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AN INTRODUCTION TO THE THAPAR GROUP

“Where growth is not only an obsession”

A visionary who wanted to lay the foundation of an enterprise that would help India through her
formative years, founded the Thapar Group in the early 1920’s. As pioneers they are the fourth largest
industrial conglomerate in the country, with over 54 different companies and 80 manufacturing plants.
Assets have accumulated over Rs. 24,000 million with an annual turnover of about $ 2 billion. The
group grows annually at the rate of over 19%. The group has diversified industrial interests that include
Paper, Chemicals, Textiles, Man made Fibers, Glass, Electronics, Heavy Engineering, Diesel Engines,
Power Equipment, Motor and Pump sets, Gensets, Transmission and Distribution Equipments etc.
Beyond this, the Thapar Group manufactures equipment for industries related to Aviation, Mining,
Marine, Metallurgy, Oil exploration, Shipping, and Mechanical handling. Industrial products like
Electronic Process Instrumentation Boilers and Furnaces, Steam and Energy Control Equipment are also
the part of Thapar Group’s activities. Software growth is another area that Thapar Group has explored.

Flagship that represents the Thapar Group:

• Ballarpur Industries Ltd.


• JCT Ltd.
• Compton Greaves Ltd.
• Greaves Cotton and Company Ltd.

The companies have gone beyond their initial industrial interest and pioneered a wide range of products
and services through their subsidiaries. The Thapar Group’s spectacular growth in a span of over 80
years is a result of two factors:
• A clear philosophy that governs the mission of business across all levels of hierarchy and the
openness of mind to share global technologies with those who are willing and brave.
• The Thapar Group’s manufacturing values ensure associations only with the world’s best and
most capable corporations. The collaboration list constitutes giants like Du-Pont, Zimmer, AG
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Hitachi Ltd., OKI Electricals, Westinghouse, David Brown Ruston & Hornsby Hawker Siddsley,
Siemens AG and Bush Electronics.

The group owes its success to a well known attitude of doing business globally and nationally, an
attitude that involves lighting changes, both in terms of technology, infrastructure, and ability to adopt
the changing scenario at home and abroad, and a warm management philosophy that always puts people
first.

JCT LIMITED: AN OVERVIEW

In the field of cotton and blended fabrics, JCT has always been a trendsetter. It is one of the leading
manufacturers and exporters of cotton textiles in the country.
JCT limited Phagwara; a composite unit having spinning, weaving, and processing facilities is a blue
chip company of the Thapar Group and was incorporated on 28th October, 1946 under the name of M/S
Jagatjit Cotton textiles Mills. The establishment of JCT limited was the result of the decision taken by
the government of India under the post war development plan. It was decided to locate the mill in the
north India and after much discussion; Kapurthala was selected as a site for textile venture. It was M/S
Karamchand Bros. Ltd. Who entered into a final contract with the government of India to set a mill at
Phagwara (Punjab). The disadvantage of unfavorable weather was offset by other factors such as cheap
labour, availability of raw material, and government’s aid. Thus, the company came into existence in
1946.

In the initial years, the business was on a small scale and the company was manufacturing only cotton
fabrics. That is why it is called “Jagatjit Cotton Textiles Ltd.” Afterwards the company also started
manufacturing cotton yarn, and nylon T filament yarn. JCT has made a big dent in synthetic markets by
producing plain and fancy suiting; both piece dyed and fibre dyed and dyed yarn shirting in innumerable
designs and weaves to cater the different segments of the market.

The policy of management to reinvest its profits year after year led the mill to grow rapidly into one of
the leading textiles mill in the country. In 1995, Rs. 300 crores was invested for the modernization of the
Phagwara unit. This unit is now one of the most modern units with the state of art technology.

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The management for over three decades has implemented the concept of participative management. The
workers/ employees and their representatives are fully involved in the management and running the
affairs of the company. This policy of management has generated tremendous goodwill for the company
amongst its employees and the result is that the company has a committed workforce of about 5000
workers and 530 employees and the most cordial employee- employer relationship.

As this is the era of cutthroat competition, JCT believes in quality, which results in leadership, and as
result, this has led them to tremendous growth. JCT fabrics have captured profitable sections in the
market. There has been a constant growth in the man-made fibre with a wide variety of nylon and
polyester filament yarn.

LOCATION OF JCT
The mill is situated in Phagwara town on G.T. Road, the national highway number -1. It is 40 kilometers
from Ludhiana towards Amritsar. The location of the mill is of great advantage as transportation of
goods is cheaper, easier and quick.

JCT PHAGWARA COMPLEX


The complex consists of a mill and the Thapar colony. In the mill, there is a main production unit,
administration offices, go downs, stores, canteen, dispensary, and the turbines for the generation of
electricity.
The residential complex known as Thapar colony is for the officers and other employees. It includes
gymnasium and club. The whole complex, thus, is like a small town in itself.

