Recruitment and Selection Process of FMCG Sector

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Human Resource Management Human resource management (HRM) is that part of management process which makes, enhances, manages and develops the human element of the enterprise measuring their resourcefulness in terms of talents, abilities, total skills, creative, knowledge, and  potentialities for effectively contributing to the organiational ob!ectives" Human resources are precious and a source of competitive advantage" Human resources may be tapped most effective by mutually standard policies which promote promise and foster an inclination in employees to act fle#ibly in the interests of the adaptive organiation$s  pursuit of e#cellence" Huma Hu man n re reso sour urce ce po poli lici cies es ca can n be !o !oin ined ed wi with th pl plann anned ed bu busi sine ness ss an and d us used ed to reinfo rei nforce rce app approp ropria riate te cul cultur ture" e" Hum Human an res resour ources ces pla play y a cri criti tical cal rol rolee in ena enabli bling ng the organiation to effectively deal with the e#ternal environment challenges" %he human resource management has been accepted as a strategic partner in the formulation of  organiation$s strategies and in the implementation of such strategies through human resource planning, employment, training, appraisal and rewarding the personnel" &trategic &trat egic manage management ment of human resources facilitates facilitates creat creation ion of compet competitive itive advantage for the organiation over its rival by building uni'ue human resource based competence" n organiation$s recruitment, selection, training, performance management  process and compensation practices can have a strong influence on employee competence" ompany output increase if the management can hire more e#perience well 'ualified candidate" Performance appraisal takes in account the past performance of the emplo em ploye yees es and fo focus cuses es on th thei eirr im impr prov ovem ement ent fo forr th thee fu futu ture re pe perf rfor orma mance nce of th thee employees through counselling, coaching or training" * | P a g e

%hee hum %h human an re reso sour urce ce st stra rate tegy gy of a bu busi sine ness ss sh shoul ould d re refl flec ectt and su supp ppor ortt th thee corporate corpor ate stra strategy tegy"" n effe effective ctive human resour resource ce stra strategy tegy includes the way in which the organiation plans to develop its employees and provide them with suitable opportunities and better working conditions so that their optional contribution is ensured" %his implies selecting the best available personnel, ensuring a +fit$ between the employee and the !ob and retaining, empowering and motivating employees to perform well in the direction of  corporate ob!ectives"

Meaning and Definition of HRM HRM is conc concern erned ed wit with h man managi aging ng peop people le to im impro prove ve ind indivi ividual dual,, gro group up and organiational effectiveness" Human resources need to be managed as organisations can  prosper and progress only through the committed and creative efforts and competencies of their human resources"

Edwin Edwi n Flip Flippo po de defi fine ness th thee te term rm Personn Personnel/HR el/HR Manageme Management nt , Planning, Orga Or gani nisi sing ng,,

Dire Di rect ctin ing g

and an d

Cont Co ntro roll llin ing g

of th thee

Proc Pr ocur urem emen ent, t,

Dee De elo lopm pmen ent, t,

Compensation, !ntegration, Maintenance and "eparation of human resources to the end that indiidual, organisational and social o#$ecties are accomplished%&

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!ntroduction to Recruitment and "election .inding and keeping the right people is one of the biggest and most important  business challenges this decade" /ut it$s a challenge organiations really need to get to grips with" n organiation$s real advantages over its competitors lie not so much in its  products, services or technology, technology, but in its people" &o, to achieve goals, an organiation needs to pinpoint what people, skills and abilities abilities it needs now and in the future" 0t wants the right person person for the right !ob every time it recruits" n the human resources front, productivity can be improved by ensuring that the organiation attracts the best talent at the lowest possible cost" %his ob!ective translates into the adoption of the best recruitment and selection methods and instituting measures to retain and develop them"

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Recruitment Recruitment is defined as, a process to discover the sources of manpower to meet the re'uirement of the staffing schedule and to employ effective measures for attracting that manpower in ade'uate numbers to facilitate effective selection of an efficient workforce3"

O#$ecties of Recruitment Recruitment •

%o attract people with multi4dimensional skills and e#periences that suits the present and future organiational strategies"

•

 %o induct outsiders with a new perspective p erspective to lead the company"

•

 %o infuse fresh blood at all levels of the organiation"

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 %o develop an organiational culture that attracts competent people to the company"

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 %o search for talent globally and not !ust within the company"

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 %o design design entry pay that competes on 'uality but not on 'uantum"

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 %o anticipate and find people for positions that does not e#ist yet"

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"u#'"(stem of Recruitment %he recruitment consist of following sub functions64 •

.inding out and developing the sources where the re'uired number and kind of  employees will be available"

•

7eveloping suitable techni'ues to attract the desirable candidates"

