INTRODUCTION TO THE TOPIC

HUMAN RESOURCES :

It is the sum total or aggregate of inherent abilities , values , beliefs and acquired

knowledge , aptitude , skills and talent of the individuals involved in the affairs of the

organization.

HUMAN RESOURCE MANAGEMENT :

It is a management function which involves acquiring , training , motivating , appraising

and compensating members of an organization and attending to their labor relations ,

health , safety and fairness concerns.

1
2
 FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:

Functions of
HRM

Managerial Operative Advisory Functions

Functions functions

Planning Acquisition top management

Organising Training & Development department heads
Directing Motivation
Controlling Maintenance
remuneration
working conditions
personnel records
industrial relations
separation

1. Advisory Functions :

HR Manager has specialized education & training in managing human resources . He is

an expert in his area and can give advice to:

 Top Management in formulation and evaluation of personnel policies , programmes and

procedures , also give advice for maintaining good human relations and high employee

morale.

 Departmental Heads on matters such as manpower planning , job analysis and design ,

selection , placement , training , performance appraisal etc.

3
2. Managerial Functions :

 Planning : It deals with determination of future course of action to achieve desired

results . It involves identifying supply and demand forecast for each job category ,

determining the net shortage or surplus and formulating an action plan there after.

 Organizing : It is concerned with assigning the right task to right individual by grouping

of personnel activities and delegation of authority.

 Directing : It involves supervising , guiding , motivating and leading the personnel with

the aim of organizational goal achievement and success.

 Controlling : It comprises of activities like measuring employee performance , correcting

their negative deviation , reviewing reports , maintaining record of their accomplishments

and organizing personnel audit programmes.

4
3. Operative Functions :

 Procurement : It is concerned with procuring and employing who possess necessary

skills , knowledge and aptitude . It comprises functions like Job analysis , manpower

planning , recruitment , selection and placement.

 Development : It is the process of improving , molding , changing , and developing

skills , knowledge , creative ability , aptitude , attitude , values and commitment by

organizing training , executive development and career planning programmes.

 Motivation and compensation : It is the process of inspiring people to give their best

to the organization by encouraging and supporting them while administering a fair

compensation policy and offering social security , insurance , welfare amenities , etc to

attract and retain employees.

 Maintenance : It aims at protecting and preserving the physical and psychological health

of employees through various welfare measures like protecting them from physical

hazards , unhealthy conditions and providing amenities like housing , transportation ,

education and recreational facilities.

 Integration : It involves making effort to integrate the goals of an organization with

those of the individuals working in the organization by redressing their grievances

promptly , instituting disciplinary measures , encouraging participative culture etc.

5
 DEFINITION OF RECRUITMENT & SELECTION

Recruitment :

Recruitment refers to the process of attracting , screening, selecting, and on boarding a

qualified person for a job. At the strategic level it may involve the development of an employer

brand which includes an "employee offering".

The stages of the recruitment process include: job analysis and developing some person

specification; the sourcing of candidates by networking, advertising, and other search methods;

matching candidates to job requirements and screening individuals using testing (skills or

personality assessment); assessment of candidates' motivations and their fit with organizational

requirements by interviewing and other assessment techniques. The recruitment process also

includes the making and finalizing of job offers and the induction and on boarding of new

employees.

Depending on the size and culture of the organization, recruitment may be undertaken in-house

by managers, human resource generalists and/or recruitment specialists. Alternatively, parts of

the process may be undertaken by either public-sector employment agencies, commercial

recruitment agencies, or specialist search consultancies.

 According to EdwinB.Flippo, “Recruitment is the process of searching the candidates for

employment and stimulating them to apply for the job in the organization”. Recruitment is the

activity that links the employers and the job seekers.

6
 Selection:

Selection is an activity in which the organization selects a fixed number of candidates from a

large number of applicants. It involves the actual appointment of the employee for filling up the

vacancies of the enterprise. The term selection means the placement of the right man at the right

job. We all know that a lot of people apply for a single job at the time of recruitment, in which

the recruiters have to decide which candidate fits the best for the job.

DIFFERENCE BETWEEN RECRUITMENT AND SELECTION

Basis Recruitment Selection

Meaning It is an activity of establishing It is a process of picking up more

contact between employers and competent and suitable employees.
applicants.

Objective It encourages large number of It attempts at rejecting unsuitable

Candidates for a job. candidates.

Process It is a simple process. It is a complicated process.

Hurdles The candidates have not to cross Many hurdles have to be crossed.
over many hurdles.

Approach It is a positive approach. It is a negative approach.

Sequence It proceeds selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

Time Consuming Less time is required. More time is required.

7
 RECRUITMENT

Factors Affecting Recruitment:

The recruitment function of the organizations is affected and governed by a mix of

various internal and external forces. The internal forces or 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:

8
 INTERNAL FACTORS:

The internal factors i.e. the factors which can be controlled by the organization are:

 Recruitment Policy

The recruitment policy of an organization specifies the objectives of recruitment and provides a

framework for implementation of recruitment program. It may involve organizational system to

be developed for implementing recruitment programs and procedures by filling up vacancies

with best qualified people.

Factors affecting recruitment policy

i. Organizational objectives

ii. Personnel policies of the organization and its competitors.

iii. Government policies on reservations.

iv. Preferred sources of recruitment.

v. Need of the organization.

vi. Recruitment costs and financial implications.

 Human Resource Planning

Effective human resource planning helps in determining the gaps present in the existing

manpower of the organization. It also helps in determining the number of employees to be

recruited and what qualification they must possess.

9
 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.

 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 for each candidate.

 Growth and Expansion

Organization will employ or think of employing more personnel if it is expanding its operations.

EXTERNAL FACTORS:

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

external forces are:

 Supply and Demand

The availability of manpower both within and outside the organization is an 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 professionals demanded by the company, then the

company will have to depend upon internal sources by providing them special training and

development programs.

10
 Labor Market

Employment conditions in the community where the organization is located will influence the

recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment,

even informal attempts at the time of recruiting like notice boards display of the requisition or

announcement in the meeting etc. will attract more than enough applicants.

 Image / Goodwill

Image of the employer can work as a potential constraint for recruitment. An organization with

positive image and goodwill as an employer finds it easier to attract and retain employees than an

organization with negative image. Image of a company is based on what organization does and

affected by industry. For example finance was taken up by fresher MBA’s when many finance

companies were coming up.

 Political-Social- Legal Environment

Various government regulations prohibiting discrimination in hiring and employment have direct

impact on recruitment practices. For example, Government of India has introduced legislation for

reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc.

Also, trade unions play important role in recruitment. This restricts management freedom to

select those individuals who it believes would be the best performers. If the candidate can’t meet

criteria stipulated by the union but union regulations can restrict recruitment sources.

 Unemployment Rate

One of the factors that influence the availability of applicants is the growth of the economy

(whether economy is growing or not and its rate). When the company is not creating new jobs,

there is often oversupply of qualified labor which in turn leads to unemployment.

11
 Competitors

The recruitment policies of the competitors also affect the recruitment function of the

organizations. To face the competition, many a times the organizations have to change their

recruitment policies according to the policies being followed by the competitors.

12
 SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for its recruitment processes from

two kinds of sources: internal and external sources. The sources within the organization itself

(like transfer of employees from one department to other, promotions) to fill a position are

known as the internal sources of recruitment. Recruitment candidates from all the other sources

(like outsourcing agencies etc.) are known as the external sources of recruitment.

Internal Sources:

 Transfer

The employees are transferred from one department to another according to their efficiency and

experience.

 Promotions

The employees are promoted from one department to another with more benefit and greater

responsibility based on efficiency and experience.

13
 Others are Upgrading and Demotion of present employees according to their performance.

 Retired and Retrenched employees may also be recruited once again in case of shortage of

qualified personnel or increase in load of work. Recruitment such people save time and costs of

the organizations as the people are already aware of the organizational culture and the policies

and procedures.

 The dependents and relatives of Deceased employees and Disabled employees are also done by

many companies so that the members of the family do not become dependent on the mercy of

others.

External Sources:

 Press Advertisements

Advertisements of the vacancy in newspapers and journals are a widely used source of

recruitment. The main advantage of this method is that it has a wide reach.

 Educational Institutes

Various management institutes, engineering colleges, medical Colleges etc. are a good source of

recruiting well qualified executives, engineers, medical staff etc. They provide facilities for

campus interviews and placements. This source is known as Campus Recruitment. 3. Placement

Agencies: Several private consultancy firms perform recruitment functions on behalf of client

companies by charging a fee. These agencies are particularly suitable for recruitment of

executives and specialists. It is also known as RPO (Recruitment Process Outsourcing)

 Employment Exchange

Government establishes public employment exchanges throughout the country. These exchanges

provide job information to job seekers and help employers in identifying suitable candidates.

14
 Labor Contractors

Manual workers can be recruited through contractors who maintain close contacts with the

sources of such workers. This source is used to recruit labor for construction jobs.

 Unsolicited Applicants

Many job seekers visit the office of well known companies on their own. Such callers are

considered nuisance to the daily work routine of the enterprise. But can help in creating the talent

pool or the database of the probable candidates for the organization.

 Employee Referrals / Recommendations

Many organizations have structured system where the current employees of the organization can

refer their friends and relatives for some position in their organization. Also, the office bearers of

trade unions are often aware of the suitability of candidates. Management can inquire these

leaders for suitable jobs. In some organizations these are formal agreements to give priority in

recruitment to the candidates recommended by the trade union.

 Recruitment at Factory Gate

Unskilled workers may be recruited at the factory gate these may be employed whenever a

permanent worker is absent. More efficient among these may be recruited to fill permanent

vacancies.

15
 VARIOUS MEANS USED FOR RECRUITMENT

 Advertisement in newspaper

 Walk-in

 Campus

 Manpower agency

E-RECRUITMENT

E-Recruitment is the use of technology or the web based tools to assist the recruitment process. It

is also known as Online Recruitment process. The tool can be either a job website like

naukri.com, the organization’s corporate web site or its own intranet.

Many big and small organizations are using internet as a source of recruitment. They advertise

job vacancies through worldwide web. The job seekers send their applications or curriculum

vitae (CV) through an 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.

The internet penetration in India is increasing and has tremendous potential. According to a

study by NASSCOM –“Job is among the top reasons why new users will come on to the internet,

besides e-mail.” There are more than 8 millions resume’s floating online across the world.

Advantages of e-recruitment are:

 Low cost.

 No intermediaries

 Reduction in time for recruitment.

 Recruitment of right type of people.

16
 Efficiency of recruitment process.

The kinds of e- recruitment that an organization can use are –

 Job portals: i.e. posting the position with the job description and the job specification on the job

portal and also searching for the suitable resumes posted on the site corresponding to the opening

in the organization.

 Creating a complete online recruitment/application section in the company’s own website.

Companies have added an application system to its website, where the ‘passive’ job seekers can

submit their resumes into the database of the organization for consideration in future, as and

when the roles become available.

 Resume Scanners: Resume scanner is one major benefit provided by the job portals to the

organizations. It enables the employees to screen and filter the resumes through pre-defined

criteria’s and requirements (skills, qualifications, experience, payroll etc.) of the job. Job sites

provide a 24*7 access to the database of the resumes to the employees facilitating the just-in-

time hiring by the organizations. Also, the jobs can be posted on the site almost immediately and

is also cheaper than advertising in the employment newspapers.

