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Abridged internship report

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    Abridged internship report Abridged internship report Document Transcript

    • E-COPY MONDAY, June 16th 2008Recruitment Process I N D A B U R I N D I A L T D .O B J E C T I V E S :• Effectiveness of FMCG growth by 16% in’09 DIL’s Recruitment and fairness and mens products too All this has helped curb input cost Process The fast-moving consumer goods are doing well. Rising incomes, inflation, the report said. Around 220• Comparison with ( F MCG ) industry is set to grow by especially in urban markets, have malls will come up in the next 5 other FMCG giants 16% at Rs 95,150 crore in fiscal in terms of recruit- done their bit too. years which will boost demand for 2009, found a latest survey by the ment process FMCG products. Federation of Indian Chambers• Over all industry http://sify.com/finance/fullstory.php?id=14677953 of Commerce and Industry trend of recruit- ment, for FMCG ( F icci ) .It will see an overall sector growth of 15.5% in the April-June• Demarcation be- 2008 period. In fiscal 2008, the Dabur India is planning tween FMCG & industry recorded a fairly good sales global acquisitions in this other industries, in -BOOM growth of 14.5%. FMCG— fiscal year and has terms of recruit- already identified 20 ment process But what will bring about this target companies, Dabur• Their recruitment & growth? Value added and aspira- Despite across-the-board price India had acquired a our retention tional products as also the high-end hikes of 5-20%, consumers have Nigerian company segment. Categories such as skin- upgraded to high-end products and African Consumer Care care and cosmetics, shampoos, FMCG companies have been able in late 2007 and set up I N S I D E TH I S I S S U E : deodorants, cleaners and repellents to pass on the rise in input costs to manufacturing in the and tooth powder would grow at them. country INTRODUCTION 9 more than 20%. Anti-aging solutions ——PTI Product mixes have also improved. REVIEW 10 DESIGN 16 DATA-ANALYSIS 18 H R ’s R i s i n g S t a r i n I n d i a CONCLUSIONS 80 you ’ re in the air, ” says Marcel R. trated by the results of a recent With the national economy growing Parker, president of human re- salary study commissioned byRECOMMENDATIONS 86 rapidly and with growth in such sources at the Raymond Group of Hutchison Essar: Senior HR execu- industries as IT and business proc- BIBILOGRAPHY 87 Companies in Mumbai, a leading tives were the third-highest-paid ess outsourcing more than doubling, Indian organization in textiles and executives in the country behind APPENDIX 88 HR challenges are coming fast and retailing with 18,000 employees. network architecture and sales furious. INDEX 90 executives. shrm.org/hrmagazine/ The generally high value placed on “ I t ’ s like building an aircraft while articles/0906/0906cover.asp HR management in India is illus-
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 CONTENTSINTRODUCTION 8REVIEW 101. RECRUITMENT PROCESS IN GENERAL 10A. OBJECTIVE 10B. THE TASKS 10C. CONSTRAINS 10D. FACTORS AFFECTING RECRUITMENT 10E. SOURCES 10F. TYPES OF EXTERNAL SOURCES 11G. TYPES OF INTERNAL SOURCES 11H. ALTERNATIVES 12I. EVALUATION OF SOURCES OF RECRUITMENT 122. FMCG INDUSTRY 12A. WHAT IS MEANT BY FMCG? 12B. FMCG PRODUCTS & CATEGORIES 12C. ADVANTAGES OF BEING IN FMCG INDUSTRY 12D. CHALLENGES OF BEING IN FMCG INDUSTRY 13E. SALES-OPERATION IN FMCG: 133. RECRUITMENT PROCESS IN FMCG INDUSTRY 14A. THE JOB OF A SALES PERSON IN FMCG INDUSTRY 14B. BACKGROUND OF THE SALES PEOPLE 14C. CHALLENGES IN RECRUITING SALES PEOPLE IN FMCG INDUSTRY 14D. THE SOURCES WHICH ARE GENERALLY USED FOR RECRUITMENT IN FMCG INDUSTRY 144. COMPANY OVERVIEW 15A. DABUR INDIA LIMITED 15DESIGN (ACTION-PLAN) 161. ACTION-PLAN 162. DESIGN AT A GLANCE 17PRESENTATION & ANALYSIS OF DATA 18DABUR INDIA’S RECRUITMENT PROCESS ANALYSIS 18A. RECRUITMENT SOURCE WISE ANALYSIS 18B. CONSULTANCIES’ CONTRIBUTION TOWARDS DIL’S RECRUITMENT PROCESS 20C. STATE WISE ANALYSIS OF DIL’S RECRUITMENT PROCESS 21D. DESIGNATION WISE ANALYSIS OF DIL’S RECRUITMENT PROCESS: 23E. STATE WISE DESIGNATION IN DEMAND FOR RECRUITMENT IN DIL 25F. DIVISION WISE ANALYSIS OF DIL’S RECRUITMENT PROCESS 28G. STATE-DIVISION WISE ANALYSIS OF RECRUITMENT PROCESS IN DIL 29H. STATE WISE CONSULTANCY CONTRIBUTION TOWARDS DIL’S RECRUITMENT PROCESS 31I. DESIGNATION WISE CONSULTANCY CONTRIBUTION TOWARDS DIL’S RECRUITMENT 32 -3-
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097J. DIVISION WISE CONSULTANCY CONTRIBUTION 33K. 3-WAY ANALYSIS (PLACE, DIVISION & DESIGNATION) OF DIL’S RECRUITMENT PROCESS 34L. PREVIOUS ORGANIZATION ANALYSIS 36M. INDUSTRY 38RECRUITMENT TREND IN OTHER FMCG BIG-SHOTS 39A. NESTLÉ 39B. HUL 41C. MARICO 43E. HEINZ 47F. OVER ALL INDUSTRY PREFERENCE 49G. LIMITATIONS OF THE SAMPLE 51ANALYSIS ON THE BASIS OF SURVEY 52A. FMCG INDUSTRY 521. HEINZ 522. CAVINKARE 523. EVEREADY 534. COLGATE-PALMOLIVE 545. MARICO 546. HUL 557. CADBURY 568. EMAMI 56B. OTHER INDUSTRIES 571. RELIANCE COMMUNICATIONS 572. SIEMENS 573. TATA-AIG 58C. FINDINGS 591. Reasons for recruitment 592. Is there any TREND? 603. Existence of SBU-centric Sales-Force 614. Source-preference 62D. RECRUITMENT FROM CONSULTANCIES’ PERSPECTIVE 641. Client-Consultancy Interaction 642. Candidate-Consultancy Interaction 643. Consultancies own responsibilities 64E. EXPECTATION LEVELS RELATING TO CONSULTANCIES 651. What a consultancy expects from its Client 652. According to a Consultancy, what are the client’s expectations 663. Candidate’s expectations from a Consultancy 66WHICH ORGANIZATIONS/INDUSTRY ARE RECRUITING FROM DIL? 67A. WHICH ORGANIZATIONS ARE PREFERRING DIL 68B. WHICH STATES ARE MORE VULNERABLE FOR DIL & PREFERABLE FOR OTHERS 73C. WHICH DESIGNATIONS ARE MORE VULNERABLE IN DIL? 77D. WHICH INDUSTRIES ARE PULLING MORE CANDIDATES FROM DIL 79CONCLUSIONS 80A. EFFECTIVENESS OF DIL’S RECRUITMENT PROCESS 80B. COMPARISON WITH OTHER FMCG GIANTS 80C. OVER ALL INDUSTRY TREND FOR FMCG SECTOR 81D. DEMARCATION BETWEEN FMCG & OTHER INDUSTRIES 83 -4-
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097E. THEIR RECRUITMENT & OUR RETENTION 84F. RECRUITMENT FROM CONSULTANCY’S VIEW POINT 84RECOMMENDATIONS 86BIBLIOGRAPHY 87APPENDIX 88INDEX 90 -5-
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 INTRODUCTION°This project is all about recruitment process in FMCG ∇ industry. But, to understand anyHR practice in FMCG industry, first one has to understand the FMCG industry as awhole. Then in the 2nd step one has to understand sales in FMCG industry, the reasonbeing that in FMCG industry sales is in the centre and all other functions revolve aroundit. Then one has to understand what’s the background & psyche of the sales people, tocomplete the circle. All these information is given in the Review section to let you knowwhat you are really up to.Any project can’t begin without any goal or objective; I’ve got five objectives for doingthis project: Ξ To understand the effectiveness of recruitment process in DIL Ω (east) Ξ To compare DIL’s recruitment process with other FMCG organizations Ξ To understand over all recruitment trend in FMCG industry Ξ To find out the main difference in recruitment process between that of FMCG industry & that of other industries (especially which are competing with FMCG in the front of recruitment) Ξ To find out which organizations or industries are preferring DIL to be a good source for recruitmentNext comes the Design part which will help the reader to comprehend what was in mymind while doing the project.Next comes the Analysis part, I’ve tried my level best to keep it comprehensive (whichled to the thickness) & simple so, that even a layman can understand what’s going on &thus, can be benefitted out of it. Most of the data is of qualitative in nature & I’ve gotvery less chance to use high-end statistical tools like Chi-square & ANOVA. One can saythat I avoided them intentionally but, my point is I don’t need them to show or provewhat I want to show or prove.Then comes the climax or (in a more professional way) the Conclusion part which willcombine all the results I’ve got during the analysis part & project a symmetrical beam oflight towards certain points.Lastly if you find it boring please forgive me, but believe me it was real fun doing theproject.° I’ve done this project in my Summer Internship Program, at Dabur India Ltd at Dabur House, Kolkata∇ FAST MOVING GOODSΩ Dabur India Ltd -9-
