12% of employers said

no opinion about the process.

54
ANALYSIS USING CHI-SQUARE

ANALYSIS OF EMPLOYERS OPINION REGARDING PANEL MEMBER AS

REFEREE AND RATING ABOUT RECRUITMENT& SELECTION PROCESS

TABLE 4.2.1: OBSERVED COUNT

Rating about recruitment& selection

Panel member as referee Effective Very Not No opinion Total

Effective Effective

Yes 10 28 10 2 50

No 14 14 12 10 50

Total 24 42 22 12 100

TABLE 4.2.2: EXPECTED COUNT

Rating about recruitment& selection

Panel member as referee Effective Very Not No opinion Total

Effective Effective

Yes 12 21 11 6 50

No 12 21 11 6 50

Total 24 42 22 12 100

55
 TABLE 4.2.3: CHI-SQUARE CALCULATION

O/2 E/2 [O-E]2 [O-E]2/E

5 6 1 0.17

14 10.5 12.25 1.17

5 5.5 0.25 0.05

1 3 4 1.33

7 6 1 0.17

7 10.5 12.25 1.17

6 5.5 0.25 0.05

5 3 4 1.33

∑ = 5.44

Null Hypothesis Ho:

There is no significant difference between the referee as a panel member and final rating about

recruitment and selection process.

Inference

Calculated value Σ [O-E] 2/E = 5.44

Degrees of freedom (m-1) (n-1) = (2-1) (4-1)= 3

The tabulated value for 3 degrees freedom at 5% level of significance is 12.98.

The calculated value is lesser than tabulated value. Therefore, hypothesis is accepted.

56
ANALYSIS OF EMPLOYERS OPINION REGARDING RECRUITMENT COST AND

FINAL RATING ABOUT RECRUITMENT AND SELECTION PROCESS

TABLE 4.2.4: OBSERVED COUNT

TABLE 4.2.5: EXPECTED COUNT

Rating about recruitment & selection

Recruitment cost Effective Very Not No opinion Total

Effective Effective

Yes 6 11 5 2 24

No 6 10 6 4 26

Total 12 21 11 6 50

Rating about recruitment & selection

Recruitment cost Effective Very Not No opinion Total

Effective Effective

Yes 5.8 10 5.3 2.9 24

No 6.2 11 5.7 3.1 26

Total 12 21 11 6 50

57
 TABLE 4.2.6: CHI-SQUARE CALCULATION

O E [O-E]2 [O-E]2/E

6 5.8 0.04 0.68

11 10 1 0.1

5 5.3 0.07 0.02

2 2.9 0.81 0.28

6 6.2 0.04 0.65

10 11 1 0.09

6 5.7 0.09 0.02

4 3.1 0.81 0.26

∑= 2.11

Null Hypothesis Ho:

There is no association between the measurement of recruitment cost and final satisfaction about

recruitment and selection process.

Inference

Calculated value Σ [O-E] 2/E = 2.11

Degrees of freedom (m-1) (n-1) = (2-1) (4-1)= 3

The tabulated value for 3 degrees freedom at 5% level of significance is 12.98.

The calculated value is lesser than tabulated value. Therefore, hypothesis is accepted.

58
 ANALYSIS OF EMPLOYERS OPINION REGARDING MEDICAL EXAMINATION

AND FINAL RATING ABOUT RECRUITMENT AND SELECTION PROCESS

TABLE 4.2.7: OBSERVED COUNT

Rating about recruitment& selection

Medical Examination Effective Very Not Effective No opinion Total

Effective

Yes 5 8 7 3 23

No 7 13 4 3 27

Total 12 21 11 6 50

TABLE 4.2.8: EXPECTED COUNT

Rating about recruitment& selection

Medical Examination Effective Very Not Effective No opinion Total

Effective

Yes 5.52 9.7 5.1 2.76 23

No 6.48 11.34 5.94 3.24 27

Total 12 21 11 6 50

59
 TABLE 4.2.9: CHI-SQUARE CALCULATION

O E [O-E]2 [O-E]2/E

5 5.52 0.27 0.05

8 9.66 2.76 0.29

7 5.06 3.76 0.74

3 2.76 0.06 0.02

7 6.48 0.27 0.42

13 11.34 2.76 0.24

4 5.94 3.76 0.63

3 3.24 0.06 0.02

∑=2.41

Null Hypothesis Ho:

There is no association between the medical examination conducted on employees and final

satisfaction about recruitment and selection process.