 The companies can get valuable references through the “passers-by” applicants. Online

recruitment helps the organizations to automate the recruitment process, save their time and costs

on recruitments.

17
 SELECTION

Selection involves a set of activities which are given as under:

 Screening

 Eliminating unsuitable candidates

 Conducting the examination like aptitude test, intelligence test, performance test, personality test

etc.

 Interview

 Checking References

 Medical Test

The process of selection is a time-consuming one because the HR managers have to identify the

eligibility of every candidate for the post. Besides this, the educational qualification, background,

age, etc. are also some of the most important factors in which they have to pay more attention.

After this, the written examination and interview is also a very tough task.

18
 SELECTION PROCESS

 Preliminary Interview: The purpose of preliminary interviews is basically to eliminate

unqualified applications based on information supplied in application forms. The basic objective

is to reject misfits. On the other hands preliminary interviews is often called a courtesy interview

and is a good public relations exercise.

 Selection Tests: Jobseekers who past the preliminary interviews are called for tests. There are

various types of tests conducted depending upon the jobs and the company. These tests can be

Aptitude Tests, Personality Tests, and Ability Tests and are conducted to judge how well an

individual can perform tasks related to the job. Besides this there are some other tests also like

Interest Tests (activity preferences), Graphology Test (Handwriting), Medical Tests,

Psychometric Tests etc.

 Employment Interview: The next step in selection is employment interview. Here interview is a

formal and in-depth conversation between applicant’s acceptability. It is considered to be an

excellent selection device. Interviews can be One-to-One, Panel Interview, or Sequential

Interviews. Besides there can be Structured and Unstructured interviews, Behavioral Interviews,

Stress Interviews.

 Reference & Background Checks: Reference checks and background checks are conducted to

verify the information provided by the candidates. Reference checks can be through formal

19
 letters, telephone conversations. However it is merely a formality and selections decisions are

seldom affected by it.

 Selection Decision: After obtaining all the information, the most critical step is the selection

decision is to be made. The final decision has to be made out of applicants who have passed

preliminary interviews, tests, final interviews and reference checks. The views of line managers

are considered generally because it is the line manager who is responsible for the performance of

the new employee.

 Physical Examination: After the selection decision is made, the candidate is required to undergo

a physical fitness test. A job offer is often contingent upon the candidate passing the physical

examination.

 Job Offer: The next step in selection process is job offer to those applicants who have crossed

all the previous hurdles. It is made by way of letter of appointment.

 Final Selection

 Weightage of various parameters in selection

 Qualification – 20%

 Experience – 20%

 Written Test – 40%

 Interview – 20%

 Where Written Test is not conducted (Ex. Walk-In Interview), weightage is transferred to

Interview.

20
 BARRIERS OF EFFECTIVE SELECTION PROCESS

The main objective of selection is to hire people having competence and commitment. This

objective is often defeated because of certain barriers. The impediments which check the

effectiveness of the selection process are perception, fairness, validity, reliability, and pressure.

 Perception

Our inability to understand others accurately is probably the most fundamental barrier to

selecting right candidate. Selection demands an individual or a group to assess and compare the

respective competencies of others, with the aim of choosing the right persons for the jobs. But

our views are highly personalized. We all perceive the world differently. Our limited perceptual

ability is obviously a stumbling block to the objective and rational selection of people.

 Fairness

Fairness in selection requires that no individual should be discriminated against on the basis of

religion, region, race or gender. But the low number of women and other less privileged sections

of society in the middle and senior management positions and open discrimination on the basis

of age in job advertisements and in the selection process would suggest that all the efforts to

minimize inequity have not been very effective.

 Validity

Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A test

that has been validated can differentiate between the employees who can perform well and those

who will not. However, a validated test does not predict job success accurately. It can only

increase possibility of success.

21
 Reliability

A reliable method is one which will produce consistent results when repeated in similar

situations. Like a validated test, a reliable test may fall to predict job performance with

precision.

 Pressure

Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends, and peers to

select particular candidate. Candidates selected because of compulsions are obviously not the

right ones. Appointments to public sector undertakings generally take place under such pressure.

22
 PROCESS OF RECRUITMENT AND SELECTIOM IN DTDC EXPRESS

LTD

Purpose:

The purpose of this policy is to provide a sound framework for the recruitment and selection of

staff based upon the principles outlined below, which also meets the requirements of DTDC

Courier & Cargo Ltd. and its group of companies. Candidates are selected for appointment

according to their ability, qualifications and competencies required to fulfill the job

requirements, without having regard to discrimination factors, such as race and gender.

Scope:

This policy and procedure covers all activities that form part of the recruitment and selection

process. It is applicable to all recruitments. In order for the policy and procedure to be effective it

is essential that any employee who is involved in any aspect of the recruitment and/or selection

of staff is aware of this document and follows it. Ultimately it is the responsibility of the senior

management in the Company, including Heads of Departments, in conjunction with HR to

ensure that this is the case.

Recruitment Process

1.Identification of the Vacancy:

Managers are responsible for establishing a business need for recruitment and for justifying the

need to fill the vacancy or the need to create a new position. A Recruitment Manpower

Requisition Form needs to be completed before the recruitment process can be initiated by

Human Resources. All the vacancies, be it replacement and/or additional requirement upto MM

grade, need to have the approval of the Zonal Business Head. If the vacancy is for SM and above

grade, it must be approved by atleast 1 diector

23
  Completion of Employee Requisition

The information supplied on this form will be vital in drawing up the internal and, if necessary,

external advertisement. Incorrect or insufficient information could therefore compromise the

ability to source the appropriate candidates.

2.Sourcing the right candidate:

Once a vacancy is approved, appropriate JD (Job description) must be drawn for the position

which will include the following:

 Role

 Overview

 Responsibilities

 Essential skills

 Desirable skills

 Qualification

 Experience

3. General Guidelines:

Preference of recruitment of the candidates must be done in the following order:

A. Internal Job Postings

B. Applications –

 Company Website,

 Job Portals,

 Advertisements and

 Walk-in Applicants

C. Referrals - Employee Referrals

D. Recruitment Consultant / Age

24
A.Internal Job Postings

DTDC is dedicated to assisting employees to achieve their professional goals through internal

promotions and cross business opportunities, in a fair & transparent manner. Internal Job

Posting process is one of them. This process enables the employees of DTDC businesses to

apply for any open job(s) across DTDC group companies.

All approved Open Positions at Manager & above levels shall be advertised internally across

all the DTDC businesses. This must be done with the “Internal Job Posting Announcement”.

If the Business Head/HR Head is convinced that the position requires very specialized

technical skills and that matching skill set does not exist within the Organization,group IJPs

for such roles will not be released and candidates will be sourced from external talent pool.

Interested employees must apply for IJPs within a period of as per the scheduled date of

posting.Eligibility Criteria to apply for an open position:

Eligibility Criteria to apply for an open position:

To apply for an Internal Job Posting (IJP), an employee will have to meet the following

eligibility criteria.

 The employee should have completed at least 6 months or more tenure

 The employee’s performance should at least berated”3”during the latest appraisal in

thelastappraisal .

 Employees may apply for jobs which are of equivalent grade or one grade above their

current grades.

Disqualifiers:

The employee should not have been issued any warning letter in the last 6 months. Should

not be pending against you.

Process:

25
STEP 1: COMMUNICATION PROCESS:

All open jobs will be advertised through the following medium

 E-mail Announcements by HR

 Company Newletter

 Postings on Intranet & HRMS login with periodic e-mail alerts to inform the

employees that new jobs have been posted.

 Job Openings displayed at the notice board in the HUBs/Branches.

STEP 2: APPLICATION PROCESS:

 Employee can apply for a Job Opening either through an e-mail, with a copy to the

reporting Manager or by submitting the “Internal Job Posting Application Form”.

 Employees interested in applying for the opportunity may apply for the Job

Openingwithin 7 days from the Job Posting Date.

 DTDC believes the employee is responsible for his/her career growth in theCompany.

As a Company, we will nurture an environment, which provides the employee an

opportunity to pursue a career of his/her choice with the Group. However, to ensure

transparency and objectivity in the process, the employee must intimate his/her

RegionalHR Head at the time of applying for an opportunity published through this

process.

STEP 3: SHORT LISTING PROCESS

 All Job Applications received shall be screened by the Human Resources Team, along

with the Functional Manager to shortlist the best possible candidate(s)who fits the job

description mentioned in the Internal Job Posting Announcement.

 HR must inform all short listed employees about the interview schedule minimum 3

days in advance from the Interview Date with a formal “Interview Call Letter”.

26
  If an employee, who has applied for an Open position has not received any

communication, it is deemed that the employee has not been short listed for the role.

There would be no communication sent to employees who have not been short listed.

Should the employee be interested in knowing the reasons for the same, he/she may

contact the Human Resources Department.

 Once all the CVs have been screened and a short list of candidates has been identified,

Human Resources will then set up the interviews in conjunction with the Line

Managers.

STEP 4:SELECTION PROCEDURE

 All short listed employees would then be interviewed by the HR &concernedas per

the selection matrix.

 No indication should be given to the employee at any stage as to whether we find

them suitable to the position.

 Human Resources together with the Line Manager will conduct at least two reference

checks (where possible) and educational records need to be verified. It is important to

note that the contract of employment is subject to favorable reference checks.

 Once Human Resources and the Line Manager are satisfied with the references, based

on the position and subsequent discussions on role & compensation with thecandidate,

an appropriate Offer in writing, would be made by the HR Department.

 Other than City Compensatory Allowance (Reference: Transfer Policy), if applicable,

there will be no change in the Compensation & benefits of the employee.

 The employee needs to indicate his / her acceptance within 3 daysof receipt of Offer.

 Once the candidate has accepted the offer, relevant documentation must be

completed.

27
The Regional or Corporate HR, upon being informed about the selection of the candidate, is

required to revert to the Functional Head of the Hiring Function/Vertical within 7 days, with

an indicative joining date of the selected employee.

B.Applications – Company Website, Job Portals, Advertisements and Walk-in

Applicants

Any application received by the candidate after a Job Posting has been done on

www.dtdc.com or by any advertisements in the newspaper or elsewhere, as well as the

candidates who are direct walk-ins will need to fill the “Job Application Form” during his

initial interface with DTDC and its group.

Rest of the process remains similar to the Internal Job Posting Process

C. Referrals - Employee Referrals

Please refer Referral Bonus Policy for details on the amount for referring a candidate.

STEP 1: COMMUNICATION

A formal written communication needs to be sent to all mentioning the openings along with a

brief description of the position.

STEP 2: APPLICATION

Employees can refer their friends by sending their CV(s) via e-mail. Alternatively, Referred

Candidate can mention the employee’s name on the CV(s) during the time of interview.

Below mentioned is the referral bonus process:

Short listing Process and Selection Process will remain similar to Internal Job Posting

Process.

REFERRAL BONUS:

Referral Bonus can be given to any employee in the organization for referring an employee to

the organization.