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 REVIEWIn this section you will come to know the following: 1. Recruitment process in general. 2. FMCG Industry. 3. Recruitment process in FMCG Industry. 4. Company overview: a) Dabur India Limited 1. RECRUITMENT PROCESS IN GENERALA. Objective of any recruitment process is to meet the future & present needs of Human Resource Inventory.B. The tasks of any recruitment process can be summed-up into three main functions: 1. LOCATE 2. ENCOURAGE 3.DISCOURAGE Locate your target pool of candidates, encourage them to apply to your organization & lastly you have to discourage those candidates who are not in your target pool.C. Constrains of a recruitment process would be: a) Poor-Image b) Nature of Job c) Policies of the Organization d) Budget e) Government PoliciesD. Factors Affecting Recruitment: a) Political Factors b) Legal Factors c) Economic Factors d) Social Factors e) Technological FactorsE. Sources of recruitment. There are two broad categories of sources of recruitment are, Internal sources & External sources. The advantages of Internal sources are: a) Less costly b) More suitable - 10 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 c) More reliable d) Motivates existing employees The disadvantages of Internal sources are: a) Limited pool b) Blockage to fresh-blood c) Efficiency may get lowered d) May cause jealousy among peers The advantages of External sources are: a) Wide pool b) Fresh-blood c) Motivates employees through positive competition d) More appropriate for Long-term results The disadvantages of External sources are: a) Expensive b) Time consuming c) May de-motivate existing employees d) UncertaintyF. Types of External sources: a) Consultancy b) Employment exchange c) Job-portals d) Campus-visit e) Stake-holder referrals(including employees) f) Media-advertisements g) Walk-ins h) Head-huntingG. Types of Internal sources a) Transfer b) Promotions c) Job-posting - 11 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097H. Alternatives of Recruitment: a) Over-time b) Sub-contracting c) Temporary-leasing d) OutsourcingI. Evaluation of sources of recruitment. There are some methods of evaluating sources of recruitment, like: a) T.L.D. ϒ b) Yield ratios c) Surveys 2. FMCG INDUSTRYA. What is meant by FMCG? FMCG means Fast Moving Consumer Goods; it includes each & every product we use in a day to day basis, starting with using tooth-paste in the morning till switching on the mosquito-repellant at night.B. FMCG Products & Categories ψ I. Personal Care, Oral Care, Hair Care, Skin Care, Personal Wash(soaps) II. Cosmetics & toiletries, Deodorants, Perfumes, Feminine hygiene, Paper products III. House-hold Care: laundry soaps, synthetic detergents, house-hold cleaners, insecticides IV. Food & Health beverages, branded Flour etc, Bakery products, Milk & diary products, beverages like tea/coffee/juices, Bottled water, Snacks, Chocolate, etc V. Frequently replaced electronic products like TV, music-systems, camera, laptops, refrigerator, washing machine; they are called White Goods.C. Advantages of being in FMCG Industry a) Continuous Demand b) Automatic Salesϒ Time Lapse Dataψ Taken from “THE MAJESTY OF INDIAN FMCG” by RADHA PRASAD MUNI. - 12 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097D. Challenges of being in FMCG Industry a) Brand-switch b) High-competition c) Less-margin d) Creating, maintaining & protecting Territory & Network e) Adopting to different geographies, demographics & political influencesE. Sales-operation in FMCG: Figure 1: SALES OPERATION IN FMCG The availability of products till the whole-seller is called primary selling & there after from whole-seller to the retailer is called secondary selling, and the transfer of the product to the end-user from retailer is termed as tertiary selling (it’s not shown because for an FMCG company tertiary selling doesn’t play much role as product take-off would be automatic if it’s available; further more it’s the responsibility of the retailer to sell). - 13 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 3. Recruitment process in FMCG IndustryWhat is so special regarding recruitment process in FMCG Industry that we have to dealwith it separately & specifically?A. The job of a sales person in FMCG Industry His real job is to make the product available in the outlets & not to sell them directly to the end-user. The job is monotonous by nature & laborious too.B. Background of the sales people They are highly unstable if they are not married, get highly influenced by remuneration schemes & always in search of better opportunities of better prospect, growth & home-town territories.C. Challenges in recruiting sales people in FMCG Industry 1. The crowd or the target market is highly homogeneous; selling includes selling anything so the pool in bigger cities & towns is so big that we lose a lot of time in screening proper CV’s. This is one of the reasons that we don’t often see advertisements for recruiting sales people in FMCG Industry. 2. In remote places the case is just upside-down, there is a dart of candidates, due to large number of competitors. 3. It is really very hard to get stable candidates who would stick to company.D. The sources which are generally used for recruitment in FMCG Industry for sales- profiles, due to the above mentioned reasons HR Department in FMCG Industry generally stick to: 1. Job-portals 2. Consultancies 3. Stake-holder referral schemes 4. Campus-recruitment 5. Internal Sources - 14 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 DESIGN (ACTION-PLAN)The project was of eight weeks & here is the project-design segregated on the basis ofeight weeks: 1. Action-Plan 1. Understand Dabur’s recruitment process 1.5 weeks 2. Analysis of Dabur’s recruitment process 0.5 weeks 3. Other Companies recruitment process 1.5 weeks 4. Analysis of Other Companies recruitment process 0.5 weeks 5. Macro analysis of FMCG Industry 1 week 6. Further Data collection from other Industries 1 week 7. Preparation Stage for project report & presentation 1 week 8. Final presentation & report evaluation 1 week . 8 weeksTo understand Dabur’s recruitment process one has to concentrate on: 1. Basic frame-work of recruitment 2. What & which data are available? 3. Recruitment through consultant 4. Recruitment through job-portal 5. Other recruitments 6. Data-analysisTo understand other FMCG organizations’ recruitment process one has to concentrate on: 1. Get names of HR managers involved in recruitment, office-address & phone numbers. 2. Contacting them & taking appointments 3. Developing Questionnaire 4. Meeting respective managers & collecting data 5. Analysis of collected data - 16 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 2. Design At a Glance Figure 2: DESIGN AT A GLANCE1. Understanding the recruitment process in general2. Understanding the recruitment process in FMCG industry3. Understanding the recruitment process in DIL, East4. Gathering 2ndary data from DIL: list of employees who joined between 2007-2008, along with their name, collect their age, source of recruitment, background, experience & other parameters5. With this 2ndary data start analysis for the effectiveness of recruitment process in DIL, East6. Collect more 2ndary data from www.naukri.com for comparison of different FMCG organizations & trend-analysis of FMCG industry7. With the collected CVs, start analysis for different parameters like, CTC Φ , Experience, State, Age, Designation etc8. Collect more CV’s from www.naukri.com to see which industries & organizations are preferring to recruit from DIL9. Start analysis to find out what these organizations or industries look in a candidate & what is the trend of recruitment on the basis of state, designation, industry, etc10. Locating FMCG organizations in Kolkata, locating HR-Manager involved in recruitment, taking appointments & doing the survey on the basis of the questionnaire11. Locating some other organizations, & their HR-Managers, which belong to some industries like Telecom & Insurance, who are competing with FMCG in terms of recruitment12. Doing some more survey from other organizations (from different industries, other than the above mentioned) to find out the specialty of FMCG recruitment & also interviewing some consultancies involved in FMCG recruitment.13. Apart from the subjective points, utilizing the data which can be coded, & thus can be used for analysis.14. Thus, finally doing a macro-analysis to find out over all results & conclusions directed towards the project objectivesΦ Cost To Company - 17 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 PRESENTATION & ANALYSIS OF DATA DABUR INDIA’S RECRUITMENT PROCESS ANALYSISData available: list of employees joined the company, in 07-08, in east zone(Bhubaneswar, Kolkata, Guwahati, Patna & Ranchi).A. Recruitment source wise analysis Table 1: DIL’s channel wise recruitment in 07-08 Channel NO. OF EMPLOYEES CONSULTANCY 8 DIRECT 44 ERS 4 TOTAL 56 RECRUITMENT CHANNELWISE ERS CONSULTANCY 7% 14% DIRECT 79% CONSULTANCY DIRECT ERS Figure 3: DIL’s channel wise recruitment ☯ As we can see that 79% of the whole recruitment in east-zone is done through direct method i.e. through job-portals & internal/individual network. This is generally preferred as this is the most cost-effective way of recruiting if you can handle the Lead-Time ∏ . As there is no dart in DIL’s sales-force & it’s functioning smoothly, efficiently & effectively, we can infer two things – 1.employees don’t leave the organization in bulk. & 2.recruitment process is handled very efficiently & meticulously. Both are generally very preferable for any organization’s recruitment process.