A REPORT ON

SUMMER INTERNSHIP / PROJECT WORK

For

HINDUSTAN DORR- OLIVER.

At Vatva GIDC

DIST. AHMEDABAD

SUBMITTED TO:

INDUKAKA IPCOWALA INSTITUTE OF MANAGEMENT

CHAROTAR UNIVERSITY OF SCIENCE AND TECHONOLOGY

(CHARUSAT) – CHANGA

PREPARED BY:

PATEL PURVI D.

16MBA138

MBA FIRST YEAR

UNDER THE GUDIDANCE OF

Asst. Prof. SNEHAL BHATT

INDUKAKA IPCOWALA INSTITUTE OF MANAGEMET

CHAROTAR UNIVERSITY OF SCIENCE AND TECHNOLOGY (CHARUSAT)-

CHANGA AT. &PO.CHANGA-388450 TA: PETLAD DIST.ANAND, GUJART JULY-
2017

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 DECLARATION

I, Purvi D. Patel student of the Final-year of MBA program at Indukaka Ipcowala Institute of
Management (I2IM), hereby to declare that the report on summer training and project work
entitled “A Study on Selection and Recruitment process in Hindustan Dorr Oliver ” is the
result of my own work.
Place: Changa
Date: Purvi Patel

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 Acknowledgement

A summer internship project is a golden opportunity for learning and self-development. I

consider myself very lucky and honor to have so many wonderful people who lead me through in
achievement of this project.

I would also like to thank our principal, Dr. Govind Dave for his guidance and support.

I wish to express my indebted gratitude and special thanks to Mr.H.J Bhatt (General Manager)
Ms.Nisha Nair and Mr.T Sesa Rao (HR-Manager) who in spite of being extraordinary busy
with his duties, took time out to hear, guide and keep me on the correct path and allowing me to
carry out industrial project work at their esteemed organization and extending during the
training.

A humble ‘Thank you’ Sir and Madam.

I would also like to thanks to my college IndukakaIpcowala Institute of Management to give an

opportunity to do SIP Training under the guidance of Mrs. Snehal Bhatt sir.

My thanks to my colleague in developing the project and people who have willingly helped me
out with their abilities.

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 PREFACE
Work force of an organization is one of the most important inputs in the present era. Manpower
management is becoming increasing specialized in this computer age.

The human asset is greatest assets of business enterprises the main objective of HRD is to obtain
maximum individual development, desirable atmosphere and inter-personal relation and effective
molding of human resource to attain the object.

In this project, I have tried to my best know the step taken by the Hindustan Dorr-Oliver ltd. It’s
HR/personal department policy such as recruitment and selection, job description, performance
management industrial Relation climate, Production Process, Welfare Facilities etc..

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 INDEX

Part-1- Organization Profile

1 Introduction 8
2 The company/ Organization
 History 10
 Mission & Vision 11
 Products 11
 Management Structure 12
 Development 13
3 Functional Area
 Marketing Department 14
 Human Resource Management 26
 Finance and Account Analysis 26
4 Decision- Making
 Decision Areas & Process 32
 Tactical and Operating Decisions 35

5 Fundamental Research 41
6 Tasks and activity Performed at organization 49
7 My learning 49

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 REPORT ON SUMMER TRANNING/PROJECT WORK
PART -1
ORGANIZATIONAL PROFILE

Introduction (Company profile)

History:
A leader in the industrial EPC market, Hindustan Dorr-Oliver Limited, has been providing state-
of-art technology solutions to its clients for about 7 decades now. We have come a long way
from our humble beginnings as supplier of proprietary solid-liquid separation equipment to being
a major Engineering EPC player, assimilating new technologies and providing the best, most
cost effective and integrated turnkey solutions. We have a pan India presence, with offices in
every major city in India - Mumbai, Bangalore, Chennai, Kolkata, Delhi and Ahmadabad.

Our wholly owned Engineering Services arm, HDO Technologies, provides complete range of
engineering services in-house, enabling us to have control over delivery time and quality.

Our manufacturing facility at Vatva, Ahmadabad manufactures pressure vessels, heat

exchangers, storage tanks and other proprietary solid-liquid separation equipments like filters,
classifiers, thickeners, clarifiers etc. We are recognized amongst the top ten manufacturers of
pressure vessels and Heat Exchangers in India by firms like EIL, PDIL etc.

HDO has been involved in major industrial projects in areas of Mining and Minerals, Water and
Wastewater, Fertilizers and Chemicals and Pulp and Paper. We have done water management
and effluent treatment for all major refineries in India in the past five years. We have an
excellent presence in Uranium ore processing from supplying equipment to the first uranium mill
in Jagududa to now providing the complete uranium ore processing plant at Tummalapalle in
Andhra Pradesh. We have excellent presence in Alumina refineries working on all new
Greenfield projects in the last five years. Ninety percents of phosphatic fertilizer plants were
installed by HDO. We have the capability of providing the entire pulp mill. Our focus on quality
and excellent project execution skills have brought us repeat business from our clients sometimes

We are a publically listed company with 55% of stock held by our parent company IVRCL
Infrastructures and Projects Limited, 25% held by Foreign Institutional Investors and the rest by
other investors. We are a professionally managed firm with prominent figures from various
industries.

HDO has a talented workforce of about 1,300 people of which more than ninety percent are
engineers or hold an equivalent degree. At any given point we have about 30 active sites at
various stages of completion and manage over 14,000 site labour force at various project
locations.

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HDO has obtained international certifications for Quality, Safety and Environment Management
Systems. Our manufacturing facility follows international codes and standards and employs
world reputed third party inspection agency. The company is committed to maintaining the
highest standards of Health, Safety and Environment and has a separate HSE team dedicated to
this.

We are proud to be India's partner in developing some of the world's most modern industry
infrastructure. Our strength remains our people - highly qualified, professional, passionate and
dedicated towards our company's growth.

OUR MISSION:

“To achieve our vision, we will use the Energy of our people, develop and implement Leading
Edge, technologies and draw on both to deliver Effective world-class solutions to our customers”
OUR VISION:

“To achieve this, we will energies our people with a positive culture that rewards innovation,
breeds initiative and encourages intelligent risk taking"

Quality policy:
“Achieving total customer satisfaction in domestic and international markets through design,
development and supply of products and services haying competitive edge and consistency in
conforming to customer’s requirements.
Complete customer satisfaction through
-world class technology
-world class quality
-world class service
Main Markets:
U.S.A Egypt
Malaysia Singapore
Kenya Turkey
Ethiopia India
Germany

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MILESTONES OF HDO:

1945-Dorr-oliver (India) lim.A 100% subsidy of Dorr-Oliver in U.S.A established operation in

India.
1977-Dorr-oliver (India) limited became Hindustan Dorr-Dorr Limited
1982-Dorr-oliver became group of companies
2005-Dorr-oliver taken over by IVRCL Infrastructures & Projects
2006-(KPO) Knowledge process outsourcing division.

Manpower and Financial Turnover at HDO:

->Man power
Group: 500 Employees
HDO: Blue collar 115 employees
White collar 70 employees
Contract employees 150(approx)
Total 335 employees

->Financial turnover
Group: Rs. 150 Million
Future Expected Growth: 50% per annum

->Shifts at HDO:
General Shift 9:30 to 5:30
(office Staff)
1st Shift 8:30 to 3:30
2nd Shift 3:30 to 11:30
3rd shift 12:00 to 7:00
(Lunchtime for all the above shifts is half an hour)

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 ADMINISTRATIVE SET UP

There are following department in the company

 Human resource
 Marketing
 Financial
 Q.C (quality control)
 Purchase
 Production
 Assembly
 Design
 Stores

PRODUCTION PROCESS:
->Customer order – marketing dept. –CRF filled
->CRF (customer Review form) –Design Dept.
->Quotation sent to customer, final order received
->Design Department submits its design to production department
->Planning engine starts
->Production process
->During various processes Q/C dept. checks for quality of raw material and final products.