28
ELIGIBLE GRADES:

 All Grades

REFERRAL BONUS ELIGIBILITY:

 Referral needs to be recorded with HR during the time of Interview.

 Name of the employee referring the candidate must be mentioned on the Resume

 It can be alternatively done by send the resume of the referred candidate by e-mail. A

photocopy of the e-mail needs to be attached with the resume on selection of the

candidate.

 Referred employee must be associated with the organization for continuous 6 months

employment.

 Claimant should not be the same person as the interviewer.

CLAIM PROCEDURE:

 Employee needs to fill the referral form on completion of 6 months of employment

and submit it to HR Department.

 Amount will be approved by the Regional HR head and sent to the Regional Accounts

for processing.

D. Recruitment Consultant / Agency

Ensure the availability of a contract with the Consultant before a recruitment starts.

STEP 1: COMMUNICATION AND APPLICATION

An approved JD must be to the consultant in order to ensure proper and faster sourcing of

candidates.

Short listing Process and Selection Process will remain similar to Internal Job Posting

Process.

29
In case of selection of the candidate and disputes in referring the candidate by more than one

consultants, amount for referring the candidate must be given to the consultant who has

referred the candidate in writing to us first.

Activity and Responsibility

The procedure of Recruitment for filling up a vacancy is based on the Business requirement

and the structure as approved by the Management

The recruitment is decentralized and will be done at the regional level, based on the approval

given by COO/Head Corporate HRD as and when required.

All Offer letters will be issued by Corporate HRD only.

Recruitment Authority

Category Initial Interview Final Interview

General Staff – Assistants to
various functional Areas.
Managerial Staff –
Junior Management.
Middle Management
Senior Management
Top Management
Area Managers / Branch Regional Head or the
Managers / Functional Functional Head from CO.
Heads.
RM / ARM / Functional Zonal Head / Functional
Head Head from CO.
Functional Head from CO.
RM / Zonal Head Directors
Zonal Head/ Functional Head
from CO CMD/ED
Directors

Note:

 It is recommended that in view of Equity and Fairness that interviews, wherever possible,

are conducted by a panel of two or three interviewers. This could be the direct line

manager to whom the person would be reporting to, a subject matter expert and an HR

30
 representative. Interviews must be scheduled / organized on a day when all concerned are

available.

 Decision by interview panel must be taken on expedited manner and preferably on the

same day of the interview.

 Recruitment Field Staff, OTC Staff, Office boys, loaders/unloaded, sweepers etc., banned

unless approved by Head of Corporate HR./ Directors.

Joining Report

When the candidate joins he / fills up all the relevant details in the Joining Report Book.

On the basis of the offer letter when an employee joins the organization on the scheduleddate,

the local HR must immediately send an email to Corporate HRD informing them about the

joining. A copy of the joining confirmation should be marked to Regional Accounts based on

which his salary will be paid.

The following are the necessary documents required to be completed by the HR Department

when an Employee reports for joining:

To be submitted by the Employee

 Joining Report as per our Company Booklet.

 Nomination (Form No 25) for receiving the balance dues in case of death

 Nomination Form under EDLI scheme

 Form F for payment of gratuity

 Form No 2 for PF and Form No 1 for ESIC as applicable.

 Form 11 under PF

 Six passport size photographs

 A self certified copy of the certificate confirming date of birth (Originals to be

produced and to be returned to the individual after verification immediately)

31
  Experience certificates if any, and self- ttested Degree / Qualification Certificates in

support of his/her qualification(Originals to be produced and to be returned to the

individual after verification immediately)

 Relieving letter from the previous Employer (if applicable)

 Proof of salary from previous employer, may be the salary slip or proof of salary

deposit in the bank for last three months

 Bank account details

In case of Management Staff, a copy of the above documents is required to be sent to

Corporate Office.

Once the candidate completes the joining formalities, he / she will be introduced to all the

departments and will eventually go through a detailed induction to get acquainted with the

systems and practices of the organization.

Compensation:

At the time of recruitment, compensation structure will not have any PLP component at all

level. PLP will be decided at the time of confirmation wherever applicable in lieu of

increment.

There will be no PLP component in compensation structure for position below Assistant

Manager.

Reference Check

Background verification is done for every employee and the same is to be maintained in the

Personal File. Upon receipt of all the above said documents like Acknowledged copy of offer

letter, copy of the joining booklet and certificates in support of age, experience and

qualification, Corporate HRD will issue a formal appointment letter.

32
Personal File

Once the Appointment Letter is issued, a Personal File is opened for the employees.

Personal files for all Supervisory & general staff are to be maintained at Regional Offices.

The personal files should necessarily contain Manpower Requisition Form, Application,

Interview Evaluation Sheet, Format for Fixation of Compensation, Employee Reference

check, Copies of Offer Letter, Joining Booklet, Relevant Certificate copies, Appointment

Letter, Confirmation Letter and any other letter issued to the employee from time to time.

Personal file of Staff in JM and above grade will also be maintained at Corporate Office.

General Guidelines

 No Job Posting should be made without a proper Job Description

 All the candidates must fill the Job Application Form before the interview process

begins.

 Interviews must be scheduled in a way to reduce the waiting time for the candidates

 If a candidate has to travel to a different location for an interview, he/she will be paid

for the travel as per the eligibility.

 If the candidates have to wait for the interviews during Lunch hours, he/she should be

offered lunch. Tea/Coffee should be made available on request to the candidates.

 Recruiting a resigned employee:

o Should not be recruited again until 6 months from the date of resigning.

o Should not be absconding/terminated during his last tenure with the

organization

33
 ESS (EMPLOYEE SELF-SERVICE)

Employee self-service (ESS) is web-based application that provides employees with access

to their personal records and payroll details. ESS features include allowing employees to

change their own contact details, family members and banking information and benefits. ESS

also allows administrative tasks like applying for a leave, reviewing of timesheet, inquiring

about available loan programs, requesting for overtime payment, viewing of compensation

history, and submitting of reimbursement slips. With the emergence of ESS, employees are

able to transact with their Human Resource office without physical appearance which is

considered irrelevant in some transactions. ESS may be operated on an employer's intranet or

via a web service.

34
 SAP-ERP (ENTERPRISE RESOURCE PLANNING)

 SAP Basis transactions

SAP Basis transactions act on data. An SAP Basis transaction can move data into Basis,

update data, erase data, and feed data into other systems. Much of the work around Basis

transactions is automated.

 SAP Basis copying

Copying data is an inescapable part of SAP Basis administration. However, SAP Basis

copying can present a number of technical challenges that require the administrator to know

precisely what to do.

 SAP Basis printing and mailing

Printing is an important function within SAP Basis. As an SAP Basis administrator, you

could find yourself printing code, generating letters to send to customers, and printing

reports.

As far as mail is concerned, it will help if you know how to send mail through SAP Office,

generate emails in SAP Basis for purchase requisitions, and send background job failure

alerts to users by email.

 SAP Basis security

Security is a top-level business and IT concern. Security is a central component of SAP

Basis, which has to do much of the heavy lifting involved in managing authorizations and

passwords.

Enterprise resource planning (ERP) is a category of business-management software-

typically a suite of integrated applications-that an organization can use to collect, store,

manage and interpret data from many business activities, including:

 product planning, purchase

35
 manufacturing or service delivery

 marketing and sales

 inventory management

 shipping and payment

ERP provides an integrated view of core business processes, often in real-time, using

common databases maintained by a database management system. ERP systems track

business resources-cash, raw materials, production capacity and the status of business

commitments: orders, purchase orders, and payroll. The applications that make up the system

share data across various departments (manufacturing, purchasing, sales, accounting, etc.)

that provide the data.ERP facilitates information flow between all business functions, and

manages connections to outside stakeholders.

FUNCTIONAL AREAS OF ERP

An ERP system covers the following common functional areas. In many ERP systems these

are called and grouped together as ERP modules:

 Financial accounting: General ledger, fixed asset, payables including vouchering, matching

and payment, receivables cash application and collections, cash management, financial

consolidation

 Management accounting: Budgeting, costing, cost management, activity based costing

 HUMAN RESOURCES: Recruiting, training, rostering, payroll, benefits, retirement and

pension plans, diversity management, retirement, separation

 Manufacturing: Engineering, bill of materials, work orders, scheduling, capacity, workflow

management, quality control, manufacturing process, manufacturing projects, manufacturing

flow, product life cycle management.

36
 Order Processing: Order to cash, order entry, credit checking, pricing, available to

promise, inventory, shipping, sales analysis and reporting, sales commissioning.

 Supply chain management: Supply chain planning, supplier scheduling, product

configurator, order to cash, purchasing, inventory, claim processing, warehousing (receiving,

put-away, picking and packing).

 Project management: Project planning, resource planning, project costing, work breakdown

structure, billing, time and expense, performance units, activity management

 Customer relationship management: Sales and marketing, commissions, service, customer

contact, call center support — CRM systems are not always considered part of ERP systems

but rather Business Support systems (BSS).

 Data services: Various "self–service" interfaces for customers, suppliers and/or employees.

37
MANAGEMENT CHALLENGES:GOVERNMENT VS PRIVATE

SECTOR

The following matrix provides a comparison between the challenges faced by government

managers and those encountered by their private sector counterparts.

ISSUE PRIVATE SECTOR GOVERNMENT

Budgets are tight at bottom Budget process starts 2

Budgetary of business cycle, but years in advance. Very

Constraints decisions can be flexible inflexible; difficult to

and rational based on the reallocate resources or

circumstances at any given obtain additional funding.

time.

Managers can hire new It can take 1-2 years to

staff quickly if business create and encumber a new

cycle dictates they need position and several

Hiring more personnel. months to fill an existing

position that has become

vacant. In many agencies,

managers are only allowed

to interview the top 3

applicants (who are

selected by OPM).

Firing Anyone can be fired at any Separation for poor

time; severance packages performance requires

are a cost of doing extensive documentation

38
 business. Non-producers over a long period of time.

can be fired.

While bureaucracies exist Job security, stability, and

in most large sheer size of organizations

Bureaucracy organizations, corporate tend to foster strong

bureaucracies tend to be bureaucratic attitudes and

smaller and less tradition- resistance to change.

bound than those in

government.

Companies can buy what Government procurement

they need, when they need rules have been

it--provided they can streamlined in recent years

Procurement afford it or obtain credit. for small purchases, but

larger

acquisitions/contracts must

usually be put up for

competitive bid. This

tends to slow the

procurement and/or

contracting process

significantly.

39
 CHALLENGES FACED IN RECRUITMENT AT DTDC EXPRESS LTD

 Too many applicants for limited vacancies

 Maintaining time-frames

 Maintaining detailed records of all steps/ communication etc.

 Recruiters often have to manage and maintain relationships with a large number of HR team

members for a given agency.

 Employees find it difficult to convince the management .

40
 TRAINING AND DEVELOPMENT

Training and development is a function of human resource management concerned with

organizational activity aimed at bettering the performance of individuals and groups in

organizational settings. Training and development can also be described as ‘an educational

process which involves the sharpening of skills, concepts, changing of attitude and gaining

more knowledge to enhance the performance of employees. It has been known by several

names, including "Human Resource Development", "Human Capital Development" and

"Learning and Development".