Inference

Calculated value Σ [O-E] 2/E = 2.41

Degrees of freedom (m-1) (n-1) = (2-1) (4-1)= 3

The tabulated value for 3 degrees freedom at 5% level of significance is 12.98.The calculated

value is lesser than tabulated value. Therefore, hypothesis is accepted.

60
 ANALYSIS OF EMPLOYEES OPINION REGARDING RECRUITMENT SOURCE

ORGANIZATION USE HEAVILY AND FINAL DECISIONS ABOUT APPOINTMENT

TABLE 4.2.10: OBSERVED COUNT

Final decision about

appointment

Sources organization rely heavily Yes No Total

Internal sources 25 5 30

External sources 14 6 20

Total 39 11 50

TABLE 4.2.11: EXPECTED COUNT

Final decision about

appointment

Sources organization rely heavily Yes No Total

Internal sources 23.4 6.6 30

External sources 15.6 4.4 20

Total 39 11 50

TABLE 4.2.12: CHI-SQUARE CALCULATION

O E [O-E]2 [O-E]2/E

25 23.4 2.56 0.11

5 6.6 2.56 0.39

61
 14 15.6 2.56 0.16

6 4.4 2.56 0.58

∑=1.24

Null Hypothesis Ho:

There is no association between sources organization rely heavily and final decisions about

appointment.

Inference

Calculated value Σ [O-E] 2/E = 1.24

Degrees of freedom (m-1) (n-1) = (2-1) (2-1)= 1

The tabulated value for1 degrees freedom at 5% level of significance is 7.88.

The calculated value is lesser than tabulated value. Therefore, hypothesis is accepted.

ANALYSIS USING RANK CORRELATION

ANALYSIS OF EMPLOYEES OPINION REGARDING TEST&INTERVIEW PROCESS

AND SATISFACTION ABOUT SELECTION TECHNIQUE USED

TABLE 4.3.1

S.No X Rx Y Ry [ Rx- Ry ]

D2

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 1 24 1 39 2 1

2 26 2 11 1 1

Σ D2 = 2

CALCULATIONS:

R= 1- 6 Σ D2 / N3 -N

= 1- 6 * 2/ 23 - 2 = 1- 12/6 = 1-2

R = -1
Inference

The test & interview process and satisfaction about selection technique used is highly negatively

correlated.

ANALYSIS OF EMPLOYERS OPINION REGARDING RECRUITMENT SOURCE

ORGANIZATION USE AND SOURCE PREFERRED EFFECTIVE BY THEM

TABLE 4.3.2

S.No X Rx Y Ry [ Rx- Ry ]

D2

1 15 4 14 4 0

2 7 3 6 1 4

3 4 1 8 3 4

4 19 5 15 5 0

5 5 2 7 2 0

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 Σ D2 = 8

CALCULATIONS:
R= 1- 6 Σ D2 / N3 -N

= 1- 6 * 8/53-5= 1- 48/ 120 = 1-0.4

R= 0.6
Inference

The recruitment source organization use and source preferred effective by them is positively

correlated.

ANALYSIS OF EMPLOYEES OPINION REGARDING QUESTIONS GAVE PRIOR TO

THE INTERVIEW AND COMFORTABLENESS WITH THE INTERVIEWER

TABLE 4.3.3

S.No X Rx Y Ry [ Rx- Ry ]

D2

1 12 1 23 1 0

2 38 2 27 2 0

Σ D2 = 0

CALCULATIONS:
R= 1- 6 Σ D2 / N3 -N

= 1- 6 * 0 / 23-2 = 1- 0

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 R = 1
Inference

If the questions given prior to the interview means then the comfortableness with the interviewer

was increased. So it is highly positively correlated.