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8mploying the techni'ues to attract attract candidates"

•

&timul &timulati ating ng as many many candid candidate atess as pos possi sible ble and asking asking them to apply apply for !obs irrespective of number of candidates re'uired"

Factors )ffecting Recruitment %he first first activity activity of recruitme recruitment nt i"e" searching for prospective prospective employees employees is affected  by many factors like64 •

rganiational policy regarding filling up of certain percentage of vacancies by internal candidates"

•

9ocal candidates (sons of soil)"

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0nfluence of trade unions"

•

:overnment regulations regarding reservations of certain numbers of vacancies to candidates based on community;region;caste;se# 0nfluence 0nfluence of recommendati recommendations, ons, nepotism etc" s such, the management is not

•

free to find out or develop the source of desirable candidates and alternatively it has to diver its energies for developing the sources within the limits of those factors through it cannot find suitable candidates for the !obs" < | P a g e

"ources of Recruitment

1 % !nternal "ources of Recruitment a* Present Present Permane Permanent nt Emplo( Emplo(ees+ ees+

rganiations consider the candidates from this source for higher level !obs due to6 1"

vail vailabi abilit lity y of most suita suitable ble candid candidate atess for !obs !obs relativ relatively ely or e'uall e'ually y to the e#terna e#ternall source"

*"

%o meet eet the the trad tradee uni union on dema demand nds" s"

-"

%o the the polic policy y of the the organ organia iati tion on to moti motivate vate the the prese present nt emplo employee yees" s"

 b) Present emporar( or Casual Emplo(ees " rganiations find this source to fill the vacancies relatively at the lower level in order to motivate them on the present !ob"

c) Retrenched or Retired Emplo(ees 6 " %he organiation organiation takes the candidates for employment employment from the retrenched retrenched employees due to obligation, trade union pressure and the like "&ometimes the organiations prefers to re4employ their retired employees as a token of their loyalty to the organiation

d) Dependents of Deceased, Disa#led, Retired and Present Emplo(ees 6 &ome organiations have a view to develop the commitment and loyalty of not only the employ employee ee but also his family family members members and to the dependent dependent of decease deceased, d, disabled and present employees" = | P a g e

-% !nternal Methods of Recruitment Recruitment a)

.o# Posting+

>hen a human resource re'uisition form is received, a memo should be written to appropriate supervisor stating that a !ob vacancy e#ist"  copy of the memo should be posted on all notice boards by the supervisors so as to ensure that the employee who might 'ualify is made aware of the !ob"  b) Emplo(ee Referral "chemes 6  8mployee referral schemes or personal networking for some firms are the  preferred means of recruitment, as they can select employees after !udging their  ability to fit into their work culture" c* Promoti Promotions ons and ransfe ransfers+ rs+

Promotion is a move from employee$s current position into a different Position into a higher salary grade and a transfer is a move to any other !ob in another department"  transfer can be to a higher level or the same level"

% E0ternal "ources of Recruitment a) Campus Recruitment+ 7iffer 7ifferent ent types types of organi organiat ation ionss can get ine#pe ine#perie rience nced d candida candidates tes of  different types from various educational institutions like o lleges and ?niversities imparting education in &cience, ommerce, rts, and 8ngineering etc"

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(b) Priate Emplo(ment )gencies/ Consultants+ Private employment agencies perform the recruitment functions on behalf  of a client company by charging fee" Most of the organiations depend on this source for highly specialied positions and e#ecutive positions" p ositions"

(c) Pu#lic Emplo(ment E0change+ %he :overn :overnmen mentt has set4up set4up Public Public 8mp 8mploy loymen mentt 8#chang 8#changee in the country country to  provide information about vacancies to the candidates and to help the organiations in finding out suitable candidates"

2"

Casual )pplicants+ 7epe 7ependi nding ng upon upon the the image image of the the orga organi niat atio ion, n, its its prom prompt pt resp respon onse se,,  participants of the organiation in the local activities, level of unemployment, candidates apply casually for !obs through mail or hand over the applications in Personnel 7epartment"

1% "imilar Organi2ations+ Organi2ations+ :enerally, e#perienced candidates are available in organiations producing similar products or engaged in similar business" %he management can get most suitable candidates from this source"

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3% rade 4nions+ :enerally, unemployed or underemployed persons or employees seeking change in employment put a word to the trade union leaders$ with a view to getting suitable employment" 0n view of this fact and in order to satisfy the trade union leaders, managers, management en'uires with the trade unions for suitable candidates"

5% Emplo(ment )dertisement+ dvert dvertise isemen ments ts are taken taken out in newspa newspaper pers, s, magai magaines nes,, specia speciali lied ed  !ournals, etc" by a large number of companies to enable the employee to reach out to a large target audience"