ORGANIZATION AND WORKING OF HR/PERSONAL DEPARTMENT

 Manpower Planning
 Succession Planning
 Recruitment and selection process
 Promotion
 Security department

JOB DISCRIPTION
->Legal and Contractual
->Human resource planning
->Recruitment and selection
->Job evaluation
->Job Redesign

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EMPLOYEE DEVELOPMENT FUNCTION
->Performance Appraisal
Objective of Performance appraisal:-
-To enable each employee to understand his role betters and become more effective or the job.
-To understand his own strength and weakness with respect to his role in the organization.
-To identify the development needs of each employees.
->training and developments
->Employee suggestion scheme
->Employee of the year award

Social Security
->The E.P.F and M.P Act , 1952:
1. Employee family pension scheme and
2. The employee deposit linked insurance scheme
->The Employee’s state Insurance Act ,1948
->The payment of Gratuity Act,1972
->Workman’s Compensation Act,1923
->The payment of Wages Act,1936

WORKING CONDITION
STATUTORY WELFARE FACILITIES AT HDO:
Company is providing the following welfare facilities,
->Canteen
->Cold water
->First-Aid
->Labour Welfare Officer
->Urinals and latrine

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NON-STATUTORY WELFARE FACILITIES AT HDO:
->Chandla Scheme
->Cash loan
->Interest Subsidy for car
->Interest subsidy for two-wheeler
->Diwali sweet
->Uniform
->Free tea
->Printing of visiting cards
->Eligibility
Leave Structure:

->Privilege Leave (PL)

->Sick Leave

->Causal Leave

 MANAGEMENTS DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION

AND RESULTS OF OPERATIONS

Financial Performance:

1. SHARE CAPITAL

Over View:
The financial statements have been prepared in compliance with the requirements of the
Companies Act, 1956, and generally
Accepted Accounting Principles (GAAP) in India. The management of HDO accepts
responsibility for the integrity and objectivity
of these financial statements, as well as for various estimates and judgments used therein.
The estimates and judgments relating to the financial statements have been made on a prudent
and reasonable basis, in order that
the financial statements reflect in a true and fair manner the form and substance of transactions,
and reasonably present the state
of affairs on the Balance Sheet date and profits of the Company for the year ended on that date.
The Company maintained its continual growth in terms of revenue and profitability in Fiscal
2008 also. The Company's total

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revenue increased to 31,105.51 lacs i.e. increased by 46% over fiscal 2007 and Net income
(PAT) to 2,263.59 lacs, increased by
47%over fiscal 2007.
The revenues have grown substantially and the growths have been funded mainly through equity,
debt and reinvestment of profits.
The states of the financial position, presented in the Balance Sheet as at March 31, 2008 are
discussed below:
At present, the Company has only one class of shares equity shares of par value of Rs 2/- each.
The authorized share capital of the
Company consists of 50,000,000 equity shares of Rs 2/- each amounting to Rs 1000 lacs.
The total paid up share capital as at March 31, 2008 stood at Rs 720.06 lacs.
A statement showing movement of share capital is given below:

2. RESERVESANDSURPLUS

3. SECUREDLOAN

Revaluation Reserve:
General Reserve:
The revaluation reserve amount of Rs 2089.74 lacs as on March 31, 2008 represents revaluation
of some land and buildings carried
out during 1989, 1993 and 1996 by certified values giving rise to addition of Rs 2756.92 lacs as
reduced by depreciation on
revalued portion of these assets up to March 31, 2008 Rs. 667.18. lacs.
Out of the profits for the year Rs 1200 lacs has been transferred to general reserve and balance of
Rs 810.86 lacs (after providing
for dividend) has been retained in the profit and loss account.
The total Shareholder funds of the Company stood at Rs 15,003.58 lacs as on March 31, 2008 as
compared to Rs 12,970.72 lacs
(excluding share application) as on March 31, 2007. The book value per share having face value
of Rs 2 is Rs 41.67 for the year
ended March 31, 2008 as compared to Rs 36.03 as of the previous year end.
The details of Secured Loans are discussed below:
Balance at the beginning 29,002,420 580.05
Shares issued - Bonus shares 6,000,484 120.01
Shares issued - Conversion of share warrants 1,000,000 20.00
Balance at the end 36,002,904 720.06
2008
Equity
Shares (No.)
36,002,904 720.06
--
--
36,002,904 720.06
2007
(Rs. in

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Lacs)
(Equity (Rs. in
Shares (No.) lacs)
Management Discussion & Analysis Contd.
(Rs. in lacs)
Term Loan - -
Working Capital Loans 4071.92 -
March 31, 2008
(Rs. in lacs)
Total 4071.92 -
March 31, 2007
25

OBJECTIVES OF THE PROJECT

Every task is undertaken with an objective. Without any objective a task is rendered
meaningless. The main objectives for undertaking this project are:

To identify areas where there can be scope for improvement

To give suitable recommendation to streamline the hiring process

RESEARCH METHODOLOGY

Date Sources
Primary :- Through Questionnaires

Secondary :- Through Internet, Journals, News papers and Misc.

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Data Collection Procedure: - Survey

Research Instrument: - Structured Questionnaire.

Sample Size: - 80

Sample Area: - work done in Delhi regional Office.

Sample procedure: - Random sampling.

PROJECT SCHEDULE:-

First 1 week :-Training program from the company.

Second week :-Collecting the primary and secondary data.

Third Fourth week :- Study Recruitment & Selection Process

Fifth week :-Designing the questionnaire.

Sixth week :-Conducting the survey in RO.

Seventh week :-Analysis of Data Collection.

Eighth week :-Final Report preparation and presentation.

RECRUITMENT AND SELECTION

“The art of choosing men is not nearly so difficult as the art of enabling those one has
chosen to attain their full worth”.

Recruitment is the process by which organizations locate and attract individuals to fill job
vacancies. Most organizations have a continuing need to recruit new employees to replace those
who leave or are promoted in order to acquire new skills and promote organizational growth.

Recruitment follows HR planning and goes hand in hand with selection process by which
organizations evaluate the suitability of candidates. With successful recruiting to create a
sizeable pool of candidates, even the most accurate selection system is of little use

Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it. The
next step is careful examination of the job and enumeration of skills, abilities and experience
needed to perform the job successfully. Other steps follow:

creating an applicant pool using internal or external methods

Evaluate candidates via selection

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 Convince the candidate

And finally make an offer

Scope: To define the process and flow of activities while recruiting, selecting and appointing
personnel on the permanent rolls of an organization.

Amendments and deviations:

Any amendments to and deviations from this policy can only be authorized by the Head-human
Resources and the Managing Director.

Exclusions:

The policy does not cover the detailed formalities involved after the candidate joins 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 organization.” Recruitment is the
activity that links the employers and the job seekers. A few definition 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.

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 exit.
Usually , the recruitment process starts when a manager initiates an employee requisition for a
specific vacancy or an anticipated vacancy.

Recruitment needs are of three types:

1. PLANNED:

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

2. ANTICIPATED:

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

3. UNEXPECTED:

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

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Purpose and Importance of Recruitment

-Attract and encourage more and more candidates to apply in the organization.

-Create a talent pool of candidates to enable the selection of best candidates for the organization.

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

-Increase the pool of job candidates at minimum cost.

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

Recruitment management System

Recruitment management system is the comprehensive tool to manage the entire recruitment
processes of an organization. It is one of technological tools facilitate by the information
management systems to the HR of organizations. Just like performance management, payroll and
other systems, Recruitment management managing the ROI on recruitment.