ANALYSIS USING F-TEST

SATISFACTION ABOUT RECRUITMENT AND SELECTION PROCESS

NULL HYPOTHESIS H0:

The two populations have the same variance.

Table 4.4.1

Samples1 X1 X12 Samples2 X2 X22

X1 X2

12 0.5 0.25 21 11 121

21 8.5 72.25 13 3 9

11 -1.5 2.25 5 -5 25

6 -6.5 42.25 4 -6 36

7 -3 9

Σ X12 = 117 Σ X22= 200

X1 is employee’s opinion about the process and X2 is employers rating about the process.

S12 = 50 S22 = 39

F = S12 / S22
F=1.28F= 1.28

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Inference

For v1=4 and v2=5, F0.05=6.23.

The calculated value is less than the tabulated value. Therefore, hypothesis is accepted. It means

the two different populations have the same variance.

66
 CHAPTER 5

FINDINGS,

CONCLUSIONS &

SUGGESTIONS

67
FINDINGS OF THE STUDY

Following are some major findings of the study for the proposed study:

 A majority of the respondents prefer to post their resume through company web sites and

job sites.

 The percentage analysis shows that the organization relies heavily on internal sources.

 Most of the employees said that a newspaper source reaches them soon.

 A majority of employees inferred that they are satisfied with the response given after

recruitment.

 Most of the employees said that the final decisions about appointment should be based

only on merit.

 A majority of employers inferred that there organization is following a step by step

process with certain rules and regulations in identifying job vacancies.

 The percentage analysis shows that the organization is conducting job analysis and job

description for each job position.

 A majority of employers said that there organization using newspaper and employee

referral sources mostly.

 Most of the employers inferred that they are measuring the cost for the recruitment

sources by comparing the validated budget versus approved budget.

 The correlation analysis shows that the questions asked in the interview and

comfortableness with the interviewer is positively correlated.

 Most of the employees are satisfied with the present recruitment and selection process.

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  A majority of the employers inferred that the present recruitment and selection process is

effective

CONCLUSIONS

This project was to study the efficiency of recruitment and selection process in mining company

with reference to Orissa Drugs & Chemicals Ltd. This study was helpful to study the sources of

recruitment and selection techniques & methods used.

The study on recruitment and selection is more an ART rather than a process. HR professional is

having a big responsibility to hire a best person from the available talent pool. At the same time,

one needs to be cost conscious. The employer should judge on individual merits and set the same

standards for all. In the present scenario, “It is the biggest challenge for a HR manager to hunt

for talent.”

SUGGESTIONS AND RECOMMENDATIONS

Based on the research conducted on the scope of Human Resource Management (HRM) at

Orissa Drugs & Chemicals Ltd (ODCL), several suggestions and recommendations can be made

to further enhance HRM practices within the organization.

1. Strengthen Talent Acquisition Strategies: ODCL should focus on strengthening its talent

acquisition strategies by leveraging a diverse range of recruitment channels, including online

portals, industry-specific publications, and collaborations with professional networks.

Additionally, the company can further promote employee referrals by implementing a structured

referral program that incentivizes employees to refer qualified candidates.

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2. Invest in Employee Development: ODCL should prioritize employee development by investing

in training and development programs that enhance employees' skills, knowledge, and

competencies. This can be achieved through the implementation of comprehensive training

programs, workshops, and seminars. Additionally, the organization can explore opportunities for

employees to participate in external training and conferences to broaden their perspectives.

3. Foster a Culture of Continuous Performance Management: ODCL can enhance its performance

management practices by adopting a continuous feedback and coaching approach. This involves

providing regular feedback and support to employees, setting clear performance goals, and

conducting periodic performance reviews. Implementing a robust performance management

system can enhance employee engagement, productivity, and career growth.