6% Online Recruitment+ Recruitment+ Recruitment websites and software make possible for managers to access information that is crucial to managing their staff" &uch websites have facilities where prospective candidate can upload their Bs and apply for !obs suited to them" &uch sites also make it possible for recruiters and companies to post their  staffing re'uirements and view profiles of interested candidates"

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"election fter identifying the sources of human resources, searching for prospective employees and stimulating stimulating them to apply for !obs in an organiation, organiation, the ne#t action to be taken by the management is to perform the function of selecting the right employees at the right time" %he selection procedure is the system of functions and devices adopted in a given company to ascertain whether the candidates$ specifications are matched with the !ob specifications and re'uirements" %he selection procedure cannot be effective until and unless, 1" Re'uirement Re'uirement of of the !ob !ob to be fille filled, d, have been been clearly clearly specified" specified" *" 8m 8mpl ploy oyee ee spec specif ific icat atio ions ns (phy (physi sica cal, l, ment mental al,, soci social al,, etc) etc) have have been been clea clearl rly y formulated" -"

andida andidate te for scre screeni ening ng have have been attra attracte cted" d"

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"ignificance of "election Process &election of personnel for an organiation is a crucial, comple# and continuing function" %he ability of an organiat organiation ion to attain attain its goals effectivel effectively y and to develop in a dynamic environm environment ent largel largely y depends depends upon the effect effective ivenes nesss of its select selection ion progra programs" ms" 0n a situation where the right person is not selected, the remaining functions of personnel management, employee4employer relations will not be effective" 0f the right person is selected he;she is a valuable asset to the organiation and if faulty selection is made, the employee will become a liability to the organiation" %he process of personnel selection involv involves es collec collectin ting g inform informati ation on about about indivi individua duals ls for the purpos purposee of determ determini ining ng suitability for employment in a particular !ob"

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Methods 4sed !n "election Process 7a* !nteriews+

 selection selection procedure designed designed to predict future !ob performanc performancee on the basis of  applica applicants nts$$ oral in'uir in'uiries ies"" 0t is useful useful in determ determini ining ng if the applic applicant ant has re'uis re'uisite ite communicative or social skills which may be necessary for the !ob" 7#* Personalit( est+

Personalit Personality y tests tests typically typically measure measure one or more of five personality personality dimensions dimensions66 e#troversi e#troversion, on, emotional emotional stability stability,, agreeablenes agreeableness, s, conscientio conscientiousness usness and openness openness to e#perts"

7c* Cognitie Cogni tie )#ilit( ests+

%hes %h esee are are pape paperr and and penc pencil il or indi indivi vidu dual ali ied ed asse assess ssme ment nt meas measur ures es of an individual$s general mental ability or intelligence" %hese tests may be characteried as :eneral 0ntelligence %ests %ests and ptitude %ests" %ests"

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7d* 8or9 "ample ests+

%hey are designed to have high content validity through a close relationship with the !ob" bserved under similar situations" %hese tests re'uire the e#aminee to perform tasks that are performed on the !ob"

7e* )ssessment Centre+

n ssessment ssessment entre can be defined as,3 a variety of testing techni'ues designed to allow candidates to demonstrate, under standardied condition , the skills and abilities that are most essential for success in a given !ob3" %hey usually have some sort of in4  basket e#ercise which contains contents similar to those which are found in the in4basket for the !ob which is being tested"

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Process of Recruitment and "election

:% .o# Description6

Dob descriptions are lists of the general tasks, or functions, and responsibilities of  a position" %ypically, they also include to whom the position reports, specifications such as the 'ualifications needed by the person in the !ob, salary range for the position, etc"

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-% Emplo(ee "pecification+ "pecification+ Dob description can be the basis for employee specification" %his describes the attributes needed by a person best suited to perform the duties of the !ob or to fill the role" 0t is an indication of attainment, achievement, abilities and aptitudes needed to enable an individual perform a task to the re'uired standard and to achieve the desired ob!ectives"

% )ttracting Candidates+ Recrui Recruitme tment nt is about about attrac attractin ting g candid candidate atess who are 'ualifi 'ualified ed and capabl capablee of  carrying out the !ob, in the conte#t of the employing organiation" %his is when the  potential candidates are told about the vacancy vacanc y and encouraged to e#press their interest in the !ob"

;% Ma9ing Decisions+

%he presentation as well as the content of the application influences the recruiter  when when maki making ng shor shortt list listin ing g deci decisi sions ons"" 0f good good 'uali 'uality ty info inform rmat atio ion n is give given n to the the candidates before the start of appointment, chances of the appointment being successful are increased" Hence this helps the recruiter in making !udgments about the applicants"