 Structure and systematically organize the entire recruitment processes.

 Recruitment management system facilitated faster, unbiased, accurate and reliable
processing of applications from various applications.
 Helps to reduce the time-per-hire and cost-per-hire.
 Recruitment management system helps to incorporate and integrate the various links like
the application system on the official website of the company, the unsolicited
applications, outsourcing recruitment, the final decision making to the main recruitment
process.
 Recruitment management system maintains an automated active database of the
applicants facilitating the talent management and increasing the efficiency of the
recruitment processes.
 Offers tolls and support to enhance productivity, solutions and optimizing the recruitment
processes to ensure improved ROI.
 Recruitment management system helps to communicate and creat healthy relationships
with the candidates through the entire recruitment processes.

Forms of Recruitment

The organizations differ in terms of their size business, processes and practices. A few
decisions by the recruitment professionals can affect the productivity and efficiency of
the organization.

1. Centralized recruitment
The recruitment practices of an organization are centralized the HR / recruitment
department at the head office performs all functions of recruitment. Recruitment
decisions for all the business verticals and departments of an organization are carried out

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 by the one central HR department. Centralized from of recruitment is commonly seen in
government organizations.
 Reduces administration costs
 Better utilization of specialists
 Interchangeability of staff
 Reduces favoritism

2. Decentralized recruitment
Decentralized recruitment practices are most commonly seen in the case of
conglomerates operating in different and diverse business areas, with diverse and
geographically spread business areas and offices, it becomes important to understand
the needs of each department and frame the recruitment policies and procedures
accordingly. Each department carries out its own recruitment

ACTIVITY FLOW-

The organization philosophy should be kept in mind while formulating the recruitment
procedure.

The HR department would set the recruitment norms for the organization. However, the
onus of effective implementation and compliance with the process rests with the heads of the
respective functions and departments who are involved in the recruitment and selection process.

The process is aimed at defining the series of activities that needs to be performed by
different persons involved in the process of recruitment, the checks and control measures to be
adopted and information that has to be captured.

Recruitment and Selection is conducted by:

HR & Branch Manager

Functional Head

RECRUITMENT PLANNING

Recruitment planning on the basis of budget

A. The manpower planning process for the year would commence with the company’s
budgeting activity. The respective Functional heads would submit the manpower
requirements of their respective functions/ departments to the board of Directors as part
of the annual business plan after detailed discussion with the head of human Resource
Function along with detailed notes in support of the projected numbers assumptions
regarding the direct and indirect salary costs for each position.

B. A copy of the duly approved manpower plan would be forwarded by the HR department
for their further actions during the course of the year. The annual budget would specify

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 the manpower requirement of the entire organization, at different levels, in various
functions/departments, at different geographical locations and the timing of the individual
requirements. It would also specify the requirement budget, which is the cost allotted
towards the recruitment of the budgeted staff and the replacement of the existing
employees. The manpower plan would also clearly indicate the exact time at which the
incumbent should be on board in such a way that the Regional HR has adequate notice
for the time lapses involved in sourcing any other activities.

C. The Regional HR’s would undertake the planning activity and necessary preparations in
advance of the anticipated requirements, as monthly and quarterly activities on the basis
of the approved budget, estimated separations and replacements therefore.

D. The vacancies sought to be filled or being filled shall always be within the approved
annual manpower budget and no recruitment process shall be initiated without the formal
concurrence of the Head of the Regional HR under any circumstance. Head of the
Regional HR shall also have the responsibility to monitor the appointments being
considered at any point of time with specific respect to the duly approved manpower
budgets.

Review of Manpower Plans and Additional Manpower

Review of manpower budgets shall take place on a quarterly basis. In the event of any
new position or any deviations to the original plans, details of the positions maybe
forwarded to the VP-HR along with the adequate supporting information. The
recommendations would normally require a formal approval of the Managing Director.
Alternately, VP-HR may record the summary of his discussion with the Managing
Director and the MD’s approval on the recommendations, to signify the final decision
taken regarding the recommendations.

SOURCING OF SUITABLE CANDIDATES

Selection of Sources

Regional HR would tap various sources/channels for getting the right candidate.
Depending on the nature of the position/grade, volumes of recruitment and any other relevant
factors, the Regional HR would use any one multiple sources such as:

Existing database (active application data bank);

Employee referral as per any company scheme that may be approved from time to time;

Advertisement in the internet/newspapers/magazines/company’s sites/job sites or any other

media;

Placement Agencies (particularly for positions of Managers and above);

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 Headhunting firms particularly for senior positions, specialist positions and critical
positions;

Direct recruitment from campuses/academic institutes;

Job websites and

Any other appropriate sources.

The norms for using any of the sources are not water tight. Number of positions,
criticality of positions and the urgency of the positions, confidentiality requirements, relative
efficacy and cost considerations would play a role in the choice of the appropriate sourcing
mechanism.

ADVERTISEMENTS

All recruitment advertisements (in any form and any medium) shall always conform to the
KLI compliance norms and would not be released by any department or branch without the
approval of the VP-HR. depending on the specifics of each position for which recruitment
advertisements are to be released, Regional HR may obtain assistance from the company’s
marketing department and/or any external advertising agencies for the preparation of the
contents. Key features of the positions as notified by the Functional Heads would normally
form a part of the advertisement text.

The media for releasing advertisement would depend on the level of the position being
considered and the urgency of the requirements.

The advertisement mode that could be broadly specified as newspapers (local or mainline
depending on requirements), internet sites and business magazines.

Placement Agencies/Headhunting Agencies

Depending upon the vacancies, fresher fitting different description listed above may be
recruited from time to time, from academic institutes of appropriate
standards/reputation/grade, in the requisite numbers and at the compensation/stipend amounts
to be formally approved of the VP-HR. Plans for such recruitment need specific special
approval of VP-HR. norms regarding the identification of the appropriate institutes,
constitution of the selection panels, timings of the recruitment, number of candidates to be
recruited into different positions, choice of the appropriate selection process and the tools
thereof shall be decided by the Head of the Regional HR in consultation with the VP-HR,
depending on the specific features of the position.

Screening the candidates

First level screening

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 The Candidates would be screened by the HR Manager/Branch Manager for the
respective locations. Screening would be on the basis of the profile of the candidate and the
departmental requirements.

This assessment will be with respect to:

a. The general profile of the candidate,

b. Personality fit of the candidate into the profile,
c. Aptitude/attitude of the candidate,
d. Motives of the person to join the company and whether focus is in the short term or is a
long term player,
e. Basic skill level on our set of requirements, say numerically ability, networking ability,
etc
f. Establish the annual guaranteed cash compensation of the individual and check whether
the person would fit into the system.
g. Explain the role of Sales manager to the applicant and check the acceptance of the
candidate for the same.

In case of need, the Regional HR may take a Tele interview of the candidate for further
assessment process.

Second Level Screening

Aptitude Test

If the first assessment is positive, the candidates will give the aptitude test, once such test
is selected approved by the company. The scoring, interpretation and the generation of interview
probes from that test will also be done at this time. People who qualify the minimum criteria on
this test will be put up on to the Functional Head (VP’s in case of HO) for functional assessment
and suitability into the role.

General Norms regarding interview Process:

A. Interviews should consider the entire data provided by the candidate either through the formal
CV or otherwise before coming to a conclusion about the candidate. They may insist on seeing
the proof of the claims made by the candidate regarding qualifications, experience and other
achievements. They may, at their discretion, decide to meet the candidate on more than one
occasion or to refer the candidate to another panel.