OBJECTIVES OF THE GROUP

• To consolidate and develop core business areas mainly: synthetic and textiles.
• To attain the position amongst the leading composite textiles mills in India and to retain its
position among the top companies in the synthetic fiber industry.
• To expand and diversify into allied product areas and simultaneously increase global presence
and develop international markets together with domestic markets to achieve rapid growth.
• To evolve into a quality conscious, customer oriented, and fast expanding organization.

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CORPORATE PHILOSOPHY
• JCT believes in dignity of human beings.
• JCT believes that there exists a psychological contract between the organization and the
employees, and the growth of both is interlinked.
• JCT strive to attract, develop, and retain the best talent available.
• JCT doesn’t believe in any discrimination on the basis of caste, creed, religion, race, or gender.
• JCT believes in the concept of right person at the right job.
• JCT values merit and recognizes ability.
• JCT encourages teamwork and believes that this enhances problem-solving capabilities.
• JCT actively promotes sports and other cultural activities for cohesiveness and harmony.
• JCT knows that it is the part of the changing environment and that it has to be proactive to such
changes. JCT continuously strives to be a better corporate citizen.

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QUALITY POLICY OF JCT

Customer’s satisfaction is the motto of JCT Ltd. They, therefore commit themselves to produce and
deliver such fabrics so as to meet the customer’s demands.

Up gradation of Identification of
Quality customer’s needs

QUALITY
POLICY

Continuous Confirm the desired


Improvement standards

Customer
Satisfaction

This is achieved by:


• Identifying customer’s requirements and converting them into products.
• Pursuing the process of continuous improvement by the employees of the organization.
• Ensuring that quality standards are maintained and upgraded to reflect the changing customer’s
requirements.

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J.C.T. - FACTUALS

 Established in: 1946

 Operation of production: 1951

 In 1950’s Installed Capacity

 Spindle: 17856

 Looms: 390

 Present Installed Capacity

 Spindles: 63244

 Open End Rotors: 1488

 Looms: 450 Conventional


171 Sulzer
28 Air – Jet

 Annual Turnover: Exceeding Rs. 300


crores
 Manpower: Workers:
4500(app.) (Engagement)
Staff: 550(app.)

 Regd. Office: Village


Chohal
Distt. Hoshiarpur
46001 (Pb.)

 Corporate Office: Thapar


House
124, Janpath
New Delhi-110001

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ORGANISATION CHART

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Products

• Products overview:

JCT Limited has a product range of materials including 100% Cotton, 100% Polyester,
100% Nylon as well as various blends like Cotton/Polyester, Cotton/Nylon and
Polyester/Viscose, Single and Plied Yarns (both with counts ranging from 6s to 100s) as
well as Cotton Lycra and P/C Lycra Stretch material (which is Dupont USA approved).
Depending on the requirement, even bamboo and linen fibres are used to create special
effects

The company pioneered the manufacture of Organic Cotton, a special eco-friendly type
of fabric that is available in up to 160cm of sheet width. This Organic Cotton is grown on
land free of any harmful chemicals, insecticides etc. and is regularly exported to the
USA. JCT Limited is certified with ISO 9001, Oeko-Tex 100 Class 2 and GOTS/Skal
Certificate for fabrics of this nature, namely Wide Width Sheeting, Dyed Bottom-Weight
Twills, Dyed Shirting Twills, Natural Twills, Canvas and Flannels.

The company’s strength lies is in bottom weights and piece dyed shirtings for both
fashion and work wear in all age groups. They use a variety of weaves like Twills, Plains,
Dobbies, Ripstops, Cords, Satins, Oxfords, Ducks, Drills, Tussores, Ottomans etc. End
products include fashion wear, sportswear, outerwear, active wear for Defence purposes
and school uniforms. The organic cotton fabric meanwhile is used for everything from
infant wear to technical segments like medical wear.

• Material:

100% Cotton, 100% Polyester, 100% Nylon Various blends of Cotton/Polyester and
Cotton/NylonBlends of Polyester/ Viscose, Cotton with Lycra, Poly Cotton with Lycra.
100% Bamboo, Bamboo Cotton blends, Cotton Linen blends.

• Yarns

Count ranging from 6s to 100s, in single as well as plied yarns, Core Spun Lycra and
slub yarns.

• Weaves

Variety of weaves like Twills, Plains, Dobbies, Ripstops, Cords, Satins, Oxfords,
Ducks, Drills, Tussores, Ottomans etc.

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• Weight

Cotton and Polycotton : 90 GSM to 450 GSM


Polyester and Nylon: 60 GSM to 250 GSM

• Finishes & Coatings

Microsanding, soft finish, peach finish, Calendaring.


Water and oil repellant, Teflon, Nano, Wrinke free/ easy care
Fire retardant, Inspect repellant, UV resistant, Anti microbial.
Stiff finish, Highly breathable, Moisture Management, Rot proof, etc.
PU coating, acrylic coating, Water repellent, fire retardant, breathable coating, Silver and
Gold coating, PVC Coating & various other effects.

• Prints and Yarn Dyeds

Variety of designer prints for body fabrics and linings (Camouflages, floral, blotches,
etc.)
Designer yarn Dyeds for Bottom weights and shirting.