∏ LEAD-TIME IS THE TIME TAKEN BY THE HR DEPARTMENT TO FILL THE VACANCY, i.e.time period between vacancy & placement. - 18 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097D. Designation wise analysis of DIL’s recruitment process: Table 4: Designation wise manpower requirement in DIL DESIGNATION NO. OF EMPLOYEES SALES OFFICER 37 OFFICER-PROFESSIONAL MARKETING 11 SENIOR SALES OFFICER 3 SALES TRAINEE 3 AREA SALES EXECUTIVE 2 TOTAL 56 DESIGNATIONWISE COMPARISON 60 56 50 SALES OFFICER 37 OFFICER-PROFESSIONAL MARKETING 40 SENIOR SALES OFFICER 30 SALES TRAINEE 20 11 AREA SALES EXECUTIVE 10 3 3 2 TOTAL 0 DESIGNATION Figure 7: Designation wise distribution of recruitment in DIL This is quite evident from the graph that SO !s are the ones who have been recruited the most, the reason behind this is that it’s the lowest rung in the ladder, and quite obviously needed in more numbers. The next positions goes to OPM ∗ s, who are needed only for CHD, a bit lesser in number as SOs include both CCD & CHD. Thus, for CHD it’s also one of the most recruited positions. Others are less recruited as you go up the ladder because requirement is less & commitment level increases due to seniority.! Sales Officer∗ Officer Professional Marketing - 23 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097G. State-Division wise analysis of recruitment process in DIL Let us take two parameters, namely state & division, together & see what happens in the analysis. Table 11: State & division wise distribution of recruitment STATE- DIVISION BHUBANESWAR KOLKATA GUWAHATI PATNA RANCHI CCD 2 4 4 7 2 CHD 9 9 5 11 3 STATEWISE DIVISION RECRUITMENT 11 12 9 9 10 7 8 5 CCD 6 4 4 2 2 3 4 CHD 2 0 B U A E WR K L AA PT A U A AI A C I G WH T RN H OK T AN H BNS A STATE- Figure 16: State wise recruitment for the 2 divisions %WISE CCD & CHD IN EACH STATE 100% 80% 60% CHD 40% CCD 20% 0% B U A E WR ACI PT A RN H U A AI K L AA G WH T H BNS A AN OK T STATE- Figure 17: Recruitment % for each division in each state As depicted earlier, in all states recruitment rate for CHD is higher than that for CCD, only anomaly is GUWAHATI where it’s almost equal. In BHUBANESWAR this difference is huge almost 60%, then comes KOLKATA the difference being of 50%. The rate of recruitment for both CCD & CHD is highest in PATNA, which tallies with previous results. - 29 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097I. Designation wise consultancy contribution towards DIL’s recruitment Table 13: Designation wise consultancy contribution distribution SO OPM SSO ST ASE NO. OF EMPLOYEES 4 2 1 0 1 DESIGNATIONWISE CONSULTNCY CONTRIBUTION 4 4 3 2 EMPLOYEES 2 1 1 1 0 0 DESIGNATIONS SO OPM SSO ST ASE Figure 21: Designation wise consultancy contribution distribution DESIGNA IONWISE CONSULT A T NCY CONT RIBUT ION ST ASE 0% 13% SSO 13% SO 49% OPM 25% SO OPM SSO ST ASE Figure 22: Pie chart of Designation wise consultancy contribution distribution It’s evident from the graph & pie-chart that consultancies’ contribution towards SO recruitment is the maximum, as SOs are being recruited the most. Next place goes to OPM recruitment, the reason being the same. Since availability of fresher is huge & respective recruitment is low, no help form consultancies was required in the process.So, we reach to two conclusions: a) No consultancy contribution for ST recruitment b) Consultancy contribution is highest for SO recruitment, followed by that of OPM - 32 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097K. 3-Way analysis (Place, Division & Designation) of DIL’s Recruitment process Table 15: Distribution of recruitment over Place, Designation & Division DESIGNATION DIVISION BHUBANESWAR KOLKATA GUWAHATI PATNA RANCHI CCD 2 3 2 4 1 SO CHD 6 7 5 6 1 CCD 0 0 0 0 0 OPM CHD 3 1 0 5 2 CCD 0 0 0 1 1 SSO CHD 0 1 0 0 0 CCD 0 1 1 1 0 ST CHD 0 0 0 0 0 CCD 0 0 1 1 0 ASE CHD 0 0 0 0 0 STATE & DIVISION WISE DESIGNATION REQUIREMENT ASE CHD ASE CCD ST CHD 0 0 0 0 0 ST CCD 1 1 1 1 1 100% 3 0 1 1 1 0 SSO CHD 5 80% 2 SSO CCD 7 5 60% 6 6 OPM CHD 1 40% 2 3 2 4 1 OPM CCD 20% SO CHD 0% BHUBANESWAR KOLKATA GUWAHATI PATNA RANCHI SO CCD Figure 24: State & division wise designation requirement in % DESIGNATION & DIVISION WISE STATE REQUIREMENT IN % 1 1 0 0 0 100% 2 6 1 4 1 1 80% 5 5 60% 2 1 1 7 0 40% 3 1 1 1 3 1 20% 2 6 0 0 0 0 0 0 0 0% CCD CHD CCD CHD CCD CHD CCD CHD CCD CHD SO OPM SSO ST ASE BHUBANESWAR KOLKATA GUWAHATI PATNA RANCHI Figure 25: designation & division wise state requirement in % - 34 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 3-D VIEW OF RECRUITMENT ON THE BASIS OF 3 PARAMETERS 6 4 1 1 5 7 5 2 0 1 7 2 6 3 6 0 0 1 0 5 4 0 0 0 1 0 3 2 0 0 2 0 0 1 RANCHI 0 3 1 0 1 1 0 0 0 1 0 1 PATNA 0 1 CCD 0 0 0 GUWAHATI SO CHD CCD 0 0 OPM CHD 0 0 0 KOLKATA CCD SSO CHD 0 CCD 0 BHUBANESWAR ST CHD CCD ASE CHD BHUBANESWAR KOLKATA GUWAHATI PATNA RANCHIFigure 26: 3-D view of recruitment distribution over state, designation & divisionOPM recruitment for CCD in all the states is nil, as OPM is a CHD centric position.No ASE has been recruited for CHD in any state. Maximum recruitment for anyposition is being done in KOLKATA for SO in CHD. In all states & for both thedivisions SOs are being recruited. In BHUBANESWAR apart from SOs in bothdivisions, only OPMs have been recruited for CHD. Over all maximum recruitment isdone for SOs in CHD. - 35 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097L. Previous organization analysis Table 16: List of previous organizations PREVIOUS EMPLOYER NO. OF EMPLOYEES DIL 18 GUJRAT CO-OPERATIVE MILK MARKETING FEDERATION LTD 2 CIPLA LTD. 2 CRYAN OILS LTD. 1 HEALTH FOOD PRODUCTS (P)LTD. 1 VISHNU SOLUTIONS 1 HIMALAYA DRUGS CO. 1 ALKEM LABORATORIES 1 VADILAL ICE-CREAM LTD. 1 WIPRO LTD. 1 FRESHER 1 INDIA INFOLINE LTD 1 GODREDJE SARA LEE LTD 1 TOPS SECURITY LTD. 1 THE ZANDU PHARMACEUTICAL WORKS 1 GILLETTE INDIA LTD. 1 G.M. PEN (P)LTD. 1 RANBAXY LABORATORIES 1 HUL 1 PARAS PHARMACEUTICAL LTD 1 TATA AIG 1 SATER AGRA PRODUCT PVT. LTD. 1 VALIANT HEALTH CARE LTD. 1 COMPETENT CARRIER 1 DABUR AYURVEDIC CENTRE 1 ACRO PAINTS 1 HUGO’S COMMERCIALIZATION 1 KARAMCHAND APPLIANCES 1 MULLAR & PHILLIPS LTD 1 SHAKTI AUSADHALYA 1 HEINZ 1 KEPL(P&G) 1 KHANDELWAL LAB 1 ARISTRO PHARMA LTD. 1 EMAMI LTD. 1 DEYS MEDICAL 1 WOCHARDT PARENTAL DIVISION 1 TOTAL 56 - 36 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 2% PREVIOUS CO. CONTRIBUTION IN % 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 32% 2% 2% 4% 2% 4% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% DIL GUJRAT CO-OPERATIVE MILK MARKETING FEDERATION LTD CIPLA LTD. CRYAN OILS LTD. HEALTH FOOD PRODUCTS (P)LTD. VISHNU SOLUTIONS HIMALAYA DRUGS CO. ALKEM LABORATORIES VADILAL ICE-CREAM LTD. WIPRO LTD. FRESHER INDIA INFOLINE LTD GODREDJE SARA LEE LTD TOPS SECUIRITY LTD. THE ZANDU PHARMACEUTICAL WORKS GILLETTE INDIA LTD. G.M. PEN (P)LTD. RANBAXY LABORATORIES HUL PARAS PHARMACEUTICAL LTD TATA AIG SATER AGRA PRODUCT PVT. LTD. VALIANT HEALTH CARE LTD. COMPETENT CARRIER DABUR AYURVEDIC CENTRE ACRO PAINTS HUGHOS COMMERTIALIZATION KARAMCHAND APPLIENCES MULLAR & PHILLIPS LTD SHAKTI AUSADHALYA HEINZ KEPL(P&G) KHANDELWAL LAB ARISTRO PHARMA LTD. EMAMI LTD. DEYS MEDICAL WOCHARDT PARENTAL DIVVISSIONFigure 27: Previous organization distributionVery clearly it can be seen that 32% of the total recruitment is done internally, which ispreferable due to the following reasons: a) Reliability of the candidate is very high b) Suitability of the candidate is very high (i.e. pre-exposed to organization culture) c) Less training needed d) Motivation to the employee e) Least expensive source for recruitmentGCMMFL & CIPLA both have contributed only 4% of the total recruitment. Others havecontributed only 2% each. Less company preference increases the corporate image &relations - 37 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097C. MARICO Table 22: MARICO’s industry preference for recruitment INDUSTRY/Organization NO. CANDIDATES FRESHER 0 TELE 1 PHARMA 1 FINANCE 0 FMCG (OTHERS) 5 DABUR 5 MARICO’s industry preference for recruitment FINANCE 0% FMCG (OTHERS) PHARMA 42% 8% FMCG TELE 83% DABUR 8% 42% FRESHERS 0% FRESHERS TELE PHARMA FINANCE FMCG (OTHERS) DABUR Figure 33: MARICO’s industry preference for recruitment As we can see Marico has recruited mainly from FMCG Industry (83%) of which 50% of the candidates were previously working with DIL. Like, HUL they haven’t taken any fresher at all. They have taken equally, i.e. 8% each, from Telecom & PHARMA. Unlikely HUL, they haven’t taken anybody from banking/insurance background. Intakes from PHARMA industry is also very low, but in comparison with others, have taken more candidates from Telecom background. - 43 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097F. Over all Industry preference Considering all the industries as the Universal Set & the number of recruitment done from each industry by each of concerned organizations, we can get the following results: Table 28: FMCG candidate’s distribution ORGANIZATIONS CANDIDATES FROM FMCG NESTLE 3 HUL 11 MARICO 10 RECKITT 13 HEINZ 7 HEINZ NESTLE 7% There’s no doubt about that all being FMCG 16% HUL 25% organizations would obviously prefer recruiting from FMCG industry, Reckitt is RECKITT the first organization to do that, followed by 29% MARICO HUL, Marico & Heinz (in order). But, very 23% unlikely Nestlé has recruited only 7% from the industry. Figure 39: FMCG candidate’s pie-chart Table 29: FINANCE candidate’s distribution ORGANIZATIONS CANDIDATES FROM FINANCE NESTLE 0 HUL 4 MARICO 0 RECKITT 2 HEINZ 