B. Ratings on various attributes of the candidates shall be recorded in the interview evaluation
sheet, soon after the interview is over. Along with these numerical ratings, qualitative
observations about the candidate and overall decision regarding selection or otherwise (including
a decision to defer the induction, referral to another panel, considering for another position) shall
be forwarded to the associated Recruitment Manager/ Head of Regional HR. Individual panel
members have the option of appending their additional remarks/observations. No selection will

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 be treated as final unless the IES form is filled comprehensively. Suitably appropriate IES
formats may be created for specific positions.
C. Any discrepancies noticed by the panel members regarding the authenticity of the data provided
by the candidate should be specifically and formally recorded on the IES form and suitably high
lightened.

D. Specific points to be probed during the reference check process, if any, must also be clearly
recorded and high lightened on the IES forms.

Administrative Actions Regarding Interviews

A. Scheduling and the venue of the interviews would be handled by the recruitment team in
consultation with the short listed candidate and the selection panel members, after taking
mutual convenience into account. For field positions, respective branch/regional heads would
undertake this co-ordination.
B. After the final round, if the candidate is selected, the complete set of papers Personal Data
Form, CV, job requisition no., Interview evaluation sheet ,reference check details, educational
details, along with the interviewer’s recommendations and Reference check form should be
forwarded by the recruitment managers to recruitment head. Fitment of the candidate into a
grade and compensation fitment shall be on the assumption of authenticity of the information
provided in the CV/application form.
C. An appropriate formal communication shall be sent to the candidate whose candidature is not
being taken forward, or details of the verbal/telephonic communications provided to the
candidate shall be recorded on the candidates papers, by the recruitment team/associated line
managers. In the case of interviews taking place at the branch/regional levels, similar noting
should be recorded on the individual candidate’s papers.

Negotiations of the terms and conditions and other pre-appointment formalities

A. In the case of sales-Tied Agency functions, the branch managers will be allowed to fix the salary
and grade of the incoming sales manager, provided the compensation does not exceed 20% of the
candidates current cash salary. Any fitment beyond this norms will need the approval of Head-
HR. HR will forward a worksheet to support the BM’s to evaluate the appropriate cash CTC of
the incumbent. For all other functions, the compensation and grade would be fixed post a
discussion between the Head of the Regional HR and the associated AVP/VP. Any candidate
being offered a CTC of more than 4lacs will need the sign off from HEAD-HR. In appropriate
cases, at the discretion of the VP-HR, a deviation may be referred to the Managing Director, for
the MD’s formal approval.

B. Responsibility for negotiations and finalization of the terms shall rest with the best Branch
Manager/Associated Manager. They may seek the assistance of the recruitment managers,
whenever required. Reference checks process should not normally be initiated unless the
candidate has indicated his firm acceptance of the offer being made by us.

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 Recruitment Process

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 organization . Recruitment process involves a stratematic procedure from
sourcing the candidates to arranging and conducting the interviews many resources and time.

1. Identifying the vacancy:

The Recruitment process begins with the human resource department eceiving requisition
for recruitment from any department of the company. These contain:
-Posts to be filled
-Number of persons
-Duties to be performed
-Qualifications required
2. Prepare job description and person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interviews and decision making
Recruitment policy of a company
In today’s rapidly changing business environment , a well defined recruitment policy is
necessary for organization to responed to its human resource requirement in time.
Therefore, it is important to have a clear and concise recruitment policy in place, which
can be executed effectively to recruit place quickly. Creating a suitable recruitment
policy is the first step in the efficient hiring process .A clear and concise recruitment
policy ensure a sound recruitment process.

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 It specifies the objectives of recruitment and provides a framework for implementation of
recruitment programme. It may involve organization organizationl system to be
developed for implementing recruitment programme and procedures by filling up
vacancies with best qualified people.

COMPONENTS OF THE RECRUITMENT POLICY

 The general recruitment policies and terms of the organization
 Recruitment services of consultants
 Recruitment of temporary employees
 Unique recruitment situations
 The selection process
 The job descriptions
 The terms and conditions of the employment

A recruitment policy of an organization should be such that:

 It should focus on recruiting the best potential people.

 To ensure that every applicant and employee is treated equally with dignity
and respect.
 Unbiased policy
 To aid and encourage employees in realizing their full
 Transparent, task oriented and merit based selection
 Weight age during selection given to factors that suit organization needs.

Factors Affecting Recruitment Policy

-Organizational objectives

-Personnel policies of the organizational and its competitors.

-Government policies on reservation.

-Need of the organization.

-Recruitment costs and financial implication.

Page 23 of 48
 Recent Trends in Recruitment
Outsourcing
In India, the HR processes are being outsourced more than a decade now. A company may
draw required personnel from outsourcing firms. The outsourcing firms help the organization by
the initial screening of the candidates according to the needs of the organization and creating a
suitable pool of talent for the final selection by the employing people for them and make
available personnel to various companies as per their need.
1. Company need not plan for human resources much in advance.
2. Value creation, operational flexibility and competitive advantage
3. Turning the management’s focus to strategic level processes of HRM
4. Company is free from salary negotitations, weeding the unsuitable resume.
5. Company can save a lot of its resources and time

E-Recruitment
Many big organizations use internet as a source of recruitment. E-recruitment is the use of
technology to assist the recruitment process. They advertise job vacancies through worldwide
web. The job seekers send their applications or curriculum vitae i.e. Cv through e mail using
the internet. Alternatively job seekers place their CV’s in worldwide web, which can be
drawn by prospective employees depending upon their requirements.
-Low cost
-No intermediataries
-Reduction in time for recruitment.
-Recruitment of right type of people.
-Efficiency of recruitment process.

Factor Affecting Recruitment

The recruitment function of the organization is affected and governed by a mix of various
internal and external forces. The internal forces or factors are the factors are the factors that
can be controlled by the organization. And the external factors are those factors which cannot
be controlled by the organization. The internal and external forces affecting recruitment
function of an organization are:
-External Factors
-Internal Factors
Internal factor affecting recruitment

Page 24 of 48
The internal forces i.e. the factors which can be controlled by the organization are:
1. Human resource planning: Effective human resource planning helps in determining
the gaps present in the exiting manpower of the organization. It also helps in
determining the number of employees to be recruited and what qualification they must
possess.
2. Size of the firm: The size of the firm is an important factor in recruitment process. If the
organization is planning to increase its operations and expand its business, it will think
of hiring more personnel, which will handle its operations.
3. Cost : Recruitment incur cost to the employer, therefore, organizations try to employ
that source of recruitment which will bear a lower cost of recruitment to the organization
foe each candidate.
4. Growth and Expansion: Organization will employ or think of employing more
personnel if it is expanding it’s operations.

External Factor Affecting Recruitment

The external forces are the forces which cannot be controlled by the organization. The
major external forces are:

1. Supply and Demand: The availability of manpower both within and outside the
organization is in important determinant in the recruitment process. If the company has a
demand for more professionals and there is limited supply in the market for the
professional demanded by the company, then the company will have to depend upon
internal sources b in the recruitment process. If the company has a demand for more
professionals and there is limited supply in the market for the professional demanded by
the company, then the company will have to depend upon internal sources by providing
them special training and development programs.
2. Unemployment Rate: One of the factors that influence the availability of applicants is
the growth of the economy. When the company is not creating new jobs, there is often
oversupply of qualified labour which in turn leads to unemployment.
3. Competitors: The recruitment policies of the competitors also effect the recruit function
of the organization. To face the competition, many a times the organizations have to
change their recruitment policies according to the policies being followed by the
competitors.
Ying the return on the recruitment is complicated task for an organization. Indeed

The ROI on Recruitment

An organization makes a tremendous amount of investment in its recruitment processes.