• Organic Cotton

JCT is pioneer in manufacturing organic cotton fabrics in India - specially designed eco-
friendly fabrics.

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INTRODUCTION OF RECRUITMENT
Recruitment is a continuous process whereby the firm attempts to develop a pool of
qualified applicants for the future human resources needs even though specific vacancies
do not exist. Usually, the recruitment process starts when a manger initiates an employee
requisition for a specific vacancy or an anticipated vacancy.

Recruitment refers to the process of screening, and selecting qualified people for a job at
an organization or firm, or for a vacancy in a volunteer-based some components of the
recruitment process, mid- and large-size organizations and companies often retain
professional recruiters or outsource some of the process to recruitment agencies. External
recruitment is the process of attracting and selecting employees from outside the
organization.

MEANING OF RECRUITMENT

According to Edwin B. Flippo, “Recruitment is the process of searching the candidates


for employment and stimulating them to apply for jobs in the organisation”. Recruitment
is the activity that links the employers and the job seekers. A few definitions of
recruitment are:
 A process of finding and attracting capable applicants for employment. The process
begins when new recruits are sought and ends when their applications are submitted. The
result is a pool of applications from which new employees are selected.

 It is the process to discover sources of manpower to meet the requirement of staffing


schedule and to employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient working force.

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PROCESS OF RECRUITMENT

The recruitment and selection is the major function of the human resource department
and recruitment process is the first step towards creating the competitive strength and the
strategic advantage for the organisations. Recruitment process involves a systematic
procedure from sourcing the candidates to arranging and conducting the interviews and
requires many resources and time. A general recruitment process is as follows:

Identifying the vacancy:


The recruitment process begins with the human resource department receiving
requisitions for recruitment from any department of the company. These contain:

•Posts to be filled

•Number of persons

•Duties to be performed

• Qualifications required

• Preparing the job description and person specification.

• Locating and developing the sources of required number and type of employees
(Advertising etc).

• Short-listing and identifying the prospective employee with required


characteristics.

• Arranging the interviews with the selected candidates.

• Conducting the interview and decision making

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1. Identify vacancy

2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the response

5. Short-listing

6. Arrange interviews

7. Conducting interview and decision making

The recruitment process is immediately followed by the selection process i.e. the final
interviews and the decision making, conveying the decision and the appointment
formalities.

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TYPES OF RECRUITMENT

Internal recruitment?
This refers to the filling of job vacancies from within the business - where existing
employees are selected rather than employing someone from outside.

A business might decide that it already has the right people with the right skills to do the
job, particularly if its training and development programme has been effective.

How is it done?

Internal vacancies are usually advertised within the business via a variety of media:

- Staff notice boards

- Intranets

- In-house magazines / newsletters (for example, Emap, a major publishing business)


have a weekly staff magazine devoted solely to advertising jobs within the organisation!

- Staff meetings

Advantages of internal recruitment

- Gives existing employees greater opportunity to advance their careers in the business

- May help to retain staff who might otherwise leave

- Requires a short induction training period

- Employer should know more about the internal candidate's abilities (= a reduced risk of
selecting an inappropriate candidate)

- Usually quicker and less expensive than recruiting from outside

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Disadvantages of internal recruitment

- Limits the number of potential applicants for a job

- External candidates might be better suited / qualified for the job

- Another vacancy will be created that has to be filled

- Existing staff may feel they have the automatic right to be promoted, whether or not
they are competent

External recruitment?
This refers to the filling of job vacancies from outside the business (contrast with internal
recruitment). Most businesses engage in external recruitment fairly frequently,
particularly those that are growing strongly, or that operate in industries with high staff
turnover.

How is it done?

There are several ways of looking for staff outside the business:

Employment / recruitment agencies

These businesses specialise in recruitment and selection. They often specialise in


recruitment for specific sectors (e.g., finance, travel, secretarial). They usually provide a
shortlist of candidates based on the people registered with the agency. They also supply
temporary or interim employees.

The main advantages with using an agency are the specialist skills they bring and the
speed with which they normally provide candidates. They also reduce the administrative
burden of recruitment. The cost is the high agency fees charged - often up to 30% of the
first year wages of anyone employed.

Headhunters / Recruitment Consultancies

"Upmarket" recruitment agents who provide a more specialised approach to the


recruitment of key employees and/or senior management. They tend to "approach"
individuals with a good reputation rather than rely on long lists of registered applicants -
often using privileged industry contacts to draw up a short list. The cost of using a
headhunter or recruitment consultant is high.

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Job centres

Government run agency - good for identifying local candidates for relatively
straightforward jobs. The job centre service is free to employers and is most useful for
advertising semi-skilled, clerical and manual jobs.

Government Funded Training Schemes

There is a variety of government funded schemes that provide potential recruits,


including the New Deal and Modern Apprenticeships. The advantage of these schemes is
that government funding lowers the cost of employment and the business can get to know
the employee before committing for the long-term. However, relatively few employment
requirements are covered by these schemes.