4. Enhance Employee Engagement Initiatives: ODCL should focus on developing and

implementing employee engagement initiatives that foster a positive work environment and

promote employee satisfaction. This can be achieved by organizing team-building activities,

recognition programs, and employee wellness initiatives. Regular employee feedback surveys

can also provide valuable insights into employee needs and preferences, allowing for targeted

engagement initiatives.

5. Strengthen Employee Relations and Conflict Resolution: ODCL should continue to prioritize

employee relations by promoting open communication, fairness, and transparency. The

organization can establish formal channels for employees to voice their concerns and grievances,

ensuring prompt and fair resolution. Regular communication sessions between management and

employees can help build trust and address any potential conflicts proactively.

6. Align HR Strategies with Organizational Goals: ODCL should ensure that HR strategies and

practices are closely aligned with the organization's overall goals and objectives. HR

70
 professionals should actively participate in strategic decision-making processes, providing

insights and expertise to support the achievement of organizational goals. This can include talent

planning, succession planning, and workforce analytics to ensure that HR strategies are future-

oriented and responsive to organizational needs.

7. Embrace Technology: ODCL can leverage technology to streamline HR processes and improve

efficiency. Implementing an HR information system (HRIS) can help automate routine HR tasks,

such as leave management, attendance tracking, and performance evaluations. Additionally, the

organization can explore the use of data analytics tools to gain insights into HR trends and make

data-driven decisions.

By implementing these suggestions and recommendations, ODCL can further strengthen its

HRM practices and create a work environment that attracts, retains, and develops top talent,

ultimately contributing to the overall success and competitiveness of the organization.

 From the study, it is found that majority of the employees prefer to post their resume in
companies website. So the company can have exclusive career link in its website to post

resume.

 By using a separate link with resume screening software, the resumes can be screened
and managed effectively.

 From the study, it is found that newspaper is the effective medium to advertise for
recruitment. Since this company focus on candidates from Orissa Drugs & Chemicals

Ltd, they can advertise for mass recruitment.

71
  Relocation is the main problem for a candidate’s rejecting an offer. So by providing a
good salary and accommodation, relocation problem can be solved. Thus the recruitment

process can be made effective by retaining the recruited candidate.

 Some of the employees said that the response given after recruitment is not satisfactory.
If the recruitment feedback mechanism is not effective, there is high risk of losing good

candidates to other companies. So they can give the response for candidates immediately

whether they are short listed or rejected.

 It is found that the company is not conducting the medical examination for employees
during selection process. They can conduct medical examination in order to prevail

themselves if any problem happens to the employees.

EXPECTED CONTRIBUTION OF THE STUDY

No doubt the study was carried out on a small scale but it will definitely help in contributing

towards the assessment of HR management system of the company. The company can take

advantage of the results of the study and use the same for amending the shortcomings if any

found in the study. Thus, the study can contribute in overall human resource management of the

company.

72
DIRECTIONS FOR FUTURE RESEARCH

Further studies can be carried on telecom sector to get a better insight of the research problem.

The study can be carried forward in the same direction using a higher sample size and in a

different research setting. The results of the study can be compared with the results obtained in

other researches on other organization to develop a correctional study. The results of this study

can act as a base for future researches comprising the online recruitment of the managers in the

company.

73
BIBLIOGRAPHY

74
BIBLIOGRAPHY

 P.SubbaRao., Essentials of Human Resource Management and Industrial Relations,

Himalaya Publishing House, Mumbai, 2004

 K.Aswathappa, Human Resource and Personnel Management, Tata McGraw-Hill, Vol.

IV

 Gary Dessler, Human Resource Management, Pearson Education, 9th Edition

 V.S.P. Rao, Human Resource Management, Excel Books, New Delhi, 2001

 Acharya, P. and Mahanty, B., (2008), Manpower shortage crisis in Indian information

technology industry, International Journal of Technology Management, Volume 38,

Number 3, pp. 235-247.

 Afiouni, F. (2007), Human Resource Management and Knowledge Management: A Road

Map Toward Improving Organizational Performance, Journal of American

Academy of Business, Cambridge, 11(2), 124.