1 We already know from the previous section that Nestlé & Marico have not recruited NESTLE anyone from Finance sector, but this was HEINZ 14% 0% not clear that HUL is the major player in recruiting from Finance sector. HUL has recruited the highest number (57%) of RECKITT 29% HUL 57% candidates from the respective market. MARICO Then comes the number of Reckitt, 0% followed by Heinz. Figure 40: FINANCE candidate’s pie-chart - 49 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 ANALYSIS ON THE BASIS OF SURVEYData collected by visiting different FMCG organizations (some non-FMCG organizationsalso, to understand the specific traits of FMCG Industry Recruitment Process) & fillingup the Questionnaire with the help of respective HR-Managers (involved directly inrecruitment).A. FMCG Industry 1. HEINZ ∋ Reasons of recruitment are mainly due to promotion, resignation & new position (in order). ∋ Employees who leave the organization, majority goes to Telecom. ∋ Sales-force structure would be --- SO—ASM –BM ℵ -- (in order). ∋ SO’s recruitment is highest. ∋ No separate sales-force for SBUs ∋ Mostly internal source is used followed by Consultancy & Job-Portal (in order). ∋ Profile of sales people: 25-27 yrs old, 0-2 yrs of experience, graduate/MBA, from FMCG Industry ∋ For higher position mostly internal promotion is used ∋ If there is some new or very specialized department that requires manpower then only some external sources are used for higher positions. 2. CAVINKARE ∋ Reasons of recruitment are mainly due to resignation, new position, termination, promotion (in order) ∋ People stay in this Industry only, some are going to retail ∋ Sales-force structure : SR ⊕ --TSO—AM(Area Manager)—RM(Regional Manager) ∋ 2 SBUs – consumer goods division(cgd) & food division (fd), food is only present in Chennai; would be launched soon in other parts ∋ At this point SRs are recruited more, because it’s a new position, followed by TSOs ∋ Recruitment is higher in cgd.ℵ Branch Manager⊕ THIS IS A VERY NEW POSITION, FOR CK, TO LAUNCH FOOD DIVISION IN EAST. - 52 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 ∋ Internal source is used mainly for higher position recruitments, otherwise consultancy is a better option than job-portal as in east search results are dwindling ∋ Some good Job-Portals are www.naukri.com, www.monstorindia.com ∋ Entry sales profile would be: SR~30yrs, TSO~28yrs, 2yrs of experience, graduate, strictly from FMCG background ∋ Lower positions are filled with help of job-portals & consultancies but, higher positions are recruited internally from Head Office (HO). ∋ For entry level, first there is an online, then aptitude test & then interview ∋ FMCG attrition rate at this time would be 0-5 % 3. EVEREADY ∋ Reasons of recruitment are mainly due to resignation, promotion & new position (in order) ∋ There is no trend in employees leaving & joining to some other industry, but, some are leaving to industries like telecom, IT etc. ∋ Sales-force structure would be: SO—Sr.SO—ASM—ZSM ♥ —RM ∋ No demarcated SBUs for sales force; the person who’s handling packed tea is also handling flash lights ∋ Entry level/junior level recruitment is more ∋ Junior level recruitments for plant & sales are done through job-portals & consultancies; for middle level, only consultancies & higher recruitments are done by senior level employees at HO with the help of Executive Search Agencies ∋ ERS & organization website is used as an internal channel ∋ Job-portals & consultancies are used equally on the basis of situation requirements ∋ Though costly but, consultancies are best during bulk recruitment & tight lead-time ∋ They use www.naukri.com, www.monstorindia.com, www.jobstreet.com etc. ∋ Sales profile would be: 27-32yrs, graduate/MBA, 1-2yrs of experience, no organizational or industrial preference ∋ Attrition rate of FMCG industry would be more than 30%♥ Zonal Sales Manager - 53 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 4. COLGATE-PALMOLIVE ∋ Reasons of recruitment are mainly due to resignation, promotion & new position (in order) ∋ Entry level people are promoted to ASMs ∋ There is a trend while a person resigns from FMCG industry; generally he’s joining retail or telecom ∋ Sales-force structure would be: CDO σ —AM—RM ∋ 3 main sources of recruitment would be: consultancies, job-portals ERS/website (in order) ∋ Sales-force profile would be: 25-32yrs old, graduate/MBA, 2yrs or more experience, strictly from FMCG industry 5. MARICO ∋ Reasons of recruitment are mainly due to resignation, promotion, termination & new position (in order) ∋ There is a trend in people leaving Marico & joining in Banking or Telecom Sector ∋ Sales-force structure would be: TSO—TSE σ —SPE σ —ASMs ∋ No demarcated SBUs for sales force ∋ Mainly TSOs are recruited; for higher ranks internal source is used & if there is any usage of external source, i.e. being done by HO ∋ Mainly consultancies are used as an external source, though it’s costly but it saves a lot of time. Sometimes consultancies take interviews also, on their behalf ∋ Consultancies like Madhyam, Assurance etc are used as an external source ∋ Sales-force profile would be: below 32yrs of age, fresher (MBA trainees)/2-3yrs of experience, strictly from FMCG background, strong brands like Dabur, HUL, Keventor Agro are appreciated ∋ Attrition rate in FMCG industry would be: 5-10% ∋ There is some recent changes in interview structure --- first online psychometric test & then written aptitude testσ Capacity Development Officer (Definition taken from internet)σ Territory Executive (Definition taken from internet)σ Sales Professional Executive (Definition taken from internet) - 54 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 6. HUL ∋ Reasons of recruitment are mainly due to new position, resignation, promotion & termination (in order) ∋ Employees leaving & switching to telecom & finance sector (especially insurance) ∋ Sales-force structure would be: TSO—(CL)TSO—ACTIVATION EXECUTIVE—ASCM(Area Sales Cluster Manager)—RSCM σ —GM σ ∋ It has got 6 SBU dependant sales-force: 1. HPC U1: All soaps, shampoos etc. 2. HPC U2: Lakme (mainly) 3. Rural & Shakti (suburbs): Almost all products as in U1, but for suburb selling 4. Water Division: Purit 5. Vending Division: Coffee-machines (mainly) 6. Ice-Cream Division: Kuwality-Walls ∋ TSOs are recruited the most, followed by (CL)TSOs & lastly ASCMs ∋ Mostly recruitment occurs in HPC U1, U2 & Rural, followed by Water & then by Ice-Cream Divisions ∋ Importance is more on ERS & official website (i.e. internal sources) as they are cost-effective & always fresh. ∋ Job-portals & consultancies are least used as they require huge amount of cost & especially consultancies are avoided as a lot of time is consumed in briefing the consultancies. ∋ Sales-force profile would be: 25-31yrs old, 1yr of experience or fresher, graduate, industry preference depends on divisions/SBUs, from branded employers like Dabur is appreciated ∋ Higher position recruitment is done through senior panels from the HO ∋ Attrition is high as FMCG guys can be absorbed in any kind of sales profileσ Regional SCMσ General Manager - 55 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 0101060977. CADBURY ∋ Reasons of recruitment are mainly due to promotion, resignation, new position & termination (in order) ∋ There is no proper trend, but people leaving & joining other industries ∋ Sales-force structure would be: SO—SSO—ASE—ASM ∋ For SOs recruitment is the highest ∋ They are using internal & job-portals and consultancies for recruitment, but there is no picking order; it varies from situation to situation ∋ Sales-force profile would be: nearly 21yrs old, 1-2yrs of experience in FMCG, MBAs8. EMAMI ∋ Reasons of recruitment are: resignation, promotion, new position & termination (in order) ∋ When people resign their first choice of joining would be another FMCG, but people are switching to telecom & insurance ∋ Sales-force structure would be: SO—ASM—RSM—ZSM ∋ Their SBUs are HCD—health care division (constituting 25% of product line) & CCD—consumer care division (constituting 75% of product line) ∋ For both SBUs recruitment rate is almost same ∋ As a source they don’t have ERS yet, but on the verge of launching; as internal source they use their official website & soft-magazines ∋ They mostly rely on job-portals, followed by consultancies ∋ Sales-force profile would be: 24-26yrs old, 1yr of experience, graduate for lower level positions, MBAs for middle level positions, no industry preference as such but, FMCG is preferred ∋ Till middle level recruitment is done from the zonal-office, but for higher positions ZSOs start the process but, HO makes the final decision ∋ Attrition rate in FMCG industry would be between 5 to 10%, for middle & smaller stature organizations this rate is higher - 56 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097B. Other Industries 1. RELIANCE COMMUNICATIONS ∋ Reasons of recruitment are: resignation, new position, promotion & termination (in order) ∋ Sales-force structure would be: (SE—SH—ZSH—RSH) σ ∋ There are many SBU based sales-force like, Enterprise, Wireless, PCO etc. ∋ Quite obviously they have to recruit more for SEs ∋ They have to recruit more