Advertising

Probably the most common method. Advertising allows the employer to reach a wider
audience. The choice of advertising media (e.g. national newspaper, internet, specialist
magazine etc) depends on the requirement for the advert to reach a particular audience
and, crucially, the advertising budget.

Advantages of external recruitment

These are mainly the opposite of the disadvantages of internal recruitment. The main one
being that a wider audience can be reached which increases the chance that the business
will be able to recruit the skills it needs.

RECRUITMENT NEED

 PLANNED

i.e. the needs arising from changes in organization and retirement policy.

ANTICIPATED
Anticipated needs are those movements in personnel, which an organization can predict
by studying trends in internal and external environment.

 UNEXPECTED

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Resignation, deaths, accidents, illness give rise to unexpected needs.

Purpose & Importance Of


Recruitment

 Attract and encourage more and more candidates to apply in the organisation.

 Create a talent pool of candidates to enable the selection of best candidates for the
organisation.

 Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.

 Recruitment is the process which links the employers with the employees.

 Increase the pool of job candidates at minimum cost.

 Help increase the success rate of selection process by decreasing number of


visibly under qualified or overqualified job applicants.

 Help reduce the probability that job applicants once recruited and selected will leave
the organization only after a short period of time.

 Meet the organizations legal and social obligations regarding the composition of its
workforce.

 Begin identifying and preparing potential job applicants who will be appropriate
candidates.

 Increase organization and individual effectiveness of various recruiting techniques


and sources for all types of job applicants .

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SOURCES OF RECRUITMENT

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FACTOR AFFECTING RECRUITMENT

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ELEMENTS OF A GOOD RECRUITMENT POLICY

A good recruitment policy must contain the following elements:


i. Organizational Objectives. Both short term and long term organizational
objectives must be taken into consideration as a basic parameter for recruitment
decisions.
ii. Identification of the Recruitment Needs. The recruiters should prepare profiles
for each category of workers and accordingly work out the man specifications,
decide the sections, departments or branches where they should be placed and
identify the particular responsibilities which may be immediately assigned to
them.
iii. Preferred Sources of Recruitment. Preferred sources of recruitment which
would be tapped by the organization for different classes of employees must be
identified.
iv. Criteria of Selection and Preferences. Selection and preferences should be
based on conscious thought and serious deliberations.
v. Monetary Aspects. The cost of recruitments and financial implications of the
same have to be kept in mind also.

PRE-REQUISITES OF A GOOD RECRUITMENT POLICY


The recruitment policy of an organization must satisfy the following conditions:
1) It should be in conformity with the general personnel policies.
2) It should be flexible enough to meet the changing needs of an organization.
3) It should provide employees with job security and continuous employment.
4) It should integrate organizational needs and employee needs.
5) It should match the qualities of the employees with the requirements of the work
for which they are employed.
6) It should highlight the necessity of establishing job analysis
7) It should provide suitable jobs to handicapped, women and minority groups.

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RECRUITMENT PRACTICES IN INDIA

The findings of various surveys show that in foreign countries commonly used methods
for recruitment are: employment referrals, casual applicants, advertising, local
educational institutions, public employment exchanges, private employment agencies,
unions etc.

The recruitment methods followed by Indian industries are as follows:

i. Internal sources
ii. Public employment exchanges
iii. Labour contractors
iv. Candidates introduced by friends and relatives.

v. Candidates brought by present employees (for lower posts)


vi. Casual labourers
vii. Private employment agencies/Consultants
viii. Campus recruitment such as Institutes of Management, Institutes of Technology,
Engineering Colleges, University Campuses etc.
ix. Sons of Soil. There is a move at present that vacancies at lower levels should be
filled from local people. Public sector undertakings are already following this
practice.

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RECRUITMENT POLICY JCT

The various sources of recruitments that shall be adopted


are:-

a) Advertisement
b) Headhunting
c) References
d) From direct application

There is no restriction for employing a person whose family


member is already
Working in the company. However in order to avoid
complaints of favoritism,
an employee is not recruited in the same department as
that of another family
Member.

A. INITIAL SCREENING
The HR department conducts the initial screening of the
Bio data received against various vacancies and shortlists
those Bio datas which meet the job requirement closely.
The personnel department completes this process with the
assistance of the H.O.D’s of the concerned department.

B. WRITTEN TEST AND INTERVIEW

Short listed candidates shall be called for a written test ( in


case of fresher’s) and interview, in order to test the
functional knowledge. The personnel department shall
conduct written tests and the interviews are conducted
after administering the written test wherever test is
required. All the members of the interview committee give

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their comments and evaluation on the prescribed
proformas based on the performance in the interview and
a joint decision is arrived through consensus.

C. INTERVIEW COMMITTEE

Managerial cadre and above : HOD


Concerned, Unit
Head,
and HOD (HR)
(Technical depts...)

Final approval : M.D.

(Non- Technical depts.) : Concerned


H.O.D.
H.O.D HR

Final approval : M.D.