Training and development encompasses three main activities: training, education, and

development.

 Training: This activity is both focused upon, and evaluated against, the job that an individual
currently holds.

 Education: This activity focuses upon the jobs that an individual may potentially hold in the
future, and is evaluated against those jobs

 Development: This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.

Benefits of Training & Development

Training is crucial for organizational development and its success which is indeed fruitful to

both employers and employees of an organization. Here are some benefits of training and

development

 Increased productivity

 Less supervision

 Job satisfaction

 Skills Development

41
 OBJECTIVES OF TRAINING

 To upgrade the skills and prevent obsolescence.

 To develop healthy and constructive attitude.

 To prepare employees for future assignments.

 To minimize operational errors.

 To enhance employee confidence and morale.

 To bring down costs of production.

 To bring down labor turn over and absenteeism.

TRAINING VERSUS DEVELOPMENT

Training often has been referred to as teaching specific skills and behavior. The skills are

almost always behavioral as distinct from conceptual or intellectual. Development, in

contrast, is considered to be more general than training and more oriented towards individual

needs in addition to organizational needs and it is most often aimed toward management

people. Usually the intent of development is to provide knowledge and understanding that

will enable people to carry out non technical organizational functions more effectively, such

as problem solving, decision making and relating to people.

42
 TRAINING & DEVELOPMENT DISTINCTIONS

Learning Training Development

Dimension

Who Non-managers Managers

What Technical-Mechanical Theoretical-Conceptual

Operations ideas

Why Specific job related General knowledge

information

When Short Term Long Term

AREAS OF TRAINING

The areas of training in which training is offered may be classified into the following

categories:

 Knowledge - Here the trainee learns about a set rules and regulations about the job, the staff

and the products or services offered by the company. The aim is to make the new employee

fully aware of what goes inside and outside the company.

 Technical Skills - The employee is taught a specific skill (e.g. operating a machine, handling

computer etc.) so that he can acquire that skill and contribute meaningfully.

 Social Skills - The employee is made to learn about him and other, develop a right mental

attitude towards the job, colleagues and the company. The principal focus is on teaching the

employee how to be a team member and get ahead.

43
 Techniques - This involves the application of knowledge and skill to various on-the –job

situations. In addition to improving the skills and knowledge of employees, training aims at

molding employee attitudes: when administered properly

A Systematic Approach to Training

1.Assessment 2.Implementation 3.Evaluation

Determine training Select training methods. Compare training

needs. outcomes and criteria.

Identify training Conduct training.

objectives.

Training Methods:There are two kinds of main training methods.

 On-the-job training methods.

 Off-the-job training methods.

Training methods are usually classified by the location of instruction. On the job training is

provided when the workers are taught relevant knowledge, skills and abilities at the actual

workplace. Off-the-job training, on the other hand, requires that trainees learn at location

other than the real work spot.

44
 INDUCTION AND ORIENTATION

INDUCTION PROGRAMME

An induction programme is the process used within many businesses to welcome

new employees to the company and prepare them for their new role.

Induction training should, include development of theoretical and practical skills, but also

meet interaction needs that exist among the new employees.

An Induction Programme can also include the safety training delivered to contractors before

they are permitted to enter a site or begin their work. It is usually focused on the particular

safety issues of an organization but will often include much of the general company

information delivered to employees.

Induction in DTDC Express Ltd

All Employees in Management Cadre are to go through an Induction program before

assuming duty. This is catered so that the employee learns about the company and adjusts to

his new environment of work. Proper induction of an employee is the responsibility of the

Departmental Head of the employee. During the Induction Period, which may extend up to

one week, the employee is given a briefing about his task, expectations from him and his

future prospects. Practical training is also included in the induction period wherever

necessary

BENEFITS OF INDUCTION PROGRAMME

An induction programme is an important process for bringing staff into an organization. It

provides an introduction to the working environment and the set-up of the employee within

the organization. The process will cover the employer and employee rights and the terms and

45
conditions of employment. As a priority the induction programme must cover

any legal and compliance requirements for working at the company and pay attention to

the health and safety of the new employee.

An induction programme is part of an organizations knowledge management process and is

intended to enable the new starter to become a useful, integrated member of the team, rather

than being "thrown in at the deep end" without understanding how to do their job, or how

their role fits in with the rest of the company.

Good induction programmes can increase productivity and reduce short-term turnover of

staff. These programs can also play a critical role under the socialization to the organization

in terms of performance, attitudes and organizational commitment.In addition well designed

induction programmes can significantly increase the speed to competency of new employees

thus meaning they are more productive in a shorter period of time.

ORIENTATION PROGRAMME

One of the most critical aspects of the recruiting process is Orientation. Orientation is a

function that allows a new employee to learn about the organization, what the expectations

are in the position, who is responsible and accountable, and in general what they need to

know to become an integral part of the company.

As part of the hiring smart philosophy, orientations can be simple to prepare and conduct. All

it really takes is planning. It actually begins at the point of hire when the offer is first

presented. The offer letter can include a welcome and a brief overview of benefits, time to

report, who to report to and what to expect the first day, week and follow-up months. By

merely making sure the new employee is listed on the company roster and in the phone

system can make the first impression very favorable.

46
On the first day, the employee should be given a tour of the facility, no matter the size, and

especially those areas the employee will be most involved with during their work day.

Introduce the staff and prepare a list of their names and job functions. Time should be made

to go over the basic operations of the company and department, such as work hours,

timeliness/punctuality, explaining the time tracking process, pay day schedules (including

direct deposit information or banks used in the area), overtime policy, lunch time or break

time policies, parking, telephone and Internet policies, security regulations and how the

telephone system works. In addition, a review of the new employee job description, the

filling of necessary forms, and a schedule for any additional needed information – such as

training.

This is an opportunity to explain to the new employee the importance of their position and

how it works to the support of the goals of the company. Orient the employee to their work

area and make sure they have all needed supplies, materials, documents and manuals that

may be necessary for them to do their job.

A carefully planned and executed orientation program will go a long way toward helping to

retain good employees because it shows the care and time given to the program. A poor

orientation may tell the employee that nobody really cares.

47
 DIFFERENCE BETWEEN INDUCTION AND ORIENTATION

INDUCTION ORIENTATION

Induction refers to a process of Orientation is the process of helping the

introducing the newcomer to his/her newcomer to align with his new position,

company and work environment. responsibilities and work culture.

Induction has a short duration. It can be Orientation has a longer duration. It can

completed in a day. take one to several days.

Induction can be more informal than Orientation can be more formal than

orientation. induction.

Induction comes first. Orientation comes after induction

48
 ONBOARDING

On-boarding, also known as Organizational socialization, refers to the mechanism through

which new employees acquire the necessary knowledge, skills, and behaviors to become

effective organizational members and insiders. Tactics used in this process include formal

meetings, lectures, videos, printed materials, or computer-based orientations to introduce

newcomers to their new jobs and organizations. Research has demonstrated that these

socialization techniques lead to positive outcomes for new employees such as higher job

satisfaction, better job performance, greater organizational commitment, and reduction

in occupational stress and intent to quit. These outcomes are particularly important to an

organization looking to retain a competitive advantage in an increasingly mobile and

globalized workforce.

On-boarding is a multifaceted operation influenced by a number of factors pertaining to both

the individual newcomer and the organization. Researchers have separated these factors into

three broad categories: new employee characteristics, new employee behaviors, and

organizational efforts. New employee characteristics are individual differences across

incoming workers, ranging from personality traits to previous work experiences. New

employee behaviors refer to the specific actions carried out by newcomers as they take an

active role in the socialization process. Finally, organizational efforts help facilitate the

process of acclimating a new worker to an establishment through activities such as

orientation or mentoring programs.

49
 THE FOUR C’s OF ONBOARDING

The building blocks of successful onboarding are often called the four C’s.

 Compliance is the lowest level and includes teaching employees basic legal and policy-

related rules and regulations.

 Clarification refers to ensuring that employees understand their new jobs and related

expectations.

 Culture is a broad category that includes providing employees with a sense of organizational

norms- both formal and informal.

 Connection refers to the vital interpersonal relationships and information networks that new

employees must establish.

EXECUTIVE ONBOARDING

Executive on-boarding is the application of general on-boarding principles to helping new

executives become productive members of an organization. Practically, executive on-

boarding involves acquiring, accommodating, assimilating and accelerating new executives.

Effective on-boarding of new executives can be one of the most important contributions any

hiring manager, direct supervisor or human resources professional can make to long-term

organizational success, because executive on-boarding done right can

improve productivity and executive retention, and build shared corporate culture.

Onboarding may be especially valuable for externally recruited executives transitioning into

complex roles, because it may be difficult for those individuals to uncover personal,

organizational, and role risks in complicated situations when they don't have formal

onboarding assistance. Onboarding is also an essential tool for executives promoted into new

roles and/or transferred from one business unit to another

50
 BENCHMARKING

Benchmarking is the process of comparing one's business processes and performance

metrics to industry bests and best practices from other companies. Dimensions typically

measured are quality, time and cost. In the process of best practice benchmarking,

management identifies the best firms in their industry, or in another industry where similar

processes exist, and compares the results and processes of those studied (the "targets") to

one's own results and processes. In this way, they learn how well the targets perform and,

more importantly, the business processes that explain why these firms are successful.

Also referred to as "best practice benchmarking" or "process benchmarking", this process is

used in management which particularly shows VEMR strategic management, in which

organizations evaluate various aspects of their processes in relation to best practice

companies' processes, usually within a peer group defined for the purposes of comparison.

This then allows organizations to develop plans on how to make improvements or adapt

specific best practices, usually with the aim of increasing some aspect of performance.

Benchmarking may be a one-off event, but is often treated as a continuous process in which

organizations continually seek to improve their practices.

PROCEDURE

The 12 stage methodology consists of:

 Select subject

 Define the process

 Identify potential partners

 Identify data sources

 Collect data and select partners

51
 Determine the gap

 Establish process differences

 Target future performance

 Communicate

 Adjust goal

 Implement

 Review and recalibrate

The following is an example of a typical benchmarking methodology:

 Identify problem areas: Because benchmarking can be applied to any business process or

function, a range of research techniques may be required. They include informal

conversations with customers, employees, or suppliers; exploratory research techniques such

as focus groups; or in-depth marketing research, quantitative

research, surveys, questionnaires, re-engineering analysis, process mapping, quality control

variance reports, financial ratio analysis, or simply reviewing cycle times or other

performance indicators. Before embarking on comparison with other organizations it is

essential to know the organization's function and processes; base lining performance provides

a point against which improvement effort can be measured.

 Identify other industries that have similar processes: For instance, if one were interested in

improving hand-offs in addiction treatment one would identify other fields that also have

hand-off challenges. These could include air traffic control, cell phone switching between

towers, transfer of patients from surgery to recovery rooms.

52
 Identify organizations that are leaders in these areas: Look for the very best in any industry

and in any country. Consult customers, suppliers, financial analysts, trade associations, and

magazines to determine which companies are worthy of study.

 Survey companies for measures and practices: Companies target specific business processes

using detailed surveys of measures and practices used to identify business process

alternatives and leading companies. Surveys are typically masked to protect confidential data

by neutral associations and consultants.