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1% !nitial "creening+

0f the recruiting effort has been successful, recruiters will be confronted with a number of potentials applicants" /ased on the !ob description and !ob specification, some of the respondents can be eliminated by sharing the !ob description information with the individual"

3% Completion of )pplications )pplications Form+ nce the initial screening has been completed, applicants are asked to complete the organi organiat ation ion$s $s applicat application ion form" form" 0n general general terms terms,, the applica applicatio tion n form form gives gives a synopsis of what applicants have been doing, their skills and their accomplishments"

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5% Emplo(ment e ests+ sts+ n employment test is a means of assessing a !ob applicant$s characteristics through paper4and4pencil responses or e#ercise" %hree ma!or types of tests used in the selection process are ability, personality and performance tests" bility tests measures mainly mental, mechanical and clerical abilities or sensory capacities, personality tests are means means of measur measuring ing charac character terist istics ics,, such such as patter patterns ns of though thoughts, ts, feeli feelings ngs and  behaviors" Performance tests are means of measuring practical ability on a specific specific !ob"

6% Comprehensie Comprehensie !nteriew+ %he applicant may then be interviewed by the personnel department interviewers, e#ec e#ecut utiv ives es with within in the the

orga organi nia ati tion on,,

pote potent ntia iall

supe superv rvis isor ors, s, or coll collea eagu gues es""

%hee %h

comprehensive interview is designed to probe into areas that cannot be addressed by the application form or tests" %hese areas consist of assessing one$s motivation, ability to work under pressure and ability to fit in with the organiation"

<% =ac9ground =ac9ground !nestigation+ %his steps includes contacting former employers into confirm the candidates work  record and to obtain their appraisal of the performance in the previous !ob" 0t also includ includes es verify verifying ing the educati educational onal accomp accomplis lishme hments nts sho shown wn on the applic applicati ation on and contacting personal references"

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:>% Ph(sical E0amination+ E0amination+ %he applicants may have to take a physical e#amination which is intended to screen out those individuals who are unable to comply physically with the re'uirements of the !ob and the organiation"

::% Final Emplo(ment "election+ %hose %hose who perform perform in the entire entire above above steps steps are considere considered d or eligibl eligiblee for  employment" %he actual hiring decision is made by the Manager in the department that has the position open"

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FMC? "ector 8hat are Fast Moing Consumer ?oods 7FMC?*@

Products which have a 'uick turnover, and relatively low cost are known as .ast Moving onsumer :oods (.M:)" .M: products are those that get replaced within a year" year" 8#amples 8#amples of .M: .M: genera generally lly includ includee a wide wide range range of fre'ue fre'uentl ntly y purchas purchased ed consumer products such as toiletries, soap, cosmetics, tooth cleaning products, shaving  products and detergents, as well as other o ther non4durables such as glassware, bulbs, batteries,  paper products, and plastic goods" .M: may also include pharmaceuticals, consumer  electronics, packaged food products, soft drinks, tissue paper, and chocolate bars"

 subs subset et of .M: .M:ss is .ast .ast Mo Movi ving ng ons onsum umer er 8lect 8lectro roni nics cs which which incl include ude innovative electronic products such as mobile phones, MP- players, digital cameras, :P& &ystems and 9aptops" %hese are replaced more fre'uently than other electronic products"

>hite goods in .M: refer to household electronic items such as Refrigerators, %Bs, Music &ystems, etc"

0n *CC5, the Rs" 2@,CCC4crore .M: segment was one of the fast growing industries in 0ndia" ccording to the  Eielsen 0ndia study, the industry grew 5"-F in value between *CC2 and *CC5

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!ndian FMC? "ector %he 0ndian .M: sector is the fourth largest in the economy and has a market sie sie of ?&G1-" ?&G1-"1 1 billi billion" on" >ell4e ell4esta stabli blishe shed d distri distribut bution ion networ networks, ks, as well well as intens intensee competition between the organised and unorganised segments are the characteristics of  this sector" .M: in 0ndia has a strong and competitive ME presence across the entire value chain" 0t has been predicted that the .M: market will reach to ?&G --"2 billion in *C15 from ?& G billion 11"< in *CC-" %he middle class and the rural segments of the 0ndian population are the most promising market for .M:, and give brand makers the opportunity to convert them to branded products" Most of the product categories like  !ams, toothpaste, skin care, shampoos, etc, in 0ndia, have low per capita consumption as well as low penetration level, but the potential for growth is huge"

%he 0ndian 8conomy is surging ahead by leaps and bounds, keeping pace with rapid urbaniation, increased literacy levels, and rising per capita income"