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INTRODUCTION TO SELECTION

The appointment of suitable persons on various jobs is very essential. The selection of a
wrong candidate will mean loss of time and money which have been incurred on this
process. It also leads to absenteeism and retrenchment. This calls for a properly planned
recruitment and selection process.

After the receipt of appropriate number of applications through various sources of


recruitment selection process starts. It si concerned with securing relevant information
about the applicants. The purpose of section process is to determine whether a candidate
is suitable for employment in the organization or not. All persons who have applied may
not be suitable. Moreover, the number of applicants will be much more than the positions
vacant. It becomes all the more important to scrutinize applications properly so that those
who are found unsuitable at first instance should not be called for tests or interviews. This
will save time and money of the enterprise as well as the candidates.

The procedure to be followed for selecting an employee may be different for various
jobs. If the job is not very important then a simple procedure may be followed. For
employing unskilled workers, personnel manager may select them after a brief interview.
If skilled and unskilled persons are to be selected them foreman may interview them and
also test their experience by asking them to work on jobs. When the position to be filled
is important then a number of steps may be followed before a person is finally selected.

To select means to choose. Selection is the process of picking up individuals (out of the
pool of job applicants) with requisite qualifications and competence to fill jobs in the
organization.

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According to Dale Yoder “Selection is the process in which candidates for employment
are divided into two classes-those who are to be offered employment and those who are
not”.

According to Thomas Stone “Selection is the process of differentiating between


applicants in order to identify (and hire) those with a greater likelihood of success in a
job”.

Thus, the selection process is a tool in the hands of management to differentiate between
the qualified and unqualified applicants by applying various techniques such as
interviews, tests etc. In this sense, it is a negative proves of employment in which only a
few who qualify for job are offered employment and others are denied the opportunities.
A sound selection policy ensures the selection of suitable candidates.

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SELECTION PROCESS

EXTERNAL ENVIRONMENT

INTERNAL ENVIRONMENT
R
E PR
EL B
C S
IM L
E EL S
I A CH
P E EL
N N E F
T C E P
A K CK I
I T C H J
R I N
O I TI N Y O J
Y A A E
N O O G S B O
P L V
N N I B
IN P CA A
R O
TE L S L L
TE I E F C
R I F EL U
S N F O
V C E E EX A
T TE A E N
I A R C T
S R M R T
E TI EN T I
VI R
W O C I O
E E A
N O N
W S C
N T
FO S
R
M

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SELECTION METHODS

This section looks at the process of selecting candidates. A variety of methods are
available and consideration needs to be given as to which are suitable for a particular
post. The methods described here are:
• On-line screening and short listing
• Technical Tests
• Interviews
• Psychometric testing
• Ability and aptitude tests
• Personality profiling

ON-LINE SCREENING AND SHORTLISTING


Initial screening of applications is usually based on an assessment of a candidate’s
experience and qualifications against the job’s requirements. On-line systems are now
available which can filter applications automatically.
An on-line selection facility screens applications against set criteria through key word
searches. It may also provide a scoring mechanism.
The use of on-line screening may be a useful way of filtering quickly through a huge
volume of applications or sorting applications, if there are a number of jobs that have
been advertised at the same time..
Some organizations that use this approach have had to develop long application forms in
order to ensure that the candidate includes all appropriate information in sufficient detail.
Other organizations only use this approach as a first step in attempting to select
candidates and then go through the applications again manually to double check that all
appropriate applications have been selected.

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TECHNICAL TESTS
One of the important and most commonly used methods in the Insurance industry is the
use of logical test to judge the accuracy and presence of mind of the candidate.

INTERVIEWS
Interviews are almost always used at some point in the process. The interview process is
formed through identification of the key requirements of the job and a list of questions is
drawn up. A panel of interviewers works through each set of questions with each
candidate and scores them on their answers. At the end of the interview process the
overall scores are considered and the best candidate chosen. If additional selection
methods are chosen this is fed into the overall process at the end and again the best-fit
candidate is offered the appointment.
Even where the interview is structured, this does not mean that follow up questions
cannot be asked to probe more deeply into a candidate’s skills and experience. An
interview that does not do this, but instead sticks to a rigid list of questions, will not allow
the interviewer to obtain the information required to make a proper decision. Also,
sometimes these interviews are based on the technical test that the person has given.
Officers and members who are involved in the interview process should be trained in
interviewing skills and the sorts of questions they should or should not ask.

PSYCHOMETRIC TESTING
A range of attributes are best tested through psychometric testing. This term is often
confusing but in essence, means that a ‘mental measure’ is used. Therefore, psychometric
testing covers ability tests, aptitude testing and personality profiling.
Proper psychometric testing can only be carried out by appropriately qualified staff. It is
essential that applicants are offered feedback on their performance and that applicants

27
understand how the test information is used during decision-making processes.
Personality tests are usually considered in conjunction with other information, as the
results can be unreliable. Ability tests can also be used in this way, but many
organizations use cut-off marks so that all candidates who achieve less than a certain
mark are rejected while the rest progress to the next stage.