A lot of resources like time and money are spent on recruitment processes of an
organization. But assessing quantifying the returns on the recruitment process or
calculating the return on investment (ROI) on recruitment is a complicated task for an
organization. Indeed, it os difficult to judge the success of their recruitment processes.

Page 25 of 48
 Instead, recruitment is one activity that continue in an organization without anyone ever
realizing its worth or measuring its impact on the organization’s business.

A recruitment professional or manager can calculate and maximize the return on

investment on its organization’s recruitment by
 Clear definition of the result to be achieved from recruitment.
 Developing methods and ways measuring the results like the time-to-hire, cost-
per-hire and effectiveness of the recruitment source etc.
 Estimating the costs associated with the recruitment project.
 Providing and ensuring proper training and development if the recruitment
professionals.
Assessing the ROI on recruitment can assist an organization to
strengthen its HR processes, improving its recruitment function and to build a
strategic human resource advantage for the organization.

Why is recruitment so important for new companies?

It’s often said that people are your company’s greatest assets. New companies depend on their
people even more than established companies. Here are two reasons why:

 They rely on each employee’s decisions and behavior. New companies haven’t yet developed
their business processes enough and depend on their employees’ innovativeness, competence and
better judgment to succeed.

 They need to hire for future growth. New companies aim to grow rapidly in terms of revenue,
reputation and market share. This means that they have to hire people who will help them scale.

Recruiting is the process that brings the right people on board. Effective recruiting strengthens
your company and results in higher growth and productivity. On the flip side, ineffective
recruiting can cost an average of $17,000 per one bad hire which new companies can’t afford
easily. These companies may also find it difficult to address damages in reputation and employer
branding.

So, it’s important for companies to choose the right recruitment methods and invest in efficient
and effective hiring processes. And, cultivating engagement to retain employees is the next
important step.

What are the common types of recruiting challenges that organizations face?
Organizations face multiple recruitment challenges. Here are some that arise often:

 The need to hire quickly. Most companies want to fill their job openings fast, but often face
shortages of qualified candidates. This may cause hiring teams to wait longer than necessary for
good candidates to enter the pipeline until it becomes imperative to hire someone. This “panic
hiring” may often result in bad hires and high costs for companies.

Page 26 of 48
 Tip: Posting job ads and waiting for candidates to apply may not always be the fastest approach.
Consider proactively sourcing passive candidates through social media or sourcing tools
like People Search.

 The need to reduce recruiting costs. Recruiting costs include all costs associated with
attracting, communicating and evaluating candidates, as well as costs of internal processes and
recruiter salaries. These costs may put a strain on company budgets, especially when it comes to
startups and small businesses.

Tip: Track all recruitment costs, from premium job board fees to interviewing costs. Discover
which recruitment techniques and sources work for you and invest in them. Consider cost-
effective recruitment methods, like referral programs and free job board posting.

 The need to make data-driven decisions. Companies can use recruitment data and metrics to
constantly improve their recruiting and make more informed decisions. Hiring teams need ways
to compile and organize data in an efficient and streamlined way.

Tip: Invest in an applicant tracking system (ATS) that has the reporting capabilities you need. If
you already have an ATS, ask your account manager to show you how to manage data from your
recruitment process.

 The need to build a strong employer brand. Your company’s employer brand depends on
many factors: from candidate experience to your investment in employee development. It’s
challenging to create and enhance your employer brand, but it can result in higher-quality
candidates and greater employee retention.

Tip: Create recruitment processes that put candidates first. Use social media and your careers
site to showcase your culture, benefits and employee stories. Also, it’s a good idea to monitor
feedback on sites like Glass door and respond to reviews.

 The need to recruit diverse candidates. Diversity benefits your workplace, but many
companies struggle to attract and hire diverse candidates. Unconscious biases and stereotypes are
often the reason for this issue.

Tip: Consider creating a blind hiring program. Your ATS might have the option of obscuring
candidates’ photos and names. Shift to more effective hiring methods, like structured interviews,
and invest in training to help interviewers combat their biases.

What is the role of the hiring manager?

Hiring managers identify the need to hire new team members. They run their team’s recruitment
process and lead recruiters, sources and other employees who make up their hiring team. Hiring
managers:

 Identify the need for new hires and gain approval for new job openings.

 Write job descriptions and craft interview questions.

Page 27 of 48
 Decide who has passed a pre-employment assignment and who will get a second interview.

 Extend a job offer to the best candidate.

In general, hiring managers are in charge of hiring processes. Recruiters are hiring
managers’ trusted consultants who help them make informed decisions.

Worktable’s applicant tracking system makes it easy to involve hiring managers and set up
hiring teams. Improve your team collaboration by trying Workable for free today.

What are the pros and cons of using a virtual recruiter?

There are both benefits and downsides in hiring Virtual Recruiters (VRs.) On the positive side:

 They save you money. Because VRs are usually contractors, you can save money on benefits
and perks you would offer to employees. Also, VRs have extensive networks in place and can
add value to your company fast.

 They may be more productive. Office-based employees may be extremely talented, but
commutes and open office noises often take their toll on employees’ productivity. VRs work
from wherever they feel comfortable and this can translate to greater productivity and higher job
satisfaction.

 They help you find remote candidates effectively. VRs already do their work over online
software, so they are trained in using virtual interviews and phone screenings to their advantage.
VRs can find and interview candidates easily, thus expanding your candidate reach.

 They are more flexible. VRs can organize their time as they need to. For example, office-based
recruiters, who have standard working hours and commutes, might face challenges in
communicating with candidates in different time-zones. VRs can overcome these challenges
more easily.

However, there are some downsides to hiring Virtual Recruiters:

 They may face communication issues. Communicating solely via email and phone can prove
challenging. Recruiters can’t drop by a hiring manager’s office to ask a clarifying question and
there might be delays when waiting for replies. These barriers can make collaboration difficult
and time-to-hire longer.

 They may not fully grasp company culture. Companies may find it tricky to acquaint remote
employees with their workplace. This means that VRs might not be able to present and explain
your company’s culture to candidates in the most personable way, especially if VRs are
contractors and not employees.

 They are hard to manage. If your VR is an employee and not a contractor, you’d have to find
ways to monitor their progress and keep them motivated. This may be challenging. Companies
may need to arrange frequent meetings and reports and invest in optimal equipment and
connectivity for their remote employees.

Page 28 of 48
 PERT CHART in Recruitment & Selection Process:
4 Month
Staff Staff
4 Months
recruited trained
2 Months
Start

Plan service
Service
started

2 Months 1 Month

Equipment
Equipment installed
ordered 10 Months

Part – 2 Project Study

Research Proposal
1) Title of the study:
A study on selection and recruitment process in Hindustan Dorr-oliver.

2) Introduction:
The human resources are the most important assets of an organization. The success of
failure of an organization is largely dependent on the caliber of the people working
therein .Without positive and creative contribution from people, organization cannot
progress and prosper. In order to achieve the goals or the activities of an organization,
therefore, they need to recruit people with requisite skills, qualifications and experience.
While doing so, they have to keep the present as well as the future requirements of the
organization in mind. Recruitment is distinct from employments and selection. Once the

Page 29 of 48
 required number and kind of human resources are determined, the management has to
find the places where the required human resources are/ will be available and also find
the means of attracting them towards the organization before selecting suitable candidates
for jobs. All this process is generally known as recruitment. Some use the term
“Recruitment” for employment. These two are not one and the same.