%he big firms are growing bigger and small4time companies are catching up as well" ccording to the study conducted by  Eielsen, <* of the top 1CC brands are owned by MEs, and the balance by 0ndian companies" .ifteen companies own these <*  brands, and *= of these are owned by Hindustan 9ever" Pepsi is at number three followed  by %hums ?p" /ritannia takes the fifth place, followed by olgate (<), Eirma (=), oca4 ola (@) and Parle (A)" %hese are figures the soft drink and cigarette companies have always shied away from revealing" Personal care, cigarettes, and soft drinks are the three  biggest categories in .M:" /etween them, they account for -5 of the top 1CC brand *1 | P a g e

HR Challenges in FMC? in !ndia ver ver the the past past thre threee to four four years years,, the the glob global al econ econom omy y has gone thro through ugh a tremendous change and the looming the rest of a double dip3 and triple dip3 recession" %he environm environment ent that that organi organisat sation ionss are operati operating ng in today today is on charac character terie ied d by volati volatilit lity y, uncerta uncertaint inty y, comple comple#it #ity y and ambigu ambiguity ity"" %he 0ndian 0ndian economy economy has also also not remained isolated from the economic turmoil that the world is going many industries have seen slowdown and organiational decision making is today market by cautiousness changes in demographic composition of the population and thus the market would also continue to impact the .M: 0ndustry"

Ma$or HR challenges in FMC? sector in !ndia are as follows+

:% Managing Anowledge 8or9ers+ 8or9ers+

8ssentially, here we are looking at different kind of people who does not obey the  principles of management for the traditional group" %his boils down to higher  educational 'ualifications, taking up responsibilities at a lesser age and e#perience, high bargaining power due to the knowledge and skills in hand, high demand for the knowledge workers and techno suaveness"

-% Managing e echnological chnological Challenges+

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0n every arena organiations are getting more and more technologically oriented" %hough it is not in the main run after the initial debates preparing the work force to accept technological changes is a ma!or challenge"

% Competence Of HR Mangers+

s it is more and more accepted that lot of success of organiations depend on the human hum an capital capital,, this this boils boils to recrui recruitin ting g the best, managi managing ng the best" best" learl learly y HR  managers have a role in this process"

;% Deeloping Beadership+

0t is 'uite interesting to note that there is less importance given to developing leadership at the organiational level" %hough leadership is discussed on ba sis of traits and certain 'ualities, at an organiational level it is more based on knowledge"

1% Managing Change+

/usiness environment in 0ndia is volatile" %here is boom in terms of opportunities  brought forward by globaliation" However this is also leading to many interventions in terms of restricting, turnaround, mergers, downsiing, etc" HR has a pivotal role to  play here"

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HE OP :> COMP)!E" COMP)!E" ! FMC? "ECOR 

&"E"

ompanies

1" Hindustan ?nilever 9td" *" 0% (0ndian %obacco %obacco ompany) -"  Eestl 0ndia 2" :MM. (M?9) 5" 7abur 0ndia <" sian Paints (0ndia) =" adbury 0ndia @" /ritannia 0ndustries

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A" Procter I :amble Hygiene and Health are 1C" Marico 0ndustries

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%he compan companies ies,, liste listed d above above are the leader leaderss in their their respec respectiv tivee sector sectors" s" %he  personal care category has the largest number of brands, i"e", *1, inclusive of 9u#, 9ifebuo 9ifebuoy y, .air .air and 9ovely 9ovely, Bicks, icks, and Ponds" Ponds" %here %here are 11 H99 brands brands in the *1, aggregating Rs" -,=AA crore or 52F of the personal care category" igarettes account for  1=F of the top 1CC .M: sales, and !ust below the personal care category" 0% alone accounts for
0n the household care category (like mos'uito repellents), :odre! and Reckitt are two players" :oodnight from :odre!, is worth above Rs *1= crore, followed by ReckittJs Morten at Rs 12A crore" 0n the shampoo category, H99Js linic and &un silk make it to the top 1CC, although although PI:Js Head and &houlders &houlders and Pantene are also trying trying hard to be  positioned on top" linic is nearly double the sie of &un silk"

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7abur is among the top five .M: companies in 0ndia and is a herbal specialist" >ith a turnover of Rs" 1A billion (appro#" ?&G 2*C million) in *CC54*CC<, 7abur has  brands like 7abur mla, 7abur hyawanprash, Ba Batika, Ha!mola and Real" sian Paints is en!oying a formidable presence in the 0ndian sub4continent, &outheast sia, .ar 8ast, Middle 8ast, &outh Pacific, aribbean, frica and 8urope" sian Paints is 0ndiaJs largest  paint company, with a turnover of Rs"**"< billion (around ?&7 51- million)" .orbes :lobal magaine, ?&, ranked sian Paints among the *CC /est &mall ompanies in the >orld

adbury 0ndia is the market leader in the chocolate confectionery market with a =CF market share and is ranked number two in the total food drinks market" 0ts popular   brands include adburyJs 7airy Milk, 5 &tar, 8clairs, and :ems" %he Rs"15"< billion (?&7 -@C Million) Million) Marico is a leading 0ndian group in consumer consumer products and services services in the :lobal /eauty and >ellness space"