ELEMENTS OF A GOOD RECRUITMENT POLICY

A good recruitment policy must contain the following elements:


i. Organizational Objectives. Both short term and long term organizational
objectives must be taken into consideration as a basic parameter for recruitment
decisions.
ii. Identification of the Recruitment Needs. The recruiters should prepare profiles
for each category of workers and accordingly work out the man specifications,
decide the sections, departments or branches where they should be placed and
identify the particular responsibilities which may be immediately assigned to
them.
iii. Preferred Sources of Recruitment. Preferred sources of recruitment which
would be tapped by the organization for different classes of employees must be
identified.
iv. Criteria of Selection and Preferences. Selection and preferences should be
based on conscious thought and serious deliberations.
v. Monetary Aspects. The cost of recruitments and financial implications of the
same have to be kept in mind also.

28
RECRUITMENT PRACTICES IN INDIA

The findings of various surveys show that in foreign countries commonly used methods
for recruitment are: employment referrals, casual applicants, advertising, local
educational institutions, public employment exchanges, private employment agencies,
unions etc.

The recruitment methods followed by Indian industries are as follows:

i. Internal sources
ii. Public employment exchanges
iii. Labour contractors
iv. Candidates introduced by friends and relatives.

v. Candidates brought by present employees (for lower posts)


vi. Casual labourers
vii. Private employment agencies/Consultants
viii. Campus recruitment such as Institutes of Management, Institutes of Technology,
Engineering Colleges, University Campuses etc.
ix. Sons of Soil. There is a move at present that vacancies at lower levels should be
filled from local people. Public sector undertakings are already following this
practice.
x. Reservations. There are reservations for persons belonging to particular casts and
communities in government undertakings.

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REVIEW OF LITERATURE

The Adelaide Advertiser, 13.05.2005.


A new survey by Talent2 an Australian recruitment company shows 83 per cent of
Australians believe that older workers are being discriminated against in the workforce.
A survey of more than 1200 people indicated that respondents believe employees over
the age of 40 are in the employment “no go zone”.
Thew, P. Eastman, K. & Bourke J. (2006). CCH: Australia.
This book classifies age discrimination in the Australian workplace and outlines the
current legislation, complaint procedure and remedies. Its significant benefit is the
practitioners guide offered in Chapter Four pages 111-136. Chapter 4 recommends best
HR policies and the means of coordinating practice with policy and managing non-
compliant conduct. A good question and answer section on page 127 may highlight a
difficult issue(s) currently being faced.
Duff, A. (2007). Director,
This paper offers 20 questions to ask and answer in dealing with age discrimination in
your workplace
Tipper J. (2008). How to increase diversity through your recruitment practices. Industrial
and Commercial Training, Vol 36 No.4, pp. 158-161.
This article highlights a practical guide identifying how organisations can increase their
diversity through recruitment practices including: research into potential recruitment
pool; influencing line managers and other stakeholders; using a variety of communication
channels to reach the target candidates; and rewarding increased diversity through
recruitment.
Recruitment of People with a Disability
Prost, A. (2009). Canadian HR Reporter,
This article looks at some innovative solutions in addressing the employment gap for
people with a disability. The most revealing finding illustrates the need for a new
employment strategy for people with disabilities+ to overcome the disconnect between
employers, people with disabilities and the service providers who help these individuals
enter the workforce.

30
Objectives of the Study:
• To know, which sources of recruitment are using in JCT

• To know, what main skill they notice in candidates at the time of selection

• To know, which method of recruitment JCT is using

• To identify areas where there can be scope for improvement

31
RESEARCH METHODOLOGY

The chapter gives the vivid explanation of the research process followed during the

present study. An attempt has been made in this chapter to explain the preliminary

contents of the research, such as research objectives, research plan, data analysis

techniques etc.

RESEARCH PROCESS
Effective and efficient research involve a systematic adoption of the following

steps, these are:

• Defining the research objective

• Developing the research plan

• Collecting the information.

• Analyzing the information

• Presentation of the findings.

The above study was conducted on the flowing research pattern shown in the

above five steps of research process.

32
 Development the research plan:

Designing a research plan calls for decisions on the Data sources , research

approach, research instruments, sampling plan and contact method.

 Data sources:

The research plan can call for the collection of secondary data, primary data

or both. Secondary data are those, which already exist some where the primary data are

gathered for specific purpose.

• Primary data: The primary data were collected during the survey with the

help of questionnaires. On the basis of this primary data, the analysis,

interpretation and the findings of the study have been concluded and hence the

objectives of the study have been achieved.

• Secondary data: the secondary data were collected from the different

periodicals; books and articles published in various magazines & journals .

• Data Collection Procedure :- Survey


• Research Instrument :- Structured Questionnaire.
• Sample Size :- 20
• Sample Area : - work done in Phagwara regional Office.
• Sample procedure :- Random sampling.

33
 Research Approach:

The research approach used in this study was survey-based research.

 Research Instrument:

Questionnaire was prepare keeping in view the objective of the study .