3) Literature Review:
Literature Review 1:
Neeraj Kumar, 2012 the research paper entitled Recruitment and Selection has been prepared to
put a light on Recruitment and Selection process. The main objective is to identify general
practices that organizations use to recruit and select employees and, to determine how the
recruitment and selection practices affect organizational outcomes. The data was collected
through well structured questionnaires. The source of data was both primary and secondary.
Sample size was 30. Data analysis has been done with the help of SPSS software. The structure
of the financial sector (as well as that of SMC Ltd) was known along with the analysis that
recruitment is an ongoing process in this industry and therefore new innovative methods have to
be thought of and applied to meet the demand.

Literature Review 2:
J. NEELAKANTA GUGESH, S. SHEELA RAN July-December, 2013, A STUDY ON THE
EFFECTIVENESS OF RECRUITMENT PROCESS IN MULTICULTURAL
ORGANIZATION. ”Recruitment is the process of searching for prospective employees and
stimulating them to apply for jobs in the organization.” The data collected for the project is
mainly internal in nature. The study is restricted to 120 employees comprising 30 in each
location. Applying Liker’s Scale, it is found that the mean value obtained is 4.18. To test the
relationship between satisfaction level of the candidates and time management in the interview
process. The test is use chi-square.

Literature Review 3:
Syamala Devi Bhoganadam, Dr. Dasaraju Srinivasa Rao, October 2014. A STUDY ON
RECRUITMENT AND SELECTION PROCESS OF SAI GLOBAL YARNTEX (INDIA)
PRIVATE LIMITED This research studies the review of literature for recruitment and selection
procedures followed at organizations. The research was done using both primary and secondary
data. Selection is the process of choosing an appropriate candidate among the job applicants.
Selection process starts after the completion of the recruitment process. Recruitment is the
positive aspect where as selection is the negative aspect of HR practices. Primary data was
collected through survey method by distributing
Questionnaires to employees.

Literature Review 4:
Sudhamsetti Naveen, Dr. D.N.M Raju, Jan. 2014. A Study On Recruitment & Selection
Process With Reference To Three Industries, Cement Industry, Electronics Industry,
Sugar Industry In Krishna Dt Ap,India. The main objective of this paper is to identify

Page 30 of 48
general practices that organizations use to recruit and select employees. The primary data is
collected by using primary methods such questionnaires, interviews, observations. The sample is
selected on the basis of random sampling technique. A sample of 150 employees is selected and
analysis has been done by questionnaire.

Literature Review 5:
Ms. G.KARTHIGA, Dr. R. Karthi, Ms. P. Balaishwarya, April 2015. A Study on
Recruitment and Selection Process. The study stratified sampling technique is used. The
sample size for the study is 100. The tools that are used in this study, One way ANOVA, Chi
Square, and Correlation. This would reflect the fact that the management would particularly
shortlist able candidates who are well equipped with the requirements of the position they are
applying for, including team work. The methods of collecting primary and secondary data differ
since; primary data are to be originally collected, while in the case of secondary data, the nature
of data collection work is merely that of compilation.

4) Variables:

Job Recruitment policy

Experience Organization climate
Interview Computerization
Performance Hiring
Employees Qualification
Ethical value Satisfaction

Page 31 of 48
5) Research Model:

Independent Variable Dependent Variable

Training

Offers

Job
Experience

Salary

Quality

Skill

Policy

6) Objective of study:
1. To evaluate the success of recruitment procedure in terms of number and quality of
response.
2. To evaluate the success of selection procedure in terms of duration, retention, growth
and development of employees.

7) Hypothesis:

Ho: There is significance difference between procedure of recruitment and selection.

H1: There is no significance difference between procedure of recruitment and selection.

Page 32 of 48
8) Research methodology:

Types of research Descriptive research

Research design Descriptive research design
Sample size 100
Sampling Unit Recruitment and selection
Data type Primary Data
Data collection method Survey
Data collection instrument Questionnaire
Data analysis tool ANOVA and Chi-square
Area of research Ahmadabad

9) Data Analysis:

ANOVA:

1. Interview process is effective

Page 33 of 48
 Sum of
Squares Df Mean Square F Sig.
Between
3.553 3 13.15 .123 .827
Groups
Within Groups 40.447 1 .213 .012 .722
Total 44.000 1 .008 .000 .965

2 . Interview is satisfied
Sum of
Squares Df Mean Square F Sig.
Between
42.466 3 14.155 .436 .727
Group
Within Group .437 1 .437 .013 .908
Total .009 1 .009 .000 .987

3. Time management

Sum of
Squares Df Mean Square F Sig.
Between
.329 3 .110 .126 .944
Group
Within Group .028 1 .028 .032 .858
Total .098 1 .098 .113 .738

4. Effective and helpful

Sum of
Squares Df Mean Square F Sig.
Between .644
1.511 3 .504 .789
Group
Within Group .251 1 .251 .393 .230
Total .033 1 .033 .051 .004

Page 34 of 48
5. States of my application process

Sum of
Squares Df Mean Square F Sig.
Between
31.701 3 10.567 .630 .597
Group
Within Group .185 1 .185 .011 .917
Total 15.592 1 15.592 .930 .337

6. Innovative techniques play an effective role

Sum of
Squares Df Mean Square F Sig.
Between
79.272 3 26.424 .988 .402
Group
Within Group 5.884 1 5.884 .220 .640
Total 39.642 1 39.642 1.482 .226

7. More successful recruitment and retention of top talent

Sum of
Squares Df Mean Square F Sig.
Between
5.648 3 1.883 2.549 .060
Group
Within Group .262 1 .262 .355 .553
Total .114 1 .114 .154 .696

8. Well structure
Sum of
Squares Df Mean Square F Sig.
Between
5.318 3 1.773 2.693 .050
Group
Within Group 2.860 1 2.860 4.345 .040
Total 1.364 1 1.364 2.072 .153

9. No discrimination between candidates

Sum of
Squares Df Mean Square F Sig.
Between
49.142 3 16.381 .942 .424
Group
Within Group 9.198 1 9.198 .529 .469
Total 31.743 1 31.743 1.825 .180

Page 35 of 48
10.Transparency of recruitment and selection process

Sum of
Squares Df Mean Square F Sig.
Between
64.525 3 21.508 1.308 .276
Group
Within Group 3.036 1 3.036 .185 .668
Total 38.289 1 38.289 2.329 .130

11. Attrecting the telent pool

Sum of
Squares Df Mean Square F Sig.
Between
6.890 3 2.297 3.192 .027
Group
Within Group 1.510 1 1.510 2.099 .151
Total 6.270 1 6.270 8.715 .004

12. Job specifications in the recruitment process

Sum of
Squares Df Mean Square F Sig.
Between
6.890 3 2.297 3.192 .027
Group
Within Group 1.510 1 1.510 2.099 .151
Total 6.270 1 6.270 8.715 .004

13.External environment
Sum of
Squares Df Mean Square F Sig.
Between
.360 3 .120 .177 .912
Group
Within Group .034 1 .034 .051 .822
Total .064 1 .064 .094 .759

Page 36 of 48
 INTERPRITATION:

ANOVA:

H0:μ1=μ2=μ3

H1: There is significant different between hiring employee in innovative

techniques.

Sum of Squares df Mean Square F Sig. Remark

Best hiring decision B H0:ACC

e EPTED
t
w
e
e
n
.929 3 .310 .262 .853

G
r
o
u
p
s

W
i
t
h
i
n
113.431 96 1.182
G
r
o
u
p
s

Page 37 of 48
 T
o
t 114.360 99
a
l
Innovative techniques play an effective B H0:ACC
role e EPTED
t
w
e
e
n
22.723 3 7.574 .277 .842

G
r
o
u
p
s

W
i
t
h
i
n
2624.187 96 27.335
G
r
o
u
p
s

T
o
t 2646.910 99
a
l

Page 38 of 48
 CONCLUSION

In today’s rapidly changing business environment’ organizations have to respond

quickly requirements for people. Hence, it is important to have a well defined recruitment
policy in place, which can be executed effectively to get the best fits for the vacant
position. Selecting the wrong candidate or rejecting the right candidate could turn out to
be costly mistakes for the organization.