for Wireless & Enterprise divisions ∋ They use their internal sources but, mainly recruitment is done through consultancies, followed by job-portals ∋ They mainly use www.naukri.com, www.monsterindia.com & ABC Consultancies; there is no proper picking order, every decision is driven by 2 parameters i.e. cost & lead time ∋ Sales-force profile would be: 20-35yrs old, 2-5yrs of experience, graduate preferably MBAs, from FMCG or Telecom background ∋ Annual Average Budget for Recruitment would be between 10-50 lacs ∋ They’ve got no organizational preference 2. SIEMENS ∋ In IT & Electronics Industry recruitment is divided into “Expansion” & “Replacement”; mainly recruitment is of replacement in nature ∋ No, there is no proper trend in people leaving & joining some other industries, mainly they remain in the industry but, search for niche markets ∋ The main challenge is to stop employees moving to foreign competitors ∋ Some do tend to go for FMCG, Real-estate & Banking sector ∋ They work in 3 main sectors: Real-estate, Energy & Healthcare ∋ The main difference in between IT & FMCG recruitment is that in FMCG industry the pool is homogeneous i.e. the main skill set is always centered in selling, but in IT it’s all about multitasking in a specific technical domain ∋ The team structure depends on 2 basic structures: Project-Matter-structure & Vertical-structure ∋ IT organizations’ main source of recruitment is there Alumni-Channelσ SE = Sales Executive, SH = Sales Head, ZSH = Zonal SH, RSH = Regional SH - 57 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 ∋ They also use – advertisements, consultancies, job-portals & ERS, but there’s no picking order ∋ Recruitment for an IT organization is not only driven by HR needs but also by publicity stunts ∋ Below zonal heads recruitment is done from zonal-offices otherwise it’s done from HO; “you can’t recruit your boss” ∋ Generally in IT industry recruitment is always done in bulk as, if you need to increase your productivity you need to increase the head-count, which is not so in FMCG ∋ IT can also recruit in bulk, as IT has more budget as it has almost 35% profit-margin 3. TATA-AIG ∋ Reasons of recruitment are mainly due to new position, resignation, termination & promotion (in order) ∋ ABDM σ —BDM—Sr.BDM—SM σ —Sr.SM—BSM σ —AM—RM—ZSM ∋ ALT. CHANNEL Corp. AGENCY BANK UBI ALT. BA CHANNEL PNB UMM BA UMM HSBC Figure 45: SBU structure in TATA-AIG (full-forms are not available)σ Assistant Business Development Managerσ Sales Managerσ Branch Sales Manager - 58 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 ∋ As UMM is new so, lot of branches are coming-up, hence massive recruitment for this new position, & that’s why new position ranks first for recruitment ∋ They mainly use ERS as, the pool is reliable & fetches authentic people, has got at least little bit of experience, their rate of resignation is lesser ∋ When the recruitment is in bulk, then only they go for consultancies to save time, they prefer job-portals the least ∋ The sales-force profile would be: 25-26yrs old, 1-2yrs of experience, post- graduate/graduate, from any sales background, PHARMA is preferred ∋ For higher position recruitment they generally look for 2 criteria i.e. reference & track-record ∋ The candidates for higher positions must possess management skills & leadership qualities ∋ Attrition rate in insurance sector is very high, about 50-60%, this is due to high targets in insurance sector but, the truth is “less pressure” is a mirageC. Findings 1. Reasons for recruitment 1. Micro-Analysis (considering only FMCG Industry) MICRO-ANALYSIS TERMINATION 10% RESIGNATION NEW-POSITION 38% 23% PROMOTION 29% RESIGNATION PROMOTION NEW-POSITION TERMINATION Figure 46: Micro-analysis of data-gathered by interviewing HR managers As we can see from the pie-chart that the main (38%) reason for recruitment is resignation, next in line is promotion with 29%, which is generally beneficial for both the employer & the employee, employee gets higher package & designation & the employer gets employee commitment in return. Next comes new position with 23%, as these are well established organizations, unless & until they expand or diversify, these category will remain low in %, another reason being that a sales profile is a sales profile - 59 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 you can’t add much more to it, as Cavinkare is expanding in WB, majority of the credit goes to it. The last position goes to termination, which is at only 10%, this is generally not preferable both employer & employee as employee loses his/her job & employer loses its image & it also points to the inefficiency of the recruitment process. 2. Macro-Analysis (considering all the organizations, even non-FMCG) MA CRO-A NA LY SIS TERMINA TION 10% RESIGNA TION NEW-POSITION 37% 26% PROMOTION 27% RESIGNA TION PROMOTION NEW-POSITION TERMINA TION Figure 47: Macro-analysis of data-gathered by interviewing HR managers If we compare the previous pie-chart with this one, we’ll find that resignation went down by 1% & promotion went down by 2%. This 3% down-turn has added up to new position & it has become 26%. This increase is due to boom in Telecom & Insurance industry, & they are comparatively newer than FMCG industry, so there is a lot of scope for newer positions.2. Is there any TREND? Is there any trend in the way people leave FMCG industry & tend to join industries like Telecom or Insurance? This is what FMCG HR-managers replied: TREND EXISTS ? NO 38% YES 62% YES NO Figure 48: Is there any TREND? As we can see majority (62%) of the HR managers I’ve interviewed have voted for the existence of a trend. - 60 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 0101060973. Existence of SBU-centric Sales-Force There are some organizations, like Eveready, who don’t have separate sales- force for each division in their organization. In Eveready the same sales- person is responsible for the sell of all the products, which is different for sales-person in DIL; they have separate sales-force for CCD & CHD. SALES FORCE FOR SBUS ? NO 40% YES 60% YES NO Figure 49: Existence of SBU centric Sales-Force 60% of the organizations I’ve made a visit to have SBU-centric sales-force. This of course affects recruitment as for different divisions you have separate job-description, job-specifications, source, target-pool & working environment; though sales profiles are generally homogeneous in nature, there’d be small demarcations in the recruitment process. - 61 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 0101060974. Source-preference No source of recruitment is good or bad, each has its own limitations & scopes, it all depends on the situation. Some sources don’t even exist for certain industries, for example FMCG industry can’t use alumni channel whereas it’s IT industries first choice. Apart from existence & non-existence, certain sources you can’t use in certain situations like, when you need candidates in bulk, job-portal won’t be a good option as you have to find out each an every candidate from the portal which is tedious & time-consuming. Considering all the situations, following result we can arrive at, after interviewing the HR managers of respective organizations: 1. Micro-Analysis (considering only FMCG Industry) M I C R O - A N A L YS I S ERS CONSULTANCY 23% 30% J OB- PORTAL 47% ERS J OB- PORTAL CONSULTANCY Figure 50: Source-preference As we can see FMCG organizations rely mainly (47%) on job-portals, the reason being this that they don’t need candidates in bulk as required by other Industries like, IT, where people are the main constituent for expansion or diversification, and FMCG is stable enough for undergoing any drastic change. In FMCG industry, HR doesn’t have any robust structure, manpower & plenty resources, like IT & other industries, for ERS database maintenance & updates. Industries like IT have wider range of resources for HR, which can be utilized to make new strategies. Consultancies are the next preferred source with a preference % of 30%, used during tight lead-times. As stated earlier ERS is the least used sources of all. - 62 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 0101060972. Macro-Analysis (considering all the organizations, even non-FMCG) M ACRO-ANALYSIS ERS CONSULTA NCY 26% 32% JOB-PORTA L 42% ERS JOB-PORTA L CONSULTA NCYFigure 51: Macro-Analysis of Source-PreferenceIf we compare this pie-chart with the one in the previous page, it’s crystalclear that use of job-portal has decreased by 5%, which got redistributed inconsultancies preference (thus, increasing it by 2%) & in ERS preference(thus, increasing it by 3%).IT industries use a lot of Alumni channel &Insurance sector uses a lot of internal sources for reliability issues, henceincreasing the ERS %. In case of IT, Telecom & Insurance which arecomparatively new & unstable sectors thus they need candidates in bulk, thusincreasing the usage of consultancies. - 63 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097D. Recruitment from Consultancies’ Perspective Data available: went for an interview with New Management Development Consultancies. 