Questionnaire prepared mostly consist of closed ended questions with multiple –

choice answer

 Sampling plan:

This plan calls for three decisions:

1. Who is to be surveyed, that is sampling units?

2. How many people should be surveyed, that is sampling size?

3. How are the respondents should be chosen, that are sampling procedure?

 Universe of study:

The universe of study for the present study is Phagwara city.

 Sample Size:

Sample size unit consisted of 20 different respondents.

34
 Contact method:

Contact method is used to contact the respondents through personal interview.

 Collecting the information:

The data was collected through as interview of respondents through a structured

questionnaire.

 Data Analysis techniques:

The information collected from the survey was analyzed by using different

statistical techniques and data interpretation techniques .

35
QUESTIONNAIRE

NAME: ………………………………………….
DESIGNATION: ……………………………….
COMPANY: …………………………………….

Q1. Minimum educational qualification for an advisor?

1) 10 th
2) 12th
3) Graduation

Q2. Basic criteria for success of an advisor RANKWISE?

1)Age above 25

2)Married

3)Graduate

4)living in the same city for more than 5 yrs

Q3. Which age group advisor working best?

1)19-30 yrs

2)31-40yrs

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Q4. Different ways of recruitment of advisor in JCT MILL Rankwise?

1)Through internal contest

2)Walk in interview

3)Marketing technique

4)Through summer trainees

Q5.Give rank according to you for segmentation of advisor?

1)Businessman

2)serviceman(pvt)

Q6. Give rank for different ways to promote business for advisor?

1)Additional commission & salary

2}Club membership

3)Offering free insurance

Q7.Does high fee of licensing has negative effect on advisors recruitment?

1. Yes
2. No

37
Q8.Give rank to inspirational factor to promote business for advisor?

1)Commision & rewards

2)Joint field visits

3)Motivational session

4)Participation in contest

Q9.Give rank to different distribution channel of JCT MILL?

1)Bank assurance

2)Direct marketing

3)Tide agency

4)corporate agents

Q10.Training required for effective advisor

1). 150 hrs

2)100hrs

Q11. Criteria for giving rating to effective advisor?

1)By communication skil

2)By working skill

38
Q12. Are you getting timely & regularly instruction & support from your
boss?

1)Strongly agree

2)Agree

Q13.Do you update your advisor about new product & strategies regularly?

1)Yes

2)No

Q14) Is there any role of refrences(contacts) with more people?

1)Yes

2)No

Suggestion:-
…………………………………………………………………................

………………………………………………………………………………

…….. …………………………………………………………………………

………….

39
LIMITATIONS OF STUDY
1. Time and cost: The time and cost play an important role when one goes for a

particular study. Both of these factors become constraints especially when a study

is conducted at academic

2. Sample size: Due to time and cost constraint the very large sample was not taken.

Since the study conducted was of small sample hence the exact picture cannot be

revealed and the findings could not be generalized.

3. Bias in responses: the data is entirely based on the responses given by the

respondents, which may be biased once due to their personal bias in replying the

questions. They may be not very serious or interested in replying the questions

and may take it very lightly, due to which the data may not be very accurate.

4. Less availability of printed literature: since the present study was a unique one,

hence less printed literature and reference material were available for study.

5. Choice of population: the population selected was limited to one Deptt. only.

Hence results would have altered, had some other population been selected.

6. Inherent discrepancies in the questionnaires: the questionnaire might be having

some undetectable errors and limitations, witch could shape the responses into a

particular fashion.

40
FINDINGS AND ANALYSIS

Q1. Minimum educational qualification for an advisor?


Options Response
1. 10 th 28%
2. 12th 20%
3. Graduation 52%

Response

1. 10th
2. 12th
3. Graduation

The above graph shows that majority of the manager prefer to recruit advisor
who have a graduation qualification. And other prefer who having a
qualification 10th & 12th .Because graduate advisor have ability to grasp
knowledge than others.

41
Q2. Basic criteria for success of an advisor RANK WISE?
Options Response
1)Age above 25 14%
2)Married 36%
3)Graduate 45%
4)living in the same city for more than 5 years 05%

Response

1)Age above 25
____________

2)Married

3)Graduate

4)living in the
same city for more
than 5 yrs

As the graph shows that manager prefer to find out a graduate advisor than
to married, age above 25,&living in the same city for more than 5 yrs.
This is the success rating of adviror who having three condition from the
above list.

42
Q3. Which age group advisor working best?
Options Response
1)19-30 yrs 45%
2)31-40yrs 55%

Response

1)19-30 yrs
_____________
2)31-40yrs

In this graph 55% thinks that the advisor of age between 31- 40 & other 45
% thinks that these age group advisor working best. Because the advisor
between 31-40 age group have more responsibility towards their family &
People trust more these people.

43
Q4. Different ways of recruitment of advisor in JCT MILL
Rankwise?

Options Response
1)Through internal contest 23%
2)Walk in interview 30%
3)Marketing technique 37%
4)Through summer trainees 10%

Respone

1)Through internal
contest
_______________
2)Walk in interview

3)Marketing
technique

4)Through summer
trainees

This graph shows that there is no clear response


In this answer, there is a mix response 37% manager thinks that marketing
technique is best method of recruitment & 30% prefer walk in interview &
through internal contest &summer trainees.