(10) Bibliography
[1] Alvesson, M. (1990) ‘On the Popularity of Organizational Culture’, Acta Sociological, 1: 31–
49.
Babita , and Bhavana,2008 The impact of OCTAPACE culture on total productive maintenance,
Vistas P 20-23
[2] Braun, S.A. (1995). Helping managers become effective job interviewers. Industrial
Management, 37,
5-8.
[3] Breaugh, J.A., and M. Starke. (2000). Research on employee recruitment: So many studies,
so many
remaining questions. Journal of Management, 26, 405-434.
[4] Stoykov, Lubomir. (1995) Corporate culture and communication, Stopanstvo , Sofia.
[5] Armstrong CP. Current Recruitment and Selection Practices: A National Survey of Fortune
1000 Firms. North American Journal of Psycology 2006; 489-496.
[6] Bhattacharyya DK. Human Resource Management. New Delhi: Excel Books, 2010.
Burack EH. Human Resource Planning, 1980.
[7] Cappelli P. Making the most of Online Recruiting. Harvard Business Review 2001; 139-146.
[8] Djabatey EN. Recruitment and Selection Practises of Organziations, A Case Study of HFC
Bank (GH) LTD. Kwame Nkrumah University of Science and Technology: Kwame Nkrumah
University of Science and Technology, 2012.
[9] Duggan B. Should you outsource Recruitment. Emerald Management Review: Supply
Management 2004; 26-27.
[10] Absar MM. Recruitmnet & Selection practises in Manufacturing Firms in Bangladesh. The
Indian journal of Industrial Relations 2012; 436-448.
[11] Malhotra MN. A Study of the Recruitment and Selection process: SMC Global. Zenith
International Journal of Multidisciplinary Research, 2014.
[12] Essential of human resource management and industrial relations, subbarao Mumbai,
Himalaya publishing house, 1996.
[13] International Human Resource Management: Policy and Practice for the Global Enterprise
Dennis R. Briscoe; Randall S. Schuler. Routledge, 2004 (2nd edition)

Page 39 of 48
[14] The Manager's Guide to HR: Hiring, Firing, Performance Evaluations, Documentation,
Benefits, and Everything Else You Need to Know Max Muller. AMACOM, 2009
[15] Human Resources for the Non-HR Manager Carol T. Kulik. Lawrence Erlbaum Associates,
2004
[16] Human resource development, L.m.prasad New Delhi, sultan chand &sons, 2005.
[17] HR from the Outside In: Six Competencies for the Future of Human Resources, Dave
Ulrich,2012
[18] The HR Scorecard: Linking People, Strategy, and Performance, Brian E. Becker,2001
[19] The Chief HR Officer: Defining the New Role of Human Resource Leaders, Patrick M.
Wright,2011

ANNEXTURE

Hindustan Dorr Oliver 5 years Balance Sheet

Parameters MAR'16 MAR'15 MAR'14 MAR'13 JUN'12

(₹ Cr.) (₹ Cr.) (₹ Cr.) (₹ Cr.) (₹ Cr.)

EQUITY AND LIABILITIES

Share Capital 14.40 14.40 14.40 14.40 14.40

Share Warrants & Outstandings

Shareholder's Funds -879.87 -716.61 56.63 67.57 188.51

Long-Term Borrowings 0.00 0.00 0.00 0.00 0.00

Secured Loans 18.83 183.35 234.19 239.35 104.68

Unsecured Loans 0.00 0.00 0.00 0.00 0.00

Deferred Tax Assets / Liabilities 0.00 0.00 -109.91 -73.98 -15.17

Other Long Term Liabilities 0.00 0.00 0.00 0.00 0.00

Long Term Trade Payables 0.00 0.00 0.00 0.00 0.00

Long Term Provisions 1.22 1.35 1.03 1.11 1.06

Total Non-Current Liabilities 20.05 184.70 125.31 166.48 90.58

Trade Payables 369.74 346.28 362.10 425.77 497.55

Page 40 of 48
Current Liabilities

Other Current Liabilities 888.98 296.03 191.19 187.38 116.16

Short Term Borrowings 320.12 543.40 410.62 227.51 221.36

Short Term Provisions 66.34 114.97 0.73 0.62 61.82

Total Current Liabilities 1,645.18 1,300.69 964.63 841.28 896.88

Total Liabilities 785.35 768.78 1,146.58 1,075.33 1,175.97

Non-Current Assets 0.00 0.00 0.00 0.00 0.00

ASSETS

Gross Block 141.97 142.07 142.57 51.53 51.70

Less: Accumulated Depreciation 31.29 30.82 29.72 27.46 25.90

Less: Impairment of Assets 0.00 0.00 0.00 0.00 0.00

Net Block 110.68 111.25 112.84 24.07 25.80

Lease Adjustment A/c 0.00 0.00 0.00 0.00 0.00

Capital Work in Progress 0.00 0.00 0.00 0.00 0.00

Intangible assets under

0.00 0.00 0.00 0.00 0.00
development

Pre-operative Expenses pending 0.00 0.00 0.00 0.00 0.00

Assets in transit 0.00 0.00 0.00 0.00 0.00

Non Current Investments 153.86 153.86 162.82 139.07 139.07

Long Term Loans & Advances 90.37 101.33 317.94 317.92 123.89

Other Non Current Assets 0.00 0.00 47.47 47.47 189.93

Total Non-Current Assets 354.90 366.44 641.07 528.53 478.69

Total Reserves -894.27 -731.01 42.23 53.17 174.11

Page 41 of 48
Current Assets Loans &
Advances

Currents Investments 0.00 0.00 0.00 0.00 0.00

Inventories 0.00 0.00 7.88 2.60 2.58

Cash and Bank 2.69 3.62 8.52 2.92 3.84

Other Current Assets 202.23 181.80 202.99 194.31 215.69

Short Term Loans and Advances 94.56 102.80 112.90 154.11 230.12

Total Current Assets 430.45 402.34 505.51 546.80 697.29

Net Current Assets (Including -

-898.35 -459.12 -294.47 -199.59
Current Investments) 1,214.73

Total Current Assets Excluding

430.45 402.34 505.51 546.80 697.29
Current Investments

Miscellaneous Expenses not

0.00 0.00 0.00 0.00 0.00
written off

Total Assets 785.35 768.78 1,146.58 1,075.33 1,175.97

Contingent Liabilities 556.79 592.56 637.16 115.46 564.20

Total Debt 471.35 845.58 716.60 496.93 333.02

Book Value (in ₹) -134.77 0.00 -4.71 9.38 26.18

Adjusted Book Value (in ₹) -134.77 0.00 -4.71 9.38 26.18

Hindustan Dorr Oliver 5 years Profit & Loss

Parameters MAR'16 MAR'15 MAR'14 MAR'13 JUN'12

(₹ Cr.) (₹ Cr.) (₹ Cr.) (₹ Cr.) (₹ Cr.)

Gross Sales 205.38 348.30 255.20 240.25 718.75

Less :Inter divisional transfers 0.00 0.00 0.00 0.00 0.00

Less: Sales Returns 0.00 0.00 0.00 0.00 0.00

Page 42 of 48
Less: Excise 0.00 0.00 0.00 0.00 0.00

Net Sales 205.38 348.30 255.20 240.25 718.75

EXPENDITURE:

Increase/Decrease in Stock 0.00 3.14 -2.06 -0.02 1.44

Raw Materials Consumed 60.39 228.35 0.00 0.00 0.00

Power & Fuel Cost 0.00 0.00 0.00 0.00 0.00

Employee Cost 17.59 23.17 26.56 19.01 39.10

Other Manufacturing Expenses 132.00 190.89 285.35 245.50 643.67

General and Administration Expenses 7.41 15.40 9.69 8.90 19.66

Selling and Distribution Expenses 0.01 0.02 0.03 0.19 0.29

Miscellaneous Expenses 14.90 247.89 4.65 24.29 7.08

Expenses Capitalised 0.00 0.00 0.00 0.00 0.00

Total Expenditure 232.30 708.87 324.21 297.88 711.24

PBIDT (Excl OI) -26.92 -360.56 -69.01 -57.63 7.51

Other Income 3.92 15.68 21.62 3.49 10.55

Operating Profit -22.99 -344.88 -47.39 -54.14 18.07

Interest 132.78 110.55 80.31 43.32 51.40

PBDT -155.78 -455.43 -127.70 -97.46 -33.33

Depreciation 0.60 1.16 2.27 2.01 4.17

Profit Before Taxation & Exceptional

-156.38 -456.59 -129.97 -99.47 -37.51
Items

Exceptional Income / Expenses 0.00 -201.12 0.00 -76.31 0.00

Profit Before Tax -156.38 -657.71 -129.97 -175.77 -37.51

Provision for Tax 6.89 115.45 -28.46 -54.83 -7.18

PAT -163.26 -773.16 -101.50 -120.94 -30.33

Extraordinary Items 0.00 0.00 0.00 0.00 0.00

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Adj to Profit After Tax 0.00 0.00 0.00 0.00 0.00

Profit Balance B/F -941.06 -167.82 -66.31 54.63 84.96

-
Appropriations -940.97 -167.82 -66.31 54.63
1,104.32

Equity Dividend (%) 0.00 0.00 0.00 0.00 0.00

Earnings Per Share (in ₹) -22.67 -107.38 -14.10 -16.80 -4.21

Book Value (in ₹) -134.77 -112.10 -4.71 9.38 26.18

Hindustan Dorr Oliver 5 years Ratio

Parameters MAR'16 MAR'15 MAR'14 MAR'13 JUN'12

(₹ Cr.) (₹ Cr.) (₹ Cr.) (₹ Cr.) (₹ Cr.)

Operational & Financial Ratios:

Earnings Per Share (Rs) -22.67 -107.38 -14.10 -16.80 -4.21

DPS(Rs) 0.00 0.00 0.00 0.00 0.00

Book NAV/Share(Rs) -134.77 -112.10 -4.71 9.38 26.18

Margin Ratios:

Yield on Advances 0.00 0.00 0.00 0.00 0.00

Yield on Investments 0.00 0.00 0.00 0.00 0.00

Cost of Liabilities 0.00 0.00 0.00 0.00 0.00

NIM 0.00 0.00 0.00 0.00 0.00

Interest Spread 0.00 0.00 0.00 0.00 0.00

Performance Ratios:

ROA(%) -21.01 -80.73 -9.14 -10.46 -2.70

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 ROE(%) 0.00 0.00 -603.51 -94.46 -13.82

ROCE(%) 0.00 -151.76 -7.96 -25.94 2.87

Efficiency Ratios:

Cost Income Ratio 0.00 0.00 0.00 0.00 0.00

Core Cost Income Ratio 0.00 0.00 0.00 0.00 0.00

Operating Costs to Assets 0.00 0.00 0.00 0.00 0.00

Capitalisation Ratios:

Tier 1 ratio 0.00 0.00 0.00 0.00 0.00

Tier 2 ratio 0.00 0.00 0.00 0.00 0.00

CAR 0.00 0.00 0.00 0.00 0.00

Valuation Parameters:

PER(x) 0.00 0.00 0.00 0.00 0.00

PCE(x) -0.47 -0.15 -0.57 -0.85 -9.87

Price / Book(x) -0.08 -0.14 -1.67 1.49 1.37

Yield(%) 0.00 0.00 0.00 0.00 0.00

EV / Net Sales(x) 2.65 2.74 3.00 2.35 0.81

EV / Core EBITDA(x) -23.69 -2.77 -16.14 -9.79 32.12

EV / EBIT(x) -23.08 -1.74 -15.40 -4.15 41.78

EV / CE(x) 0.69 1.24 0.67 0.50 0.49

M Cap / Sales 0.37 0.32 0.22 0.42 0.36

Growth Ratio:

Core Operating Income Growth 20.11 37.66 85.38 -22.67 131.45

Operating Profit Growth 93.33 -627.72 12.46 -419.49 -85.11

Net Profit Growth 78.88 -661.70 16.07 -298.73 -156.43

BVPS Growth -20.23 -2,278.74 -150.22 -64.16 -24.71

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 Advances Growth 0.00 0.00 0.00 0.00 0.00

EPS Growth(%) 78.88 -661.70 16.07 -298.73 -156.43

Liquidity Ratios:

Loans / Deposits(x) 0.00 0.00 0.00 0.00 0.00

Total Debt / Equity(x) 0.00 0.00 0.00 0.00 0.00

Current Ratio(x) 0.00 0.00 0.00 0.00 0.00

Quick Ratio(x) 0.00 0.00 0.00 0.00 0.00

Total Debt / Mcap(x) 0.00 0.00 0.00 0.00 0.00

Net NPA in Rs. Million 0.00 0.00 0.00 0.00 0.00

QUESTIONNAIRE

Dear Sir/ Madam

I Purvi Patel, a student of M.B.A second year, studying in Indukaka Ipcowala Institute of
Management. I am doing a report on “Recruitment and Selection process in Hindustan Dorr-Oliver. I
would like be pleased if I could get some of your time to fill this questionnaire.

Q-1 Age

21-30 years 31-40 years above 40

Q-2 Gender:

Male Female
Q-3 Position:

Officer Manager Clerk Worker

Q-4 Education Qualification:

Post graduate ununder graduate H.S.C S.S.C

Q-5 since How many years have you been working with this organization?

1-2 yrs 2-3 yrs 3-5 yrs 5 & above

Q-6 I was informed about the career path and growth aspects.
Yes No

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Q-7 Were the interview polite?

Yes No

Q-8 Time taken to receive your offer letter.

1-2 yrs 3-5 yrs 1 week more than a week

Q-9 I was informed about the compensation package during the recruitment process

Yes No

Q-10 Were you informed about the selection process?

Yes No

Q-11 Is the organization timeline recruitment and selection process?

Yes No

Q-12 Does hr provides an adequate pool of quality applicants?

Yes No

Q-13 Does hr train hiring employee to make the best hiring decision?

Yes No

Q-14 Does the hr department is efficient in selection policy of the employee?

Yes No

Q-15 Does the vacant position gets closed in the specific timeline given?

Yes No

Q-16 Below the few statements; Mark them from 1.Stongly Disagree 2.Disagree

3. Neutral 4.Agree 5. Strongly Agree

No. Statement Strongly Disagree Neutral Agree Strongly

Disagree Agree
1 Overall interview process is effective
2 Overall interview process is satisfied
3 Time management in the interview
process.
4 Recruitment process is effective and
helpful.
5 I was kept adequately informed about
the states of my application process.

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6 In selection process innovative
techniques play an effective role
7 Employer branding plays key role in
more successful recruitment and
retention of top talent.
8 Overall recruitment and selection
process is well structured
9 There is no discrimination between
candidates for recruitment and selection
10 There is transparency of recruitment and
selection process
11 Employee referrals play crucial roll for
attracting the talent pool
12 HR clearly defines the job specifications
in the recruitment process
13 HR incorporates the changes in external
environment while assessing future
needs

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