Outloo9  %here is a huge growth potential for all the .M: companies as the per capita consumption of almost all products in the country is amongst the lowest in the world" gain the demand or prospect prospect could be increased increased further if these companies can change the consumerJs mindset and offer new generation products" 8arlier, 0ndian consumers were using non4branded apparel, but today, clothes of different brands are available and the same consumers are willing to pay more for branded 'uality clothes" 0tJs the 'uality,  promotion and innovation of products, which can drive many sectors" *= | P a g e

!ROD4C!O O 4!BEER 

?nilever was formed through the 1A-C merger of 7utch 7u tch margarine company Margarine ?nie and /ritish soap maker 9ever /rothers" %he combination of the two companies made good sense44they both bo th used the same raw materials, had similar distribution channels and participated in large4scale marketing of household products" 0n the beginning, ?nilever had operations in 2C countries, but soon e#panded its reach" %he 1A5Cs saw the company focusing on growth by investing in research and new technologies, while it began e#panding through ac'uisitions in the 1A=Cs and 1A@Cs"

%hese days, ?nilever has diversified its product offerings far beyond margarine and soap soap"" %h %hee comp compan any y cont contro rols ls a supe superm rmar arket ketJs Js wort worth h of bran brands ds66 Hell Hellma mann nnJs Js mayonna mayonnaise ise,, .lora .lora and /ecel /ecel spread spreadss and yog yogurt urt drinks drinks,, /reyer /reyerss ice cream/ cream/our oursin sin cheese, 7ove soap, shampoo, body wash, deodorant and more, PondJs face products, >ish4/one salad dressings, Knorr soup mi#es, seasonings and sauces, /ertolli sauces, oliv olivee oil oil and and fro froen en prep prepar ared ed meal meals, s, Ragu Ragu sauc sauces es,, L4ti L4tips ps,, 9ipt 9ipton on teas teas,, soups soups and and seasonings (9iptonJs ellow 9abel is one of the most popular teas in the world) and44  phewN44Karo syrup"

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Recruitment and selection polic( of 4nilier pplications and Recruitment ontinuous throughout the year 

ompetency /ased Recruitment3 to ensure outstanding performance

•

 Eew recruits O < F of management strength

•

 Eo specific ?niversity or 7epartment preference

•

 Eo minimum :P

•

nly fully completed forms go through assessment

•

%rack our &tatus3 online

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Bacancies Bacancies are not announced

•

0nterviews among approved3 forms submitted or modified within the last < months

•

Ma# * more stages after the approved3 form

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!nte !n tern rnss

utsta utstandi nding, ng, proact proactive ive students students can gain an insigh insightt into into how we work work and contribute to pro!ects of real importance to our business through internships"

0nternships provide a chance to learn about the challenges in your chosen career  area while getting a taste of what itJs like to be part of our team" ouJll also benefit from training, one4to4one mentoring and appraisals with your line manager"

?nilever %urkey Pro!ect 0nternship Program is designed for undergraduates who have completed -rd year or master students in their 1st year .

?raduates

0tJs how many of our directors started out and if youJre a final year student or have graduated within the last two years, youJre eligible to apply"

8arly 8arly 7evelo 7evelopme pment nt Progra Program m develop developss profes professio sional nal skills skills and compet competenci encies es through through struct structure ured d traini training ng and on4the on4the4!o 4!ob b learni learning, ng, gained gained in real real !obs !obs with with real real responsibility" >e also encourage graduates to complete an international assignment in their early years"

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First #ounce indiiduals

?nilever %urkey$s recruitment consists mostly of fresh graduates and people who have at most * years of full time work e#perience" However we sometimes look for   people who have e#perience more than * years but not yet reached a mid4career manager  level"

Mid'career managers

?nilever %urkey$s recruitment consists mostly of fresh graduates and people who have at most * years of full time work e#perience" However we sometimes look for   people who have e#perience more than 5 years for some specific mid4career manager  roles"

0n line with this strategy, ?nilever prefers;has preferred promotion within its own employees who were developed and prepared into higher levels, however, there has been a plenty of mid4career recruitment in the past 5 years"

>e recr recrui uitt Mid4 Mid4ca care reer er mana manage gers rs into into seni senior or posi positi tion onss and and have have care career  er  management management processes processes that ensure ensure your need for challenge, challenge, stimulati stimulation on and both career  and personal development are met"

 variety of learning opportunities support your ongoing development, as well as regular feedback, development and career plans