1. Client-Consultancy Interaction The consultancy always needs to concentrate on the following points, while dealing with the client: 1. deadline for the concerned vacancy, i.e. the lead-time for the given vacancy 2. proper & thorough knowledge of Job-Description & Job-Specification 3. proper knowledge of the remuneration-range 4. consultancy-fees which will balance the effort put & cost bared by it 5. it should also take into account the individual choices of the concerned HR- managers 2. Candidate-Consultancy Interaction The consultancy always needs to concentrate on the following points, while dealing with the candidate: 1. in remote areas they need to create candidates, by counseling them, as in FMCG sector there is a number organizations & in remote areas it’s really hard to find good candidates 2. they always have to map candidates for future or present requirements 3. they have to keep & maintain satellite agents in remote places 4. they have to understand a candidate’s needs 5. they need to convince the candidates so that all the 3 parties arrive at a win- win situation 6. they need to find references, constantly, for head-hunting 7. they need to follow-up both the candidates & clients 3. Consultancies own responsibilities 1. they are always in a sandwiched situation, acting as a bridge between the clients & the candidates & trying to match one’s expectation with that of the other 2. generally it’s a ground level work; they don’t use any special tool for this, only use simple database software 3. they need to find out CVs which the organizations don’t have any access to, because if the organization can find the candidates themselves they don’t get paid; they have their own database, they don’t search from job-portals 4. they always maintain a stock, to meet up to the deadline & to keep the client interested - 64 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 5. when they have more than one client asking for the same profile at the same time, when they’re short on resources, they have to prioritize & make a trade- off 6. they also interview & train the candidate for final interview so, that the candidate gets selected 7. sometimes they put advertisements on behalf of their clients or sometimes put joint-advertisements also 8. sometimes they take the screening tests for bulk recruitment, they do this on behalf of their clients & for some IT firms, for entry level positions, this is a very common practiceE. Expectation levels relating to Consultancies Further data collected from consultancies by interviewing 4 consultancies; The Head Hunters (M/s Nilanjana), Career Point (Mr.Subrata), New Management Development Consultancy (Mr. Subhadip Das), Udayan Basu & Associates (M/s Dipanwita Sarkar). 1. What a consultancy expects from its Client 1. Specific, Updated & Perfect Job-Description without any confusion 2. Intimation before the interview & after the interview from clients end 3. Exact or proper scheduling, as the candidates are in sales & thus, highly mobile, if somehow the interview is not held on the appointed date, the candidate may not be available. Thus, a bitter relation among the two may crop up, the consultancy fails to achieve the targeted turnout, delayed billing & the organization losses the candidate 4. Feed back or follow-up is one of the major resources which a consultancy needs to deliver properly. If the candidate is rejected, then on what grounds & if, the candidate is selected, then an insight on his qualities. This information is very important for the consultancy for delivering in future as every CV is like gold to it & it doesn’t want to waste CVs 5. Timely payment & over all satisfaction in terms of approach & time given for briefing 6. Good number vacancies, with good remuneration packages. 7. Leading & growing organizations 8. Pro-activity from the other end, consultancies want to work as a team with the clients 9. Trust & faith on the consultancy’s abilities 10. Transparency in terms of all the proceedings regarding the recruitment - 65 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097Which organizations/industry are recruiting from DIL?Data collected form www.naukri.com: collected CVs of employees who had beenwith DIL, but left during 06-08 & now, are working with some other organization.Table 34: Sample set for, recruitment process of others from DIL SL.NO. CO./ORG. DOL DESIG.in DIL STATE in DIL 1 Agro Tech Foods Limited Feb-07 SO WB 2 AIRCELL/Dishnet wireless Ltd Jul-07 SSO BHR 3 AIRCELL/Dishnet wireless Ltd Feb-07 SSO BHR 4 AIRCELL/Dishnet wireless Ltd Nov-07 SO JKD 5 Bajaj Consumer Care Ltd Mar-07 ASE BHR 6 BHARTI AIRTEL SERVICE LIMITED Aug-07 SSO JKD 7 BHARTI AIRTEL SERVICE LIMITED May-08 SO NE 8 BHARTI AIRTEL SERVICE LIMITED Nov-06 SSO ORS 9 Cadbury Inia Ltd Jul-06 SO BHR 10 CavinKare Pvt Ltd Jun-06 SO NE 11 COLGATE-PALMOLIVE Dec-07 SO NE 12 COLGATE-PALMOLIVE Mar-07 SO ORS 13 EMAMI Ltd Dec-07 SO JKD 14 EMAMI Ltd Jan-06 ASE JKD 15 EMAMI Ltd May-07 ASE ORS 16 EMAMI Ltd Dec-07 ASE ORS 17 EMCURE PHARMACEUTICALS LTD Sep-06 ASM WB 18 FABER CASTELL (I) PVT. LTD Jan-07 SSO WB 19 GSK Sep-07 SO WB 20 HCL INFOSYSTEMS LTD-NOKIA SALES Jan-07 SO WB 21 Hindustan Coca Cola Beverages Pvt Ltd May-06 SO NE 22 ICI INDIA LIMITED Feb-07 ASE NE 23 ICICI BANK LTD Nov-06 SO JKD 24 ICICI BANK LTD Dec-07 SSO ORS 25 ICICI BANK LTD Mar-06 SO WB 26 KEVENTER AGRO LIMITED May-08 SO WB 27 Kotak Life Insurance Apr-06 SSO WB 28 KS OILS LTD Oct-07 SO BHR 29 loreal india pvt ltd May-07 SO WB 30 Marico Limited Jan-07 SO NE 31 Marico Limited Jan-07 SO ORS 32 Marico Limited May-06 SO WB 33 Marico Limited May-06 SO WB 34 Marico Limited Apr-06 SSO WB 35 Marico Limited Sep-06 SO WB 36 Marico Limited Jan-08 SO WB 37 NESTLE INDIA LTD Mar-07 SO ORS 38 Pepsico International Jun-07 SSO JKD 39 PHILIPS INDIA LTD (LIGHTING) Dec-07 SO BHR 40 PHILIPS INDIA LTD (LIGHTING) Feb-07 SO JKD 41 Ranbaxy Laboratories Ltd Mar-08 OPM BHR 42 Reckitt Benckiser India Limited Apr-07 ASM ORS 43 Reliance Telicom Limited/Reliance Communication Limited Aug-07 SO BHR 44 Reliance Telicom Limited/Reliance Communication Limited Jul-07 SO WB 45 Reliance Telicom Limited/Reliance Communication Limited Dec-07 TSI BHR 46 Reliance Telicom Limited/Reliance Communication Limited Jan-07 ASM BHR 47 Reliance Telicom Limited/Reliance Communication Limited Sep-07 SO BHR 48 Reliance Telicom Limited/Reliance Communication Limited Mar-07 ASE ORS 49 Reliance Telicom Limited/Reliance Communication Limited Jun-07 SO WB 50 Roche Diagnostics India Pvt Ltd Mar-07 SSO BHR 51 Sify Technologies Ltd Jan-08 SO JKD 52 SSL-TTK LTD Mar-06 SO WB 53 Tata Tele Services Ltd Feb-06 SO JKD 54 Tata Tele Services Ltd Feb-08 SO WBThe above list of ex-employees of DIL is the sample set. - 67 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097A. Which organizations are preferring DIL Reliance Telicom NO.OF CANDIDATES Limited/Reliance Communication Limited MARICO LIMITED BHARTI AIRTEL SERVICE LIMITED 2% 2% EMAMI LTD 2% 2% AIRCELL/Dishnet wireless Ltd 2% 2% COLGATE-PALMOLIVE 2% 2% ICICI BANK LTD 2% 2% PHILIPS INDIA LTD (LIGHTING) 2% 13% 2% 13% 2% Tata Tele Services Ltd 2% 6% Agro Tech Foods Limited 2% 7% 2% 4% 6% 4% 6% Bajaj Consumer Care Ltd 2% 2% 2% Cadbury Inia Ltd 2% 2% CavinKare Pvt Ltd 4% EMCURE PHARMACEUTICALS LTD FABER CASTELL (I) PVT. LTD GSK HCL INFOSYSTEMS LTD-NOKIA Figure 52: Which organizations are preferring DIL There is no need of explanation that which organizations have recruited heavily from DIL. Let us deal with the major ones in detail. - 68 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 CONCLUSIONSA. Effectiveness of DIL’s recruitment process 1. DIL’s 79% recruitment is done with direct-methods, which is efficient & cost- effective but, DIL’s ERS is being utilized only for 7% of the recruitment 2. New Management Consultancy has contributed the most but, DIL is not dependent on only one consultancy 3. Most of the recruitment is done in PATNA region & least in case of RANCHI 4. Mainly SOs are being recruited 5. In all states recruitment rate for CHD is higher than that for CCD, only anomaly is GUWAHATI & Highest difference between the division wise recruitment is in BHUBANESWAR 6. The recruitment is much higher for CHD than that of CCD 7. Consultancy contribution for recruitment in PATNA is the highest; though being a remote place GUWAHATI didn’t use any help from consultancies for it’s recruitment 8. No ASE has been recruited in any state for CHD; maximum recruitment for any position is being done in KOLKATA for SOs in CHD & over all maximum recruitment is done for SOs in CHD. 9. 