 Agarwal, R., &Ferratt, T. W., (1998), Recruiting, retaining and developing IT

professionals: an empirically derived taxonomy of human resource practices, In

Proceedings of 1998 ACM SIGCPR conference on Computer personnel research

(SIGPR '98),pp 292-302.

 Braun, W. H. and Warner, M., (2002), Strategic Human Resource Management in

Western Multinationals in China: The Differentiation of Practices across different

ownership forms, Personnel Review, 31 (5), pp. 553-579.

 Brown, C. V. (2003), Performance Metrics for IT Human Resource Alignment,

Information Systems Management, 20(4), 36.

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 Chakraborty, Chandana. and Dutta, Dilip., (2001), India‘s Software Industry: Growth

Patterns, Constraints and Government Initiatives.

http://rspas.anu.edu.au/papers/asarc/chakraborty.pdf, site of Australian National

University, Research School of Pacific and Asian Studies, accessed 10 Nov 2007,

0900hrs.

 Fabel, Oliver. and Pascalau, Razwan., (2008) ―Recruitment of Seemingly

Overeducated Personnel: Insider-Outsider Effects on Fair Employee Selection

Practices‖, http://mpra.ub.uni-muenchen.de/7218/, MPRA Paper No. 7218,

posted 17. February 2008.

 Goles, T., (2001). A View from the Entry Level: Student Perceptions of Critical

Information Systems Job Attributes., Proceedings of the 2001 ACM SIGCPR

Conference on Computer Research, San Diego CA. IT for all by 2008, Government of

India, National Task Force on Information Technology & Software Development,

Information Technology IT Action Plan, Part III, L–ong Term IT Policy, (1999) IT for all

by 2008, http://it-taskforce.nic.in/it2008, accessed 11 Nov 2008, 1040hrs.

 Gray, Dressler., (2005) Human Resource management, 10th Edition, Pearson, Prentice

Hall (c) 2005, Pearson Education, Inc, p 157. IT Investing for High Performance, A

Global Survey of CIOs (7/2005), Accentor IT investing for High Performance, p 3.

 Jackson, R. and Howe, N. (2004), The Graying of the Middle Kingdom, Center

for Strategic & International Studies and the Prudential Foundation. April, 2004.

 Lievens, Filip., Dam, Karen van., Anderson, Neil., Emerald, Recent Trends and

Challenges in Personnel Selection, Personnel Review, Vol 31, No 5, 2002, pp.

580-600, (c) MCB UP Limited, 0048-3486.

76
QUESTIONNAIRE

77
 QUESTIONNAIRE ON

RECRUITMENT AND SELECTION PROCESS WITH REFERENCE TO

ORISSA DRUGS & CHEMICALS LTD

ANNEXURE – I

EMPLOYER PERDETAILS

1. Name :

2. Designation :

3. Age:

a) 18 -25 b) 26 – 35 c) 36 -45 d) above 45

4. Marital status:

a) Married b) unmarried

5. Educational Qualification:

a) Below Hr. Sec. b) Hr. Sec c) ITI or others d) UG OR PG

6. Years of Experience:

a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8 years

RECRUITMENT

1. What type of process are there for identifying job vacancies in your organization?

a) Follow step by step process with certain rules.

b) No step by step process.

c) Not aware.

2. Is job analysis conducted for each position?

a) Yes b) No

3. Do you give consideration to internal candidates for all jobs before outside recruitment

78
begins?

a) Yes b) No

4. Do you accept late applications?

a) Yes b) No

5. Is there any job description for each vacancy including the purpose, tasks and responsibilities?

a) Yes b) No

6. What kind of recruitment sources does your organization use?

a) Newspaper sources

b) Professional journals/periodical

c) Campus recruitment

d) Employee referral

e) Consultancies

7. Which recruitment source do you prefer very effective from the above?

8. Does your organization measure the cost of these recruiting sources?

a) Yes b) No

If yes specify,

9. To whom are the performance measure and recruiting costs are usually communicated?

a) Finance department

b) Accounts department

c) Administration department

10. Identify any one factor which affects you to recruit best candidate?

a) Image of the organization

b) Government influence

79
 c) Internal organizational policies

d) None of the above

SELECTION

11. Do you have any standard pattern in selection process? (From initial interview to final

placement)