44
Q5.Give rank according to you for segmentation of advisor?
Options Response
1)Serviceman(pvt.) 35%
2)Unemployed 65%

Response

1)serviceman(pvt.)
2)Unemployed

This graph shows that majority of the people who are unemployed prefer to
be an advisor than serviceman people. So manager to more concentrate on
the unemployed people who are realy needy.

45
Q6. Give rank for different ways to promote business for advisor?
Options Response
1)Additional commission & salary 50%
2}Club membership 40%
3)Offering free insurance 10%

Response

1)Additional
commission &
salary
______________
2}Club
membership

3)Offering free
insurance

In response to this question manager of JCT MILL. Gave more


concentration on additional commission & salary to promote their business
& 40 prefer club membership & other 10% prefer free insurance to promote
business in JCT MILL.

46
Q7.Does high fee of licensing has negative effect on advisor
recruitment?
Options Response
1. Yes 45%
2. No 55%

Response

1. Yes
_______________
2. No

This graph shows that 55% manager thinks that there is no effect
of fees for recruitment but 45% manager thinks that fees have a
negative effect on recruitment of advisor. So there should be
reduction in the fees . Give some relaxsation to the people who are
not affordable

47
Q8.Give rank to inspirational factor to promote business for
advisor?
Options Response
1)Commission & rewards 40%
2)Joint field visits 10%
3)Motivational session 30%
4)Participation in contest 20%

Response 1)Commision &


rewards
_______________
_
2)Joint field visits

3)Motivational
session

4)Participation in
contest

These are the some motivational factor adopted by the manager to


promote business . 40 % prefer commission & rewards , 30 %
prefer motivational session ,10 % prefer joint field visit & other
20%suggest participation in contest for motivating the advisor. So
there should be more concentration on joint field visit.

48
Q9.Give rank to different distribution channel of JCT MILL.?
Options Response
1)Bank assurance 20%
2)Direct marketing 35%
3)Tide agency 15%
4)corporate agents 30%

Response

1)Bank assurance
_______________
_
2)Direct marketing

3)Tide agency

4)corporate agents

These are the some distribution channel of JCT MILL. Which


were described above.

49
Q10.Training required for effective advisor?
Options Response
1. 150 hrs 15%
2. 100hrs 85%

Response

1. 150 hrs
_______________
_
2. 100hrs

This graph indicates that majority of the respondent says that there
should be 100 hrs training for effective advisor & some 15%
prefer 150 hrs training for effective advisor.

50
Q11. Criteria for giving rating to effective advisor?
Options Response
1)By communication skill 25%
2)By working skill 75%

Response

1)By
communication
skill
2)By working skill

In this response also 75% of the respondent gave stress on working skill of
the advisor & 25% gave stress on communication skill. There should be
both skill required for effective advisor.

51
Q12. Are you getting timely & regularly instruction & support
from your boss?
Options Response
1)Strongly agree 65%
2)Agree 35%

Response

1)Strongly agree
_______________
__
2)Agree

In this response majority of the respondent said that they got


timely & regularly instruction from their boss.

52
Q13.Do you update your advisor about new product & strategies
regularly?
Options Response
1)Yes 88%
2)No 12%

Response

1)Yes
_______________
___
2)No

this graph indicate that majority of the respondent said that they
are continuously updating their advisor about new product &
strategy of the company.

53
Q14) Is there any role of references (contacts) with more people?
Options Response
1)Yes 82%
2)No 18%

Response

1)Yes
_______________
____
2)No

there are majority of the respondent were agreed that there is a important
role of contacts in insurance industry . some are not agreed upon this
statement.

54
FINDINGS

• The advisors who are married performing well and selling more
policy than the advisor who are unmarried.

• The aged advisors (31 – 40years) is able to sell more policy than the
younger (19 – 30) years) advisors.

• There is a important role of contact with more people in


HR sector

• These are the two important qualities for effective advisor that are
working skill & communication skill.

• Those advisors who have 3 Q SCORE out of 5 perform better.

55
SUGGESTIONS

• JCT MILL should try to GOOD ADVISORS to sell their product.

• Educational qualification is not factor of being an effective advisor

• Advertisement of products should stress on the need of security.


• RECRUITED ADVISORS should be well trained; they should know

each and every thing about the policy and the recent changes in the policy.

• Ideal Advisors should be married male of the age group 31-40.

BIBLIOGRAPHY

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BOOKS

1. Kothari C.R. , Research Methodology, New Delhi; New Age International


Publication, second edition.
2. Human Resource Management by Ashwathapa (third edition), published by
TATA Mc GRAW HILL Publication Company Ltd. Page no. 81-
136,171,179,267,284.
3. Human Resource Management By T. N. Chhabra
4. Human Resource Management By Arun monnapa.

WEBSITES
WWW. Jct.com
www.hrview.org

. Annual Reports of JCT MILL.

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