32% of the total recruitment is done internally 10. DIL didn’t show any organization preference, we know less company preference increases the corporate image & relations 11. FMCG background is preferred the most, followed by PHARMA, Experienced candidate is preferred & No recruitment is done from Telecom industrySo, as a whole DIL mainly recruited through direct methods (Job-Portal & Individualnetworking), for SO-level. It has also recruited mainly from internal pool, prefersexperienced candidates from FMCG & PHARMA sectors.B. Comparison with other FMCG giants 1. Nestlé a) Unlike DIL, they have made 31% of their recruitment from fresh background b) They’ve also recruited 1 candidate each from Retail & Consultancy background, though none from Telecom or Finance sectors c) They’ve mainly recruited for SOs, which is very likely as we’ve seen in the case of DIL 2. HUL a) As likely as DIL they have preferred recruiting from FMCG & not from fresh- pool - 80 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 b) They have recruited 23% of their total requirement from internal-pool, whereas in case of DIL it’s 32% c) Unlikely DIL they’ve recruited 17% from the banking sector & taken very less candidates from PHARMA background d) Mainly recruited for TSO level as DIL did for its SO level (both are equivalent levels) 3. MARICO a) It has recruited mainly (83%) form FMCG industry of which 50% is from DIL b) Has not recruited any fresher & candidates from Banking/Insurance background c) In comparison with others, recruited more from Telecom & less from PHARMA & recruited mainly for TSO (equivalent to SO) level 4. RECKITT BENCKISER a) Following the same trend it has recruited mainly (68%) from FMCG sector b) Unlike DIL, HUL & MARICO it has taken quite a handful (16%) of fresher, but, has not recruited from Telecom at all c) All the recruitment is done for SO level 5. HEINZ a) Unlikely DIL, it has not left any of the 5 sectors unexplored; it has recruited from all the sectors almost uniformly, but mainly from FMCG & then from PHARMA & Telecom b) Has recruited mainly for SO levelIn comparison A. Reckitt prefers FMCG the most B. HUL prefers FMCG & FINANCE but, no Fresher C. Marico prefers FMCG (50% from DIL) but, no Fresher D. Heinz prefers Telecom & Pharma (other than FMCG) E. Nestlé prefers Fresher & Pharma but, no Finance or Telecom (FMCG preference is very less, 7%)C. Over all industry trend for FMCG sector a) All organizations prefer recruiting from FMCG industry, Reckitt is the first organization to do that, followed by HUL, Marico & Heinz (in order). But, very unlikely Nestlé has recruited only 7% from the industry b) Nestlé & Marico have not recruited anyone from Finance sector, but this was not clear that HUL is the major player in recruiting from Finance sector. HUL has recruited the highest number (57%) of candidates from the respective market. Then comes the number of Reckitt, followed by Heinz - 81 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 c) Nestlé & Reckitt have not recruited from Telecom industry, but Heinz has recruited 50% of what all the 5 organizations recruited together from this industry; HUL & Marico have shared the left-over pie by 25% each d) HUL & Marico have not recruited a single Fresh candidate. Though Nestlé has recruited only 7% from the FMCG industry, it may have managed by recruiting 39% of Fresh candidates who can be molded into any role as the organization wants, this may be the secret of getting away even after recruiting only 7% from FMCG industry, Heinz comes next in the line missing the first position only by 1%, this is quite interesting as Heinz has also recruited maximum from Telecom industry. Though Reckitt is third in the line but, its % of recruitment is not very low in comparison with the other two e) Though Nestlé has recruited the highest from PHARMA industry & from Fresh- Pool, it has recruited 45% from PHARMA. The next number is of Heinz, it has recruited 31% from the respective industry. All the companies have utilized this channel as they have done with FMCG industry f) Now while comparing the contribution of the 6 industries towards the recruitment process in FMCG industry we can say that, FMCG, being the host, industry has contributed maximum towards its recruitment process. Surprisingly, Fresh-Pool is competing quite successfully with PHARMA industry by sharing the same % of contribution of 18%. Finance sector is much more preferred than Telecom as a source for recruitment in FMCG industry g) The main (38%) reason for recruitment is resignation, next in line is promotion with 29%, which is generally beneficial for both the employer & the employee, employee gets higher package & designation & the employer gets employee commitment in return. Next comes new position with 23%, as these are well established organizations, unless & until they expand or diversify, these category will remain low in %, another reason being that a sales profile is a sales profile only, you can’t add much more to it. Since Cavinkare is expanding in WB, majority of the credit goes to it. The last position goes to termination, which is at only 10%, this isn’t preferable for both employer & employee as employee loses his/her job & employer loses its image & it also points to the inefficiency of the recruitment process h) Majority (62%) of the HR managers I’ve interviewed have voted for the existence of a trend of people leaving FMCG & switching to Telecom, Banking or Retail sector (preference in order) i) There are some organizations, like Eveready, who don’t have separate sales-force for each division in their organization, but 60% of the organizations I’ve made a visit to have SBU-centric sales-force j) FMCG organizations rely mainly (47%) on job-portals; consultancies are the next preferred source with a preference % of 30%, used during tight lead-times & as stated earlier ERS is the least used sources of allOver all industry preference would be: FMCG > (Fresher = Pharma) > Finance > Telecom > Others - 82 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097In FMCG sector mainly SOs are recruited as it’s the most unstable designation & theyare also more in numbers thus, increasing the probability of agitation in this level. Themain reason for recruitment is resignation & main source utilized is Job-Portals, as therecruitment is not in bulk. Majority of the organizations agree that there is a trend ofpeople leaving & joining other industries like Telecom, Bank & Insurance, due to higherpay-packages. Majority of the organizations don’t have SBU-centric sales-force.D. Demarcation between FMCG & other industries a) FMCG organization, in majority prefer to, recruit from FMCG industry but, that is not the case for Telecom & Banking sector as they recruit not only from their respective industries but also from FMCG b) Other industries also have SBU-centric sales forces like most of the FMCG organizations c) In IT & Electronics Industry, recruitment is divided into “Expansion” & “Replacement”; mainly recruitment is of replacement in nature d) No, there is no proper trend, in other industries like IT, of people leaving & joining some other industries, mainly they remain in the industry but, search for niche markets but, FMCG HRD believes that there is a trend of leaving & joining Telecom & Banking sector e) The main difference in between other sectors’ & FMCG’s recruitment is that in FMCG industry the pool is homogeneous i.e. the main skill set is always centered in selling, but in IT or other service industry it’s all about multitasking in a specific technical domain f) IT organizations’ main source of recruitment is their Alumni-Channel g) FMCG organizations rely mainly (47%) on job-portals, the reason being that they don’t need candidates in bulk as required by other Industries like, IT, where people are the main constituent for expansion or diversification, and FMCG is stable enough for undergoing any drastic change h) In FMCG industry, HR doesn’t have any robust structure, manpower & plenty resources, like IT & other industries, for ERS database maintenance & updates i) Consultancies are also used by FMCG but, not as vigorously used by IT (due to expansion or different technical requirements), Telecom or Banking (due to high growth, expansion & attrition rate) j) For many IT companies recruitment may be a publicity stance to get client & stock-market recognition; which is not the case for FMCG k) IT & other industries do have the need of bulk recruitment & can afford that with high profit margins which not the case with FMCG, neither do they have the need nor do they can afford to do that as the profit margin is not that high due to severe competition & lack of proper niche markets - 83 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097The main difference between FMCG & others is that FMCG is manufacturing based &industries like Banking &Telecommunication is service based. Thus, expansion forservice-industry means increase in the head-count but, for manufacturing industryexpansion doesn’t lead to that much increase in the head-count. Thus, other industriesrecruit in bulk as a result consultancies are preferred as in these situations Job-Portalbecomes a very time-consuming affair. They can afford bulk recruitment as their profitmargin is also higher than FMCG, as FMCG has become very competitive & theproducts from different brands are also homogeneous. There is one more reason for bulkrecruitment & i.e. IT, Telecom & Banking are growing faster than FMCG as they arecomparatively new in the market.E. Their recruitment & our retention a) Reliance Telecommunication has recruited the highest number of people in the set, out of 13% of the whole it has recruited 29% ASMs/ASEs, if we consider states then it has been most prominent in BIHAR with a share of 57% b) MARICO has also recruited 13% of the total share & has recruited only for SOs, the main thing for DIL would be that among all the states it has recruited 