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!ntroduction to Procter  ?am#le !ndia

Procter I :amble o" (PI:) is an merican company based in incinnati, hio that manufactures a wide range of consumer goods" 0n 0ndia Proctor I :amble has two subsidiaries6 PI: Hygiene and Health are 9td" and PI: Home Products 9td" PI: Hygi Hygiene ene and Heal Health th are are 9imi 9imite ted d is one one of 0ndi 0ndiaJ aJss fast fastes estt grow growin ing g .ast .ast Mo Movi ving ng onsumer :oods ompanies with a turnover of more than Rs" 5CC crores" 0t has in its  portfolio famous brands like Bicks Bicks I >hisper" PI: Home Products 9imited deals in .abric are segment and Hair are segment" 0t has in its kitty global brands such as riel and %ide in the .abric are segment, and Head I &houlders, Pantene, and Re!oice in the Hair are segment" Procter I :ambleJs relationship with 0ndia started in 1A51 when Bicks Product 0nc" 0ndia, a branch of Bicks Bicks Product 0nc" ?& entered 0ndian market" market" 0n 1A<2, a public limited company, Richardson Hindustan 9imited (RH9) was formed which obtained an 0ndustrial 9icense to undertake manufacture of Menthol and de mentholised peppermint oil and B0K& range of products such as Bicks BapoRub, Bicks ough 7rops and Bicks 0nhaler" 0n May 1A<=, RH9 introduced learsil, then mericaJs number one pimple cream in 0ndian market" 0n 1A=A, RH9 launches Bicks ction 5CC and in 1A@2 it set up an yurvedic Research 9aboratory to address the common ailments of the people such as cough and cold"

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0n ctober 1A@5, RH9 became an affiliate of %he Procter I :amble ompany, ?& and its name was changed to Procter I :amble 0ndia" 0n 1A@A, Procter I :amble 0ndia launched >hisper 4 the breakthrough technology sanitary napkin" 0n 1AA1, PI: 0ndia launched riel detergent" 0n 1AA*, %he Procter I :amble ompany, ?& increased its stake in Procter I :amble 0ndia to 51F and then to <5F" 0n 1AA-, Procter I :amble 0ndia divested the 7etergents business to Procter I :amble Home Products and started market marketing ing ld &pice /rand /rand of produc products" ts" 0n 1AAA Procter Procter I :amble :amble 0ndia 0ndia 9imite 9imited d changed the name of the ompany to Procter I :amble Hygiene and Health are 9imited" PI: Home Products 9imited was incorporated as 1CCF subsidiary of %he Procter I :amble ompany, ?& in 1AA- and it launched launches riel &uper &oaker" 0n the same year Procter I :amble 0ndia divested the 7etergents business to Procter I :amble Home Home Product Products" s" 0n 1AA5, 1AA5, Procte Procterr I :amble :amble Home Home Product Productss entere entered d the Haircare Haircare ategory with the launch of Pantene Pro4B shampoo" 0n 1AA= Procter I :amble Home Product Productss launche launchess Head I &hould &houlders ers shampo shampoo" o" 0n *CCC, *CCC, Procte Procterr I :amble :amble Home Home Products introduced %ide 7etergent Powder 4 the largest selling detergent in the world" 0n *CC-, Procter I :amble Home Products 9imited launched Pampers 4 worldJs number one selling diaper brand" %oday, Proctor I :amble is the second largest .M: company in 0ndia after Hindustan 9ever 9imited"

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Recruitment and selection procedure of Procter  ?am#le

PI:$s Recruitment Process is = steps, and starts with you applying online to one of current !ob postings"

Find .o#s and )ppl( %o start start the online application process use the .ind Dobs and pply bar at the top of the  page to search for open positions"

"elect our Preferred $o# in the .o# Bist ou ou can view all !obs or you can narrow in on the type !ob and location (ou prefer by using the &earch 8ngine"



 &elect from the Dob ategory list to find the function or career path in which you are

interested 

 &elect from the Dob 9ocation list to identify where you have eligibility to work 

then, review the resulting !obs list and find (our preferred $o# " lick the actual Dob title to go to the Dob description and the pply nline3 button"

arefully read the description of the !ob or internship or course;seminar that is posted so you can choose %H8 !ob that best fits your aspirations and interests %

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Reiew the Personal Data Priac( "tatement "tatement PI: is legally obliged to obtain your authoriation to collect and process your personal data" >e therefore ask you to review our Personal 7ata Privacy &tatement" 0f you decide you are not ready to submit your application to PI: after viewing our !ob listings, simply e#it the page before logging in" Eo record will be kept on your acceptance of the Personal 7ata Privacy &tatement in such a case"