a) Yes b) No

12. Does HR department perform all initial screening of candidates?

a) Yes b) No

13. How many candidates are typically interviewed before final placement?

a) 10 b) Below 10 c) Above 10 d) None of the above

14. Are panel interviews are used?

a) Yes b) No

15. Can you allow a referee as a panel member?

a) Yes b) No

16. Are reference checks considered on all candidates?

a) Yes b) No

17. Are candidate telephone interviews, teleconferencing or video conferencing conducted before

personnel interview?

a) Yes b) No

18. What type of tests are mostly used in your organization during selection process?

a) Pertests

b) Psychometric tests

c) Judgment tests

80
 c) Ability tests

d) Not aware

19. Do you professionally validate the tests used in selection process?

a) Yes b) No

20. What your organization will do if short listed applicant cannot be interviewed on the

scheduled day?

a) Offer another date, location.

b) Will hold the applicant and used whenever needed.

c) Consideration may be given to exclude that person from the process.

d) No opinion.

21. Does your organization conduct medical examination for employees during selection

process?

a) Yes b) No

22. Finally rate the recruitment and selection process used in your organization

a) Effective

b) Very effective

c) Not effective

d) No opinion

81
 ANNEXURE – II

EMPLOYEEPERDETAILS

1. Name :

2. Designation :

3. Age:

a) 18 -25 b) 26 – 35 c) 36 -45 d) above 45

4. Marital status:

a) Married b) unmarried

5. Educational Qualification:

a) Below Hr. Sec. b) Hr. Sec c) UG or PG d) ITI or others

6. Years of Experience:

a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8 years

RECRUITMENT AND SELECTION

1. Did you visit the website of this company before coming for the interview?

a) Yes b) No

2. What is your experience in this company?

a) 0 – 2 years

b) 3 – 5 years

c) 6 – 8 years

d) Above 8 years

3. Which sources your organization rely heavily for recruitment?

a) Internal sources b) External sources

4 .Which channel do you prefer easy to post your resume?

82
 a) job sites

b) company websites

c) consultancy

d) referrals

5. Through which source did you get recruited in this company?

a) Newspaper sources

b) Professional journals/periodicals

c) College recruiting

d) Employee referral

e) Internal computerized applicant database

6. Which type of recruitment sources reaches you soon?

a) Newspaper sources

b) Professional journals/periodicals

c) College recruiting

d) Employee referral

7. Have you ever rejected an offer in any company?

a) Yes b) No

8. State the reason for rejecting the offer.

a) relocation

b) salary

c) growth

d) others

9. State the reason for accepting the offer in this organization?

83
10. Are you satisfied with the response given after recruitment?

a) Yes b) No

11. Are you satisfied with the selection techniques used in your organization?

a) Yes b) No

If No means give reason:

12. Do you feel that the test and the interview process is lengthy?

a) Yes b) No

13. What type questions they asked you in the interview?

a) Relaxing questions

b) Tough questions

c) Icebreaking questions

14. Did they give the questions prior to the interview?

a) Yes b) No

15. Did you felt comfortable with your interviewer?

a) Yes b) No

16. Do all people have to be interviewed in the same way?

a) Yes b) No

If No means state reason:

17. The people who are all involved in the recruitment and selection process were very

supportive to you

a) Yes b) No

18. The final decisions about the appointment should be based only on merit?

a) Yes b) No

84
If No means state reason:

19. Does your organization provide you induction or orientation programme after placement?

a) Yes b) No

If yes means mention how effective and useful,

20. Finally how much you satisfied with the present recruitment and selection process followed

in your organization?

a) Satisfied

b) Highly satisfied

c) Dissatisfied

d) Highly dissatisfied

e) No opinion

If you are not satisfied with the present process means provide suggestion for improvement:

85