72% of its total share from WB c) EMAMI has recruited only 7% but, it has mainly targeted ASEs; out of its total share it has recruited 75% of ASEs, two from ORISSA & one from JHARKHAND. Thus, in ORISSA out of total recruitment by others, % of ASEs is 45% d) BHARTI has recruited only 6% out of which 67% are SSOs from NE, JKD or ORS & AIRCELL/DISHNET have also recruited only 6%, of the total recruitment from DIL, from either JKD or BHR & mainly SOs e) ICICI Bank has also recruited 6% of the total share, from WB, ORS, JKD & mainly SOs (67% of it’s total share); Colgate-Palmolive & Philips both have recruited 4% of the total pie f) Marico is very dominant (SOs) in WB, RTL in BHR (SOs), & EMAMI in (ASMs) ORSWe can find out that after FMCG itself, comes the number of Telecom which is recruitingheavily from DIL. The reasons being that Telecom’s remuneration packages are higherthan any FMCG organization & sales people are highly unstable. A question crops-upthat Insurance-Banking sector pays more than Telecom; then why not Banking sector?Why only Telecom? The answer to this question is simple & i.e. the work load is higher inBanking sector & not all understand the process. This is not the case for DIL only;rather, this trend is prevalent in other FMCG organizations also.F. Recruitment from consultancy’s view point a) Consultancies act as a bridge between an organization & a candidate. It has to take care of expectations of both the parties b) To remain in the business they need their own database of CVs which are not available in any portal & need satellites in remote places - 84 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 c) A client expects a variety of CVs, reliability, confidentiality, lead-time compliance & a perfect and specific JD-JS match d) A consultancy expects time to time feedback, transparency, proper scheduling, good remuneration packages, perfect JD & timely payment from the client e) A candidate expects proper counseling & job-fitness from the consultancy & it expects intimation & feedback, after the interview is over, from the candidateA consultancy has to manage both the parties, one needs manpower & the other needsemployment. It does nothing but matching the expectation-levels of the two parties. Whilefunctioning, their main secret lies in providing CVs which are not in any Job-Portal. - 85 -
    • SUBMITTED BY ANGSHUMAN GHOSH, 010106097 RECOMMENDATIONS1. As we have seen that ERS is one of the most cost effective, reliable & efficient source of recruitment, DIL may try to think on it2. In remote places like NE, people shifting more to Banking & Telecom sectors as there is a mindset that they are much more lucrative options than FMCG. By circumstances there is a dart of talent in these regions as the population is low & if by any chance their mindset sticks to what is mentioned in the previous lines, we have to look towards consultancies for recruitment in these regions. This may be avoided by: a) We can never change the facts & nature of the job, what we can really change is the context; by giving them uniforms & other value added things like umbrellas or other articles (something which is longed for, in these parts), with Dabur logos in them. We are not trying to build brand here but, we are trying to revitalize the brand in the mindset. We need word of mouth to revitalize our position as a recruiter. We have to understand that it’s not Dabur; it’s FMCG as a whole when compared with Banking & Telecom. We can also use our distributors to get candidates & get good name among the pool. We have to show Dabur & FMCG are still as lucrative as they were. We have to highlight the drawbacks of competing industries. b) This era is of Business-Ecology; other than i-Pod & music companies, there is an extreme example of coalition/eco-logical relationship between two competing organizations & i.e. of Coke & Pepsi. Why don’t we propose an agenda to fight other industries with coalition?3. We should be very careful regarding 3 organizations; EMAMI is aiming mainly for ASEs, RTL is one of the major candidate for recruiting from DIL (especially in Bihar) & Lastly MARICO which is another organization competing with RTL in the same business4. We should find out: Why are SOs in WB not happy? & What are they getting extra in MARICO?5. We should also find out: Why are ASEs not happy in ORISSA? & What are they getting extra in EMAMI?6. Why employees (SOs) in CHD are not happy? If it’s due to the nature of the job, we can’t change it but, what we can do; we can change the context of the job. - 86 -
    • MY LEARNINGS WHAT I HAVE LEARNT1. When you delegate: just look at the final result, find out whom, how much & when to delegate. When someone delegates something to you: just ask about the parameters; don’t bother the person as far as you can2. When you’re dealing with anyone on professional level you must know: when, how & how much to speak, same is true for sending an e-mail3. When you are taking an appointment make it crystal-clear that it wont take long, why you want it & why only that person can help you4. Before you take an appointment you must have the phone number & even the venue To find more log on to my Blogs: (office) address, so that you know how long it would take to reach you there, so that you can fix a risk & hustle free appointment 1.Phillosophy5. Make some assumptions like, who can help you, where you can get the person; if nothing http://mindizthereality.blogspot.com works, try to get some leads who would help you to reach the person; never waste a lead, http://acupofsugar.blogspot.com at least take another lead from the current lead 2.HR6. Whether it’s HR or Marketing NETWORKING is the KEY; you must know http://hr-central.blogspot.com “PEOPLE”, if you don’t start knowing right now!7. Your attitude must reflect your eagerness to learn; but, don’t ask silly questions8. You must know how to Follow-Up; Outlook is the deadliest weapon to do that!9. If you know Excel your knowledge wont go in vein, irrespective of where & in which designation you work10. Initially your Learning-Set should be wide, depth will come with timeWHAT I ALREADY KNEWPUNCTUALITY FOCUSEDSINCERERITY PROACTIVITYHARD & SMART WORK TRY TO FINISH BEFORE THE DEAD- LINE, SO THAT I CAN HAVE TIME TONO EXPECTATIONS TAKE CARE OF MINUTE DETAILSONLY RESULT MATTERSSIMPLE THINGS TO REMEMBER FOR myOWN ORGANIZATION (s)1. My receptionist is the first (thus, most important) interface with the outside world2. I should convince my employees that they represent the organization, the BRAND & the more it grows the better opportunities they will have3. If someone is waiting for me then, I’ll make it sure that he/she is properly attended & for every 15 mins I won’t miss the chance to say “I’m sorry”4. I should be available for my lower-rung employees & be more careful with them as they sometimes suffer from inferiority complex
    • YOU CAN MAIL ME AT ANGSHUAMN08@GMAIL.COM Let me tell you my experience in GBS, in short (other information is available in the “I never knew that Odonil website). To be very honest I was quite belongs to DABUR, Lakme surprised on the first day in GBS, actually I belongs to HUL & Halls had never expected such infrastructure belongs to CADBURRY. from a B-School. Regarding teachers I’m noGlobsyn Business School And to know HR functionsXI-11&12,Block-EP,Sector-V judge for a group of people who are more I’d to learn Sales first”Salt Lake Electronics experienced & knowledgeable than me; oneComplex, KolkataPIN-700091 thing you can be sure of & that is, if you arePhone: 033-2357-3610/15 HUNGRY you’ll have a sumptuous party.Web: www.globsynschool.com A thing which you’ll never find in other in- stitutes & that is BDG Sir’s presence. A man with a Vision which can be shared by the whole lot & will remain embedded in you even after you leave the premises. Which will motivate you throughout your life. Mr.Debraj S.Roy recognizes it at once—“you mean Chy- In short, when I went to Dabur I was (Associate Man- awanprash” or “you mean Honey” or starving but, when I left I had to ager HR , east “you mean Hajmola”. take a bottle of Hajmola along with zone) was my me. The work-culture was a little bit new guide for my SIP to me as all my friends are in IT & I If you can’t digest all this & think I’m in DABUR India was in DELL-Technical Support. The just trying to make everything look Ltd. (east), I FMCG industry is a lot different than wonderful, no issues just take two MR.DEBRAJ S.ROY don’t want to IT industry. It took me hardly, 2 days tablets of Hajmola or Hingoli, believe comment on him to get accustomed to the new envi- me you’ll be fine. as I’m not the right person to do that. ronment. Though, the credit goes to What I can tell you that he consid- Debraj Sir, Mr. Gopal Biswas, & eve- ered me a novice from day one but, ryone at the office; they never never treated me like one. Had faith treated me like a stranger. in me & motivated me a lot. He was more than a guide to me. Apart from doing my project I learnt a lot of on-hand & tactical things Regarding the organization I don’t which can only be learnt under proper have to explain much as every one FMCG products are in every guidance & not from any book. part of your LIFE