 Visit the "best practice" companies to identify leading edge practices: Companies typically

agree to mutually exchange information beneficial to all parties in a benchmarking group and

share the results within the group.

 Implement new and improved business practices: Take the leading edge practices and

develop implementation plans which include identification of specific opportunities, funding

the project and selling the ideas to the organization for the purpose of gaining demonstrated

value from the process.

COSTS

The three main types of costs in benchmarking are:

 Visit Costs - This includes hotel rooms, travel costs, meals, a token gift, and lost labor time.

 Time Costs - Members of the benchmarking team will be investing time in researching

problems, finding exceptional companies to study, visits, and implementation. This will take

them away from their regular tasks for part of each day so additional staff might be required.

 Benchmarking Database Costs - Organizations that institutionalize benchmarking into their

daily procedures find it is useful to create and maintain a database of best practices and the

companies associated with each best practice now.

53
 The cost of benchmarking can substantially be reduced through utilizing the many internet

resources that have sprung up over the last few years. These aim to capture benchmarks and

best practices from organizations, business sectors and countries to make the benchmarking

process much quicker and cheaper.

Here the Performance Benchmarking is used.

 Performance benchmarking - allows the initiator firm to assess their competitive position

by comparing products and services with those of target firms.

54
COMPANY PROFILE

DTDC Express Ltd (further referred at DTDC) came into existence on 26th of July 1990.

Over a period of last 26 years it has seen a phenomenal growth in the industry in terms of

both reach and volume of business.

DTDC is ranked among the top 3 players in the Domestic Courier segment. With its unique

Franchise-based business model, DTDC enjoys leadership position in terms of its reach,

which is by far head and shoulder above the rest.

DTDC is headquartered at Bangalore with 5 Zonal offices (North, East, West1, West2 and

South), strategically located 19 Regional & Area Offices, over Branch Offices and 100+

Super/Maser Franchisees spread across India. DTDC has a presence in 500 district

headquarters through its largest network of more than 10000 franchisees. These Franchisees

report to the geographically aligned Branch Offices. Services are extended to over 10,000 Pin

codes. More than 120 million shipments are handled every year.

With the widespread success in the domestic segment, DTDC has extended its service

network around the world through its own Subsidiary Offices, JVs, Representative Offices

and

55
Franchisees abroad. London office caters to the European Continent, while our New York

and Canada office covers North America & South America, our Singapore office serves the

Far East, and the Dubai office manages the Middle East. All SAARC countries are serviced

from the India subcontinent. The company has set up JVs in China, Australia and Germany to

cater to the express distribution needs of customers in these countries directly. DTDC’s

international services comprise of both documents & parcels, covering almost all countries

around the globe.

DTDC has successfully transformed itself from a Domestic courier company to a full scale

Supply Chain Solutions company offering Domestic and International Express, Freight,

Transportation, Logistics Management, Warehousing and Distribution Services.

Based on our customer needs our services are tailor made, if required. DTDC is constantly

innovating to provide different service products to make customers life easy.

Besides its business expertise, DTDC also supports Social, Cultural & Sports activities – as a

moral social commitment, DTDC conducts Blood Donation camps all over the country, in

commemoration of the company’s Foundation Day, which falls on July 26. In association

with Round Table India, DTDC has constructed school buildings for the under-privileged

children, mainly in the rural areas. DTDC also supports the education of underprivileged &

visually challenged children by way of donations. DTDC actively contributes towards

development of sports in the country. The DTDC Sports Club was started in the year 1998,

sponsoring various Inter-schools, Inter-Collegiate & other cricket matches. DTDC has its

56
own Cricket Team,consisting of National & State level players, who have played

International Test Matches & Ranji Matches.

57
VISION AND MISSION

Vision
To be India's Preferred Express Parcel Service Provider with a Special Consumer (2C) Focus.

Mission

DELIVERING VALUE

To achieve this mission, the company has adopted the following key initiatives:

 Promoting Premium Express Products for better customer satisfaction and higher

profitability

 Value-added services to cater to evolved demands of customers

 Continuous optimization of resources to lower costs scientifically

 Revenue protection at every step of the value chain

 Superior cash flow management

DTDC and its management are focusing on establishing the following foundational blocks:

 Track record of strong quarterly results

 Strong brand image through phased re-branding of all company and franchise outlets

 Corporate governance

 Statutory disclosures

 Better public relationship

 An inclusive business philosophy

 Management integrity

 Future growth plans

 Past and current profits

58
Strategic Intent

 To continuously improve our Line-haul connections to achieve shortest possible

transit times.

 To save time by adopting ‘Right-First-Time approach in every part of Business’

 To impartially select and develop employees & Service partners (Franchisees) for

meeting our quality service standard

Core Values

 We are a part of our Customers’ Balance Sheet.

 WIN-WIN Relationship with everyone involved in our Business Transparency in all

our Transactions.

 Protect the Environment by minimizing Pollution and Reducing National wastage.

Quality Policy

At DTDC, we are COMMITTED TOWARDS:

 Satisfied Internal Customers, External Customers and Business Associates.

 Continual Improvement in Products, Processes, Services and Quality Management

Systems.

 Satisfied, Motivated and Committed Employees.

Organization Structure

The companies fall under the preview of DTDC Group have the below mentioned verticals:

 DTDC Express Limited

 DTDC International Express and Freight Forwarding Limited

59
  DTDC Supply Chain Solutions Limited

 DTDC E-commerce Logistics Limited

 DTDC Retail Limited

 DTDC Institute of Supply Chain Solutions

DTDC was established on 26th July 1990 under the dynamic leadership of :

Mr.Subhasish Chakraborty, Chairman & Managing Director of DTDC Express Ltd.

Mr. Suresh Bansal, Director – International Business & Marketing. He heads our Supply

Chain and International Divisions.

Mrs. ArpitaChakrabortyMittra, is the Director of Eastern Region. She also heads all India

Customer Care Department.

Mr. AbhishekChakraborty, Director -Executive Roll heads Premium Express Product

Business and New Business Initiatives.

The Corporate Executive Committee comprises of Directors, Vice Presidents, Assistant Vice

Presidents, General Managers and all Corporate Functional Heads. All major decisions of the

Company are deliberated by this Corporate Executive Committee.

The Management Committee comprises of the members of Corporate Executive Committee

and all the Asst. General Managers.

DGM HR looks after all Corporate Matters for HR & Training.

60
Staffing

The requirement of personnel is normally met through company website, employee referrals,

local placement agencies, job portals and advertisement in leading Newspapers. There are 5

categories of employees in our organization.

Full Time Employees:

These employees are employed to fill a permanent vacancy.

Part Time Employees:

These employees are employed for a specific requirement with the provision of lesser

working hours.

Outsourced Employees:

Company also has outsourced employees. These employees are in the category of general

staff employees in the category of general staff such as Field Staff / OTC / drivers / ops Asst.

etc., will be taken on outsource basis only.

Casual Staff:

We don’t encourage recruitment of casual staff in the organization.

Employee Grade and Designation

The grades of individual’s might vary depending on the geographic locations. Generally the

grades mapped with the designations is as mentioned below:

61
Managerial grade

Top Management (TM) Sr. Vice Presidents, Vice Presidents, Assistant Vice Presidents,

General Managers

Senior Management (SM) Deputy General Managers, Assistant General Managers,

Regional Managers, Corporate & Zonal functional Managers

Middle Management (MM) Assistant Regional Managers, Regional Functional Managers,

Functional Managers.

Junior Management Managers, Assistant Managers, Officers, Senior Executives,

Executive Assistants

Non Managerial grade

There are many designations allotted to individuals based on the requirements from time to

time. It is not possible to list all of them over here. But the below mentioned mapping should

help us give a general understanding of the designations mapped with roles in the non-

managerial category.

S-001A Executive Assistants , Executives, Branch In-charges

S-001B Supervisors / Secretaries

S-002 Assistants , Receptionists, DEOs, Drivers, Store Keepers, etc.

S-003 Field Staff, Office Boys , OTCs, etc.

Evaluation & Compensation

All interviews must be recorded on HRMS on the Requisition for Hire page where the entire

activity of sourcing, selection and offer is conducted. If there is any commitment of pay raise

62
at the time of confirmation, the same must be specifically mentioned in the comments while

closing the offer.

Regional HR will promptly inform Corporate HRD, if any employee has not joined the
organization within the specified date indicated in the offer letter.

Compensation Structure
As a policy there will be no regular employees recruited for the S003 cadre. The recruitments

will be done for S002 and above only. Accordingly for all new entrants into the organisation

the following is the indicative compensation structure.

Salary for employees in all grades should be negotiated on the basis of Cost to the Company
(CTC).

Components of Gross and CTC

Note: Other components of gross will be Additional Allowance, Outstation Allowance,

Special HRA / any other allowance as per local state rules.

Components of Gross Components of Gross Components of CTC

Applicable to General Staff Applicable to JM Grade Applicable to MM Grade

Basic Basic Basic

DA DA NA

HRA (only in some states) HRA (where applicable) HRA (where applicable)

Conveyance Conveyance Conveyance

Special Allowance Special Allowance Special Allowance

LTA (payable annually) LTA (payable annually)

Medical Reimbursement Medical Reimbursement

(payable quarterly) (payable quarterly)

Retirals (PF & Gratuity)

63
ESI

All employees drawing gross salary up to Rs. 15,000.00 p.m. or as amended by law from

time to time, will be covered under ESI and they will not get any separate Medical Allowance

/ reimbursement, as Medical facilities are provided by ESI. ESI payments are to be made by

21st of every month.

Note: Trainees are not covered under PF and ESI. Only Professional tax is deducted.

Bonus

Bonus is declared annually by the Management depending on Company’s profits and

confirming to statutory provisions of the Bonus act.

The necessary returns in this connection are also to be submitted meticulously. Delay or non-

submission of returns can lead to legal complications. All Statutory payments have to be

made in order to avail the income tax rebate and to avoid penalty and save additional

expenditure to the Company. The local Admin and Accounts department would be

collectively required to ensure compliance.

Gratuity

The payment of gratuity envisages providing retirement benefit to the workmen who have

rendered long and unblemished service to the employer and have thus contributed to the

prosperity of the employer. Gratuity is a reward for long and meritorious service. The

significance is in the acceptance of the principle of gratuity as a compulsory statutory

retirement benefit. Calculation of gratuity is as per the guidelines indicated in the Payment of

Gratuity Act.

Every employee irrespective of his wages is entitled to receive gratuity after he has rendered

continuous service of 5 years or more. It is payable at the time of termination of his services,

either:

64
  On superannuating

 On retirement or resignation

 On death or disablement due to accident or disease

Termination of service includes retrenchment. The condition of 5 years continuous service is

not necessary if the services are terminated due to death or disablement. In case of death of

employee, gratuity payable to him is paid to his nominee, and if no nomination is made, then

to his/her heirs.

Company has a gratuity trust with LIC to ensure gratuity payment on time. A gratuity claim

will be made by the Company to the LIC whenever gratuity is payable. Gratuity payment will

be made by draft, issued to the individual by Corporate Office. This is sent directly to the

individual unless Regional Office wants it to be routed through them.

Employee ID Card

All Employees, who join the organization will be issued Employee ID card. The employees

are expected to:

 Carry the card with them at all times.