Complete the Online )pplication %o best secure and manage your personal record, it is important you set u p and maintain one ?ser Eame and ne 8mail ddress uni'ue only to you" our our email address allows us us to communicate with you throughout the recruitment process" ou ou will also be asked for your personal and educational data, your resume;B and any attachments you feel important to share" Please have your resume;B available electronically so it is easy for you to copy I paste into the online application form" 7epending on the !ob, you may also  be asked to answer 'uestions relevant to the posting" ?pon submission of your application, you will receive a notification of receipt"

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Complete the On'Bine )ssessment fter completing the online application you may be asked to complete an online assessment with multiple choice 'uestions" 'u estions" our our replies to our online assessment tell us about your skills and interests and begin to create a better picture of who you are and how you might contribute within our company" /ased on the information you provide both in your online application and via the online assessment, we can make an informed decision on whether your skills meet the re'uirements of the !ob you chose, and whether PI: is the best environment to utilie your talents and achieve your goals" 0f your skills and interests are a good fit at this stage of our recruitment process, we will invite you to take our Problem &olving %est" %est"

a9e a9e the Reasoning Rea soning e est st %he Reasoning %est %est is the ne#t step along the way for those going forward" o ou u will be invited to complete the test at a specified location" >e would like to offer you a Practice %est %e st that will help you get used to the kind of problems on the test and the speed at which you will need to work 

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!nteriew with P? %he 0nterviews are an opportunity for us to learn more about you and for you to learn more about us" >eJll >eJll ask you 'uestions that will give us an insight into your capabilities and personality" %he 'uestions are focused around seeing if you have the characteristics we feel are important to succeed at PI:" 0f you are invited to an interview, prepare by thinking about your e#periences" 7uring your interview process, you will be invited to a PI: site so you can find out more about who we are, what we do and how we do it" ouJll o uJll meet with a panel of PI: people who will conduct the interviews, answer your  specific 'uestions about the work, and introduce you to the environment inside PI:" P I:" ou ou will also be introduced to the responsibilities you should e#pect in your PI: !ob" fter  the interviews, weJll determine whether or not to offer you a !ob at PI:"

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Conclusion 0t is very important to have efficient HR department in any organiation in order  to achieve its targets rightly" >e all know recruitment and selection of employees plays a very important role in the growth of any organiation as they can be an asset to the orga organi nia ati tion on as well well as a liab liabil ilit ity y for for an orga organi nia ati tion on"" &o it is impor importa tant nt that that an organiation should have a good HR department so that right type of employees are selected for right !ob s good as is the recruitment and selection process the selection of employees  becomes easier and best out of the total applicants gets selected" %his is a very lengthy  process which includes lots of hard work done don e by b y the HR people" p eople" %hey are the one who gather information regarding how much staff is re'uired in which branch and decides the criteria on the basis of which people are being selected, who will become strength of the organiation" More and more people these days have started involving involving themselves themselves in this field as it creates tremendous !ob opportunities for them" 0t is a steady, diverse and a highly  profitable industry where a person can ca n do a lot of work" %he !obs in this field range from sale saless and and supp supply ly chai chain, n, inve invest stme ment nt,, prom promot otio ion, n, HR deve develo lopm pmen entt and and gene genera rall management" 0% also allows you to trade directly with the various traders online" %he entire are learning organiation to some e#tent as it focuses on enhancing its system to continually increate the organiations capacity for performance" %hey also have  built a strong foundation for consistent sustainable growth with clear strategies and room

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to grow grow in each each stra strate tegi gicc focus focus area, area, core core stre streng ngth thss in the the indu indust stry ry,, and and a uni' uni'ue ue organiational structure that leverages strengths" n organiations ability to meet the recruitment and selection challenges provides an opportunity opportunity to make significant significant contribution contribution to the company" company" >ith >ith better better 'uality 'uality  people e#ecuting the company$s operations the HR department can create a competitive advantage for the company" 0n light light of the resear research ch conduct conducts, s, these these organi organiat ation ion are e#trem e#tremely ely format format,, organied, deducted and 'uality conscious organiation" 0t has very formalied structure for the recruitment and selection of employees" ll these organiation have a uni'ue human resource management system where if focusses on bringing out it best of its employees through continuous hard work and devotion"

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=!=B!O?R)PH

=oo9s+

1" Michael Michael Ba Ba I Meeta &eta, &eta, Human Resourc Resourcee Management Management *" &unny &unny .ernande .ernande,, Human Human Resource Resource Manageme Management nt

8e#sites+ www"wikipedia"com www"uniliver"com www"google"org

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