 Show it to the authorities whenever asked

 Display the same when they are in office

Employees will be charged a penalty of Rs. 200 for reissuance of ID card due to loss.

Employees can avail a free replacement of the ID card after 3 years of issuance of the earlier

card by returning the old ID card to the HR department. Any replacement of ID cards within

3 years will be charged a fee of Rs. 100.

65
ID card is a property of DTDC. Employee must return it at the time of exit, without which

relieving letter will not be issued and full and final settlement will not be made. Any issues

with this will need an approval from the Zonal Business Head and HR function and relevant

deductions are to be made.

In cases of loss of ID cards, employees need to file a complaint with the local police station
and submit this copy to the HR function.

Probation & Confirmation

The first 6 months of employment at DTDC is the “Probation Period”. This is a period for the

employee to familiarise with the job responsibilities and surroundings and for getting to know

fellow employees. It is also a time for the company to become acquainted with the employee.

The Employee is expected to familiarise well with his/her work & office environment &

perform the tasks with high-spirits.

 The probationary period may be extended for an employee at the discretion of the

Management vide written letter. It can be extended for a maximum period of 6

months.

 The probationer shall become a permanent employee once he/she has completed the

period of probation and a letter of confirmation to that effect has been issued to

him/her by the management.

On successful completion of probation and based on the recommendation of HOD / Regional

Head / Corporate Functional Head the employee will be confirmed in the services of the

company.

66
 Start

Company initiated transfer Employee initiated transfer

Transfer Order Internal Job Postings HR seeks approval from the respective
Business/Functional head

Will be eligible for the transfer allowances as per

the company policy
Approval
?

No
Workflow: Yes

Transfer order will be issued by Communicate the

Corporate HR with a copy to the Will not be eligible for decision to the
concerned region head. the transfer allowances employee who
as per the company continues to work in
policy same place.
Regional HR to plan for employee
induction and make necessary
arrangements e.g. email, system,
seating etc.

Close

Learning and Development

Our Company values Employees as Human Capital and expects Corporate Office and

Regions to conduct variety of training programs.

67
We have an internal Learning and Development team which caters to the training programs

required to fulfill the day to day activities.

Training of new joiners and old employees is also a responsibility of the reporting managers.

Further guidance is also to be provided by them as and when required.

On the Job Training, Internal & External training are also considered beneficial to the

Company and to the individual. Managerial staffs are also sent to attend Training programs

conducted either internally or externally. Please refer the Learning and Development Manual

for further information.

Performance Appraisals and Annual Salary Revision

The Company follows the Annual Performance Appraisal System. The period of appraisal is

for the financial i.e from 1st April to 31st March. This system is to ensure that the employees

are given full period to perform and eventually the complete performance can be taken into

account. The salary revision will be effective from 1st April of this financial year to 31st

March of the next financial year.

Full and Final Settlement Policy

Employee separations are normally initiated by the Employee. Only in exceptional cases, the

exit process will be initiated by HR Department, only with prior documented approval from

Corporate HR and Business Head.

Full and Final Settlement for an employee is done when the employee leaves the

organization.

There are 5 types of Exits which are seen in our organization:

Exit Type I – Voluntary Exits – Resignations

Exit Type II – Voluntary Exits – Absconding

68
Exit Type III – Involuntary Exits – Termination

Exit Type IV – Involuntary Exits – Death

Exit Type V – Involuntary Exits – Retirement

Exit Type I - Voluntary Exits - Resignations

Relieving from the services of the organization is subject to:

 Acceptance of resignation, in writing by the Immediate Reporting Manager or any

Senior Level Functional Manager.

 Last working day mutually agreed upon between Immediate Reporting

Manager/Functional Senior Managers/Business Head and the Employee.

 Completion of handover of duties and responsibilities to the department.

 Submission of completed “Clearance Certificate” & “Exit Feedback Form”.

The process work flow for resignations shall be followed as per the following guidelines:

1. Employee initiates resignation in writing. Notice period will begin from the date the

resignation has been given by the employee.

2. Employee must submit the resignation to the Immediate Reporting Manager.

3. The Immediate Reporting Manager should attempt to retain an employee.

4. If the employee doesn’t wish to continue the services with the organization, The

Immediate Reporting Manager must intimate the Business Head and HR Department

about the resignation.

5. Immediate Reporting Manager will also be responsible for defining the Last Working

Day of the employee.

69
6. The responsibility to get the Last Working Day or to reach to a mutual agreement on

revocation shall lie with the Senior Level Manager if the Immediate Reporting

Manager fails to respond to the employee’s resignation within 7 days.

7. The Senior Level Manager must also discuss with the Business Head and define the

Last Working Day, after an attempt to retain the employee within 7 days.

8. In case the Immediate Reporting Manager/Senior Level Manager is able to retain an

employee, it needs to be intimated to the HR department.

9. In case the Second Level Manager also fails to take cognizance of the Resignation,

within the stipulated timelines the employee should approach HR Department for

necessary actions.

10. HR Department must intervene and get the decision expedited from the Business

Head in case timely action is not taken by the Immediate Reporting Manager/Senior

Level Manager.

11. For all JM and above grade employees, after a resignation is accepted, it needs to be

informed to the Regional Head, Zonal Functional/Business Head and Corporate

Functional Head.

12. For all Below JM employees, after a resignation is accepted, it needs to be informed

to the Regional Head/Local HR.

13. Employee must be given a Resignation Acceptance letter after his/her resignation has

been accepted but not later than the last working day.

14. Exit Interview should be done from the time the resignation is submitted by the

employee, but not later than Last Working Day.

15. Regional HR must meet the employee and conduct the Exit Interview. HR

Department must consider the Grade of the Exit Interviewee and assign a Neutral

70
 Interviewer accordingly. The Regional HR/Neutral Interviewer needs to document the

reasons for employee resignation.

 A Neutral Observer can be any senior apart from the Administrative and

Functional Reporting Managers.

 In case, an employee from HR Department resigns, exit interview needs to be

conducted by the Neutral Interviewer.

16. On receipt of the Exit Interview Form from the Neutral Interviewer, HR Department

shall document the observations and initiate the clearance process.

17. The responsibility of clearances from various stakeholders lies with the Employee

(Ref: Clearance Format).

18. Once the clearance from all stakeholders has been received by the Regional HR

Department, Full and Final along with the Relieving Letter must be handed over to

the employee.

19. In case the Full and Final indicates dues to be paid by the employee, the Relieving

Letter must not be issued to the employee, till the time the employee clears the

outstanding.

20. Regional HR shall share the Full and Final details with the Finance Department who

will release the payment to the employee either through Cheque/ECS in his salary

account.

21. Full and Final Settlement needs to be completed at the earliest but not later than 15

days from the Last Working Day on receipt of the Clearance Certificate.

22. Immediate Reporting Manager can seek for any necessary waivers from the Regional

Head as well as HR Head, if required.

23. Employee wanting to continue the services with the organization after the resignation

has been accepted, will be subject to approval from the Zonal Head.

71
Exit Type II: Voluntary Exit – Absconding

Absenteeism from work without a prior intimation, is considered as an absconding scenario.

The work flow for Absconding Exits shall be followed as per the following guidelines:

1. Immediate Reporting Manager/Senior Level Manager must intimate HR Department

for the unauthorized absence of the employee. Immediate Reporting Manager must

attempt to contact the employee.

2. If the employee fails to join after 3 consecutive working days, Regional HR should

initiate absconding process on the 4th day.

3. Non compliance in informing the absenteeism to HR department will be accounted to

the respective managers. This needs to be escalated to the immediate superior(s).

4. Absenteeism notices needs to be sent to the employee’s permanent address and

residential address before termination of an employee with DTDC. Initial Registered

AD needs to be sent on the 4th day. 1st and 2nd reminders with Registered AD needs to

be sent on a regular interval of 7 days.

5. HR Department as well as Department Heads must block all access of the employee

to DTDC and its peripherals as soon as the termination completes.

6. Rejoining the organization before receiving the Letter of Termination of Employment

is subject to necessary disciplinary actions, if required.

7. After the Letter of Termination of Employment has been sent to the employee, new

recruitment can be done on a case to case basis.

Rest of the process remains as it is for Involuntary Exits III.

72
Exit Type III: Involuntary Exits – Termination

The Company may terminate the services of an employee on the following grounds,

 Misconduct

 Breach of Confidentiality

 Engagement in unlawful activities

 Poor performance

The process work flow for Involuntary Exits shall be followed as per the following

guidelines:

Involuntary Exits shall be initiated by the HR Department as decided by the Management.

Involuntary Exits will need the following action to complete the Termination Process:

 All access to the company premises needs to be stopped with immediate effect.

 Clearance is to be done on the Termination Day.

 All dues will be given to the employee as per the appointment letter.

Exit Type IV: Involuntary Exits - Death

In case of death of an employee the immediate nominee is eligible to receive the payment on

behalf of the deceased employee.

HR Rep must ensure collection of the below mentioned documentation before processing Full

and Final Settlement:

 Death Certificate

 Marriage certificate (if nominee is the wife)

 Ration Card (if the nominee is the daughter/son)

 Any other relation proof

73
A notarized affidavit needs to be taken from the claimant with the death details of the

deceased employee.

In absence of collection of the company assets from the claimant a special approval needs to

be taken from the Business Head/Zonal Head of the region.

Exit Type V: Involuntary Exits - Retirement

When an employee completes 58 years of his age during his service, he is entitled for

retirement. The date of retirement is the last day of the month in which the employee

celebrates his/her 58th birthday.

An employee should be given a retirement letter mentioning the date of retirement 1 month

prior to the last working day.

General Guidelines:

1. Employee can revoke a resignation before it gets accepted by the company. However,

after a resignation has been accepted, the sole discretion to accept a revoke request from

the employee lies with the company.

2. Any outstanding due against the employee will be adjusted against the amount payable to

the employee including the salary. Relieving Letter and/or Experience letter should not be

released unless all dues are cleared.

3. Leaves can be allotted to the employee during the notice period, based on the reporting

manager’s approval.

4. Calculation of the Full & Final (F&F) Settlement is done by HRD & Accounts.

Calculation of the different components happen as below:

 Claim for medical re-imbursement – Any amount due to the employee as part of

medical re-imbursements would be paid on bill submission. This amount will be paid

along with the F&F Settlement. P.S. – In case employee does not submit medical

74
 bills on or before the last working day, this amount will be taken into consideration

for F& F calculation with tax deductions.

 Claim for LTA – Any unclaimed LTA amount will be calculated during F&F

Settlement. P.S. – In case employee does not submit travel bills on or before the last

working day, this amount will be taken into consideration for F& F calculation with

tax deductions.

 PF transfer/withdrawal – If the employee wishes to continue the PF account with

the new organization, he/she needs to initiate it from the new organization. The PF

withdrawal form needs to be filled and submitted to HR Department 60 days after the

Last Working Day. For the employee’s convenience, HR Department can get the

forms filled on the Last Working Day and submit it to PF authorities after 60 days.

 After the UAN (Universal Account Number) has been implemented by

the government, employees will be able to retain the same PF account

with any organization.

 Incentives/PLP/Bonus – Eligible Incentives/PLP/Bonus will be calculated and paid

to the employee when the calculations are done, provided the employee has

completed the entire tenure i.e. Half year, Quarter or Month as the nature of

Incentive/PLP/Bonus may be.

5. Employee’s Last Working Day has to be decided upon mutual consensus with the

Reporting Manager, Business Head and the Employee.

6. The accepted copy of the Resignation, along with duly filled Clearance Certificate and

Exit Feedback form must be sent to Corporate Office for the final settlement and issuance

of Relieving Letter and Experience Letter.

75
7. Clearance and Exit Formalities of an employee will happen only at the Regional Offices.

The responsibility lies with the Branch head/HUB head/Functional Manager to send the

employee to the Regional Offices.

8. Queries and calculations related to leaves shall be resolved as stated under Leave Rules.

DTDC Email technologies. -

DTDC Email system works on three main technologies

A) Lotus Notes Domino Server.

B) Mithi Mail Server.

C) Biz Mail Server

Mail Box/ID Type

There are 3 types of mail boxes.

a) Lotus Note ID: Notes is dedicated for Senior Employees & whose need for it is logical.

Also

it will be given all important Department too, which are critical.

b) MithiID :Its for all DTDC Employees & other Departments.

c) Biz ID : This is for DTDC franchise.

76
Employee Reward and recognition

Certificate of Recognition for long service

DTDC as a Part of Employee Recognition has the practice of issuing certificate of

recognition to those who have put in long and meritorious service in the organisation.

Employees who complete 5, 10, 15 & 20 years will be given certificates.

Corporate HRD will forward the Certificate of Recognition for staff who has completed 5 /

10 / 15 years of service with the organisation.

The certificate due for the next month will be forwarded in the last week of previous month.

The certificate should be handed over to the recipients in the following way to appreciate and

recognise their long service with us.

Who will hand over the certificates:

5 years certificates - Regional Heads

10 years certificates - COO / GM of the zone

15 years certificates - CMD (When ever he visits the Region- Certificate will be with

Regional HR who will co-ordinate)

When it is to be handed over: - On the day of the Monthly Birthday Bash. or on the day the

employee completes that period.

Bravo Cards

This is an initiative to recognize employees who have done some exceptional work in support

of the Organisation’s mission. Contribution in support of mission by

Customer Orientation Creativity / Innovations Cost Awareness

Team Spirit Adaptability / Versatility Adaptation of Technology

77
Notes

 Issue of Bravo Cards should be cross functional.

 Since this is given in recognition of some exceptional performance, utmost care and

judiciousness must be exercised while issuing the card.

 Cards can be issued to any employee irrespective of their grade.

 Cards can also be issued to employees on Prolific roles.

Authority for Issue

 Authority for issue of the card will be in the level of Area Manager & above at the

Regional level and Functional Head and above at Corporate Office.

The cards will be distributed by corporate HRD. The number of cards distributed to the

authorized people will not be more than 10% of the total number of people in the

organization.

HR QMS RECORDS

Employee Satisfaction Survey

Employee Satisfaction Survey is conducted twice a year in order to get a feedback from the

employees on their actual feeling about the organization, job content, work place, their

superiors, peers and juniors and the co-operation they get from them.

Suitable action as deemed fit will be taken in cases where the ratings are less than the set

quality objectives of the department.

In order to get a right feedback from the Employees, the survey forms are handed over to the

employees and have to be asked to either put it in the suggestion box available or leave it at a

place in their respective departments for HR to go and collect the same.

78
HR Metrics

HR Matrix is derived to get an idea of Employee Attrition, Performance, Confirmations,

Offer letters validated etc. While the individual regions derive the information for their

respective regions, Corporate Office derives it separately for Corporate Office, as well as

compiles it for the Company as a whole, based on the information received from the regions.

Joining Report

When the candidate joins he / fills up all the relevant details in the Joining Report Booklet.

On the basis of the offer letter when an employee joins the organization on the scheduleddate,

the local HR must immediately send an email to Corporate HRD informing them about the

joining. A copy of the joining confirmation should be marked to Regional Accounts based on

which his salary will be paid.

The following are the necessary documents required to be completed by the HR Department

when an Employee reports for joining:

To be submitted by the Employee

 Joining Report as per our Company Booklet.

 Nomination (Form No 25) for receiving the balance dues in case of death

 Nomination Form under EDLI scheme

 Form F for payment of gratuity

 Form No 2 for PF and Form No 1 for ESIC as applicable.

 Form 11 under PF

 Six passport size photographs

 A self certified copy of the certificate confirming date of birth (Originals to be

produced and to be returned to the individual after verification immediately)

79
  Experience certificates if any, and self- ttested Degree / Qualification Certificates in

support of his/her qualification(Originals to be produced and to be returned to the

individual after verification immediately)

 Relieving letter from the previous Employer (if applicable)

 Proof of salary from previous employer, may be the salary slip or proof of salary

deposit in the bank for last three months

 Bank account details

In case of Management Staff, a copy of the above documents is required to be sent to

Corporate Office.

Once the candidate completes the joining formalities, he / she will be introduced to all the

departments and will eventually go through a detailed induction to get acquainted with the

systems and practices of the organization.

Compensation:

At the time of recruitment, compensation structure will not have any PLP component at all

level. PLP will be decided at the time of confirmation wherever applicable in lieu of

increment.

There will be no PLP component in compensation structure for position below Assistant

Manager.

Reference Check

Background verification is done for every employee and the same is to be maintained in the

Personal File.

Upon receipt of all the above said documents like Acknowledged copy of offer letter, copy of

the joining booklet and certificates in support of age, experience and qualification, Corporate

HRD will issue a formal appointment letter.

80
Personal File

Once the Appointment Letter is issued, a Personal File is opened for the employees.

Personal files for all Supervisory & general staff are to be maintained at Regional Offices.

The personal files should necessarily contain Manpower Requisition Form, Application,

Interview Evaluation Sheet, Format for Fixation of Compensation, Employee Reference

check, Copies of Offer Letter, Joining Booklet, Relevant Certificate copies, Appointment

Letter, Confirmation Letter and any other letter issued to the employee from time to time.

Personal file of Staff in JM and above grade will also be maintained at Corporate Office.

General Guidelines

 No Job Posting should be made without a proper Job Description

 All the candidates must fill the Job Application Form before the interview process

begins.

 Interviews must be scheduled in a way to reduce the waiting time for the candidates

 If a candidate has to travel to a different location for an interview, he/she will be paid

for the travel as per the eligibility.

 If the candidates have to wait for the interviews during Lunch hours, he/she should be

offered lunch. Tea/Coffee should be made available on request to the candidates.

 Recruiting a resigned employee:

o Should not be recruited again until 6 months from the date of resigning.

o Should not be absconding/terminated during his last tenure with the

organization

81
OUR ETHICAL STANDARDS

Honesty and Integrity:

All DTDCians shall conduct their activities, on behalf of the Company and on their personal

behalf, with honesty, integrity and fairness.

All DTDCians will act in good faith, responsibly, with due care, competence and diligence,

without allowing their independent judgment to be subordinated. All DTDCians will act in

the best interest of the Company and shall always endeavor to fulfill their obligations towards

the Company and to fulfill their fiduciary duties.

Duties of Independent Directors:

All Independent Directors of the Company shall;

 undertake appropriate induction and regularly update and refresh their skills,

knowledge and familiarity with the company;

 seek appropriate clarification or amplification of information and, where necessary,

take and follow appropriate professional advice and opinion of outside experts at the

expense of the company;

 strive to attend all meetings of the Board of Directors and of the Board committees of

which he is a member;

 participate constructively and actively in the committees of the Board in which they

are chairpersons or members;

 strive to attend the general meetings of the company;

 where they have concerns about the running of the company or a proposed action,

ensure that these are addressed by the Board and, to the extent that they are not

resolved, insist that their concerns are recorded in the minutes of the Board meeting;

82
  keep themselves well informed about the company and the external environment in

which it operates;

 not to unfairly obstruct the functioning of an otherwise proper Board or committee of

the Board;

 pay sufficient attention and ensure that adequate deliberations are held before

approving related party transactions and assure themselves that the same are in the

interest of the company;

 ascertain and ensure that the company has an adequate and functional vigil

mechanism and to ensure that the interests of a person who uses such mechanism are

not prejudicially affected on account of such use;

 report concerns about unethical behavior, actual or suspected fraud or violation of the

company’s code of conduct or ethics policy;

 acting within his authority, assist in protecting the legitimate interests of the company,

shareholders and its Directors and Senior Management;

 not disclose confidential information, including commercial secrets, technologies,

advertising and sales promotion plans, unpublished price sensitive information, unless

such disclosure is expressly approved by the Board or required by law.

 Ascertain and ensure that the company has adequate risk management and Internal

Controls.

Compliance of Laws:

All DTDCians are required to comply with all applicable laws, rules and regulations, both in

letter and in spirit. In order to assist the Company in promoting lawful and ethical behavior,

Employees including Senior Management must report any possible violation of law, rules,

regulations or the Code of Conduct to the Company Secretary.

83
Accounting and Reporting Standards:

DTDC Group relies on the authenticity and accuracy of information recorded in its

accounting records for proper decision making.

It is of the utmost importance that records dealing with security and personnel, as well as

booking and financial data, are protected. All business transactions must be reflected

accurately in our accounts in accordance with established procedures and auditing standards.

Accounting records will reflect and describe the nature of the underlying transactions.

Our Shareholder Engagement:

Customer Satisfaction

We place the highest priority on making our customers successful, knowing that customer

success guarantees our own success. Our activities are governed by our knowledge of the

requirements of our customers and the markets. We include and prioritize a customer focus

in all our business processes, projects and dealings.

We know that we will be measured by our ethical, social and environmental performance as

much as by the quality of our service. We therefore strive for best practice in all these areas

to secure customer trust and goodwill, and to enhance our reputation.

Transparency

We are committed to openness in our dealings with our shareholders. Transparency and

honesty shall be the guiding principles in all our communication activities internally and

externally.

The public is entitled to have access to company information that is required or recommended

by recognized standards of corporate governance and SEBI guidelines.

84
Protection of Assets

Protecting Company assets is a key fiduciary responsibility of all the All DTDCians.

Care should be taken that assets are not misappropriated, loaned to others, sold or donated

without appropriate authorization. All DTDCians are also responsible for proper use of

Company assets, and must safeguard such assets against loss, damage, misuse or theft. All

DTDCians shall not employ Company assets for personal use, nor shall they allow any other

person to misuse Company assets.

The Company has in place a policy for “Business Confidentiality” and for data privacy.

Our Excellence in Behavior

Individual responsibility and involvement

The skills and the commitment of our people are our greatest assets. We expect our All

DTDCians to conduct their business in an entrepreneurial way and accept their individual

responsibility for ethical conduct. We strive to involve our colleagues into decision-making

processes in order to achieve our common goals with reliability and commitment.

Mutual Respect and Openness

All relations between all DTDCians at all levels shall be guided by mutual respect, openness,

honesty and a spirit of trust and co-operation.

We give and look for feedback. We are committed to fair and open debate and seek varying

opinions. We motivate our colleagues to speak up promptly, and to address their ideas and

concerns.

Team spirit is triggered by open-mindedness. We therefore support an open door policy and

initiatives to share and exchange knowledge.

Diversity and Discrimination

We see employee diversity as a guiding principle in our employment policy.

85
This means promoting diversity and heterogeneity of individuals in the company, in order to

attain the highest possible productivity, creativity and efficiency.

Skills, performance and ethical conduct are our only indicators for employee qualification.

We do not discriminate or tolerate discrimination with respect to gender, race, religion, age,

disability, sexual orientation, national origin or any other characteristic.

Each employee is required to contribute to an environment of mutual respect that precludes

any kind of harassment, including workplace bullying, unwelcome sexual advances,

unwanted physical contact, propositions or a working environment poisoned with harassing

jokes, words and demeaning comments.

Health Management

All DTDCians deserve to work in a safe and healthy environment. We are therefore

committed to a healthy and congenial work environment for our people.

We promote health care as a key element of our sustained productivity and the quality of our

services.

The following are the Guiding Principles adopted by the Company:

 We treat each other fairly and with respect and dignity.

 We encourage freedom in communication of thoughts and ideas in all our

interactions.

 We value integrity and are uncompromising in upholding it at all times.

 We give due importance to the health, safety and well-being of our people.

 We ensure that our People First philosophy serves as a driving force behind the

success of our organization.

 We encourage and inculcate in all a winning attitude.

86
 OBJECTIVE OF STUDY

 To study the recruitment and selection procedure followed in DTDC Express Ltd.

 To study the various sources of recruitment followed in DTDC.

 To Learn what is the process of recruitment and selection thatshould be followed.

 To search or headhunt people whose skill fits into the company’s values.

87
 RESEARCH METHODOLOGY

The word research is composed of two syllables, re and search. The former is a prefix

meaning again and the latter is a verb meaning to examine closely and carefully. Together

they form a noun describing a careful, systematic, patient study and investigation in some

field of knowledge, undertaken to establish facts or principles.

The term methodology represents the one’s method or way of collecting, grouping and

arranging the required data and information from different sources related to data.

RESEARCH METHODOLOGY

The word research is composed of two syllables, re and search. The former is a prefix

meaning again and the latter is a verb meaning to examine closely and carefully. Together

they form a noun describing a careful, systematic, patient study and investigation in some

field of knowledge, undertaken to establish facts or principles.

The term methodology represents the one’s method or way of collecting, grouping and

arranging the required data and information from different sources related to data.

RESEARCH DESIGN

A research design is an outline of how the research or the investigation should be conducted.

It describes everything from how the data is to be collected to what instruments for data

collection should be used. It is the specification of methods and procedures for data

collection.

Applied Research

Applied research in administration is often exploratory because there is need for flexibility in

approaching the problem. In addition there are often data limitations and a need to make a

88
 decision within a short time period. Qualitative research methods such as case study or field

research are often used in exploratory research.

There are three types of objectives in a marketing research project:

 Exploratory research or formative research

 Descriptive research

 Causal research (also referred to as explanatory research)

Exploratory research or formulative research: The objective of exploratory research is to

gather preliminary information that will help define problems and suggest hypotheses.

Descriptive research: The objective of descriptive research is to describe the characteristics

of various aspects, such as the market potential for a product or the demographics and

attitudes of consumers who buy the product.

Causal research: The objective of causal research is to test hypotheses about cause-and-

effect relationships. If the objective is to determine which variable might be causing a certain

behavior, i.e. whether there is a cause and effect relationship between variables, causal

research must be undertaken. In order to determine causality, it is important to hold the

variable that is assumed to cause the change in the other variable(s) constant and then

measure the changes in the other variable(s). This type of research is very complex and the

researcher can never be completely certain that there are not other factors influencing the

causal relationship, especially when dealing with people’s attitudes and motivations. There

are often much deeper psychological considerations, that even the respondent may not be

aware of this is not true.

89
 For this survey, Qualitative Research was used for the collection of data.

QUALITATIVE RESEARCH

Qualitative research presents non-quantitative type of analysis. Qualitative research is

collecting, analyzing and interpreting data by observing what people do and say. Qualitative

research refers to the meanings, definitions, characteristics, symbols, metaphors, and

description of things. Qualitative research is much more subjective and uses very different

methods of collecting information, mainly individual, in-depth interviews and focus groups.

The nature of this type of research is exploratory and open ended. Few people are interviewed

in depth and or a relatively small number of focus groups are conducted. Qualitative research

can be further classified in the following type.

 Phenomenology:-a form of research in which the researcher attempts to understand how one

or more individuals experience a phenomenon. Eg:-we might interview 20 victims of bhopal

tragedy.

 Ethnography:- this type of research focuses on describing the culture of a group of people. A

culture is the shared attributes, values, norms, practices, language, and material things of a

group of people. Eg:-the researcher might decide to go and live with the tribal in Andaman

island and study the culture and the educational practices.

 Case study:-is a form of qualitative research that is focused on providing a detailed account

of one or more cases. Eg:-we may study a classroom that was given a new curriculum for

technology use.

 Grounded theory:- it is an inductive type of research,based or grounded in the observations

of data from which it was developed; it uses a variety of data sources, including quantitative

data, review of records, interviews, observation and surveys

90
 Historical research:-it allows one to discuss past and present events in the context of the

present condition, and allows one to reflect and provide possible answers to current issues

and problems. Eg:-the lending pattern of business in the 19th century

PRIMARY DATA

The data which is collected for the first time by an individual precisely for the purpose of

facilitating the study is known as primary data.

The survey method was used to collect the primary data by distributing questionnaires to the

employees (recruitment department) of the company. By taking into consideration all the

parameters of my study the questionnaire was designed.

SOURCES OF PRIMARY DATA

1. Questionnaire-A questionnaire is a research instrument consisting of a series

of questions and other prompts for the purpose of gathering information from respondents.

Questionnaires have advantages over some other types of surveys in that they are cheap, do

not require as much effort from the questioner as verbal or telephone surveys, and often have

standardized answers that make it simple to compile data.

Question sequence

In general, questions should flow logically from one to the next. To achieve the best response

rates, questions should flow from the least sensitive to the most sensitive, from the factual

and behavioural to the attitudinal, and from the more general to the more specific.

There typically is a flow that should be followed when constructing a questionnaire in regards

to the order that the questions are asked. The order is as follows:

1. Screens

2. Warm-ups

3. Transitions

91
4. Skips

5. Difficult

6. Changing Formula

Screens are used as a screening method to find out early whether or not someone should

complete the questionnaire. Warm-ups are simple to answer, help capture interest in the

survey, and may not even pertain to research objectives. Transition questions are used to

make different areas flow well together. Skips include questions similar to "If yes, then

answer question 3. If no, then continue to question 5." Difficult questions are towards the end

because the respondent is in "response mode." Also, when completing an online

questionnaire, the progress bars lets the respondent know that they are almost done so they

are more willing to answer more difficult questions. Classification, or demographic question

should be at the end because typically they can feel like personal questions which will make

respondents uncomfortable and not willing to finish survey.

TYPES OF QUESTIONS

1. Contingency question – A question that is answered only if the respondent gives a

particular response to a previous question. This avoids asking questions of people that do not

apply to them (for example, asking men if they have ever been pregnant).

2. Matrix questions - Identical response categories are assigned to multiple questions. The

questions are placed one under the other, forming a matrix with response categories along the

top and a list of questions down the side. This is an efficient use of page space and

respondents’ time.

3. Closed ended questions - Respondents’ answers are limited to a fixed set of responses. Most

scales are closed ended. Other types of closed ended questions include:

92
 Yes/no questions - The respondent answers with a "yes" or a "no".

 Multiple choice - The respondent has several option from which to choose.

 Scaled questions - Responses are graded on a continuum (example : rate the appearance of

the product on a scale from 1 to 10, with 10 being the most preferred appearance). Examples

of types of scales include the Likert scale, semantic differential scale, and rank-order scale.

4. Open ended questions - No options or predefined categories are suggested. The respondent

supplies their own answer without being constrained by a fixed set of possible responses.

Examples of types of open ended questions include:

 Completely unstructured - For example, "What is your opinion on questionnaires?"

 Word association - Words are presented and the respondent mentions the first word that

comes to mind.

 Sentence completion - Respondents complete an incomplete sentence. For example, "The

most important consideration in my decision to buy a new house is . . ."

 Story completion - Respondents complete an incomplete story.

 Picture completion - Respondents fill in an empty conversation balloon.

 Thematic apperception test - Respondents explain a picture or make up a story about what

they think is happening in the picture

QUESTION SEQUENCE

 Questions should flow logically from one to the next.

 The researcher must ensure that the answer to a question is not influenced by previous

questions.

93
 Questions should flow from the more general to the more specific.

 Questions should flow from the least sensitive to the most sensitive.

 Questions should flow from factual and behavioral questions to attitudinal and opinion

questions.

 Questions should flow from unaided to aided questions.

 According to the three stage theory (also called the sandwich theory), initial questions should

be screening and rapport questions. Then in the second stage you ask all the product specific

questions. In the last stage you ask demographic questions.

1. Personal Interviews-An interview in qualitative research is

a conversation where questions are asked to elicit information, usually pertaining to a product

or service, as a means of gaining a better understanding of how a consumer thinks.

The interviewer is usually a professional or paid researcher, sometimes trained, who poses

questions to the interviewee, in an alternating series of usually brief questions and

answers.Theyare a standard part of qualitative research, in contrast to focus groups in which

an interviewer questions a group of people at the same time. The qualitative research

interview seeks to describe and the meanings of central themes in the life world of the

subjects. The main task in interviewing is to understand the meaning of what the interviewees

say. Interviewing, when considered as a method for conducting qualitative research, is a

technique used to understand the experiences of others.

94
 TYPES OF INTERVIEW

Informal, Conversational interview

No predetermined questions are asked, in order to remain as open and adaptable as possible

to the interviewee’s nature and priorities; during the interview the interviewer “goes with the

flow”.

General interview guide approach

Intended to ensure that the same general areas of information are collected from each

interviewee; this provides more focus than the conversational approach, but still allows a

degree of freedom and adaptability in getting the information from the interviewee.

Standardized, open-ended interview

The same open-ended questions are asked to all interviewees; this approach facilitates faster

interviews that can be more easily analyzed and compared.

Closed, fixed-response interview

All interviewees are asked the same questions and asked to choose answers from among the

same set of alternatives. This format is useful for those not practiced in interviewing. This

type of interview is also referred to as structured.

STAGES OF INTERVIEW

 Thematizing, the why and what of the investigation

 Designing, plan the design of the study

 Interviewing, conduct the interview based on a guide

 Transcribing, prepare the interview material for analysis

 Analyzing, decide on the purpose, the topic, the nature and methods of analysis that are

appropriate

95
 Verifying, ascertain the validity of the interview findings

 Reporting, communicate findings of the study based on academic criteria

3. Group Discussions

ADVANTAGES OF PRIMARY DATA COLLECTION METHOD

 There are many ways of collecting primary data like Questionnaire, Personal Interviews,

Group Discussions and etc.

 It is comparatively cheaper than other methods of collecting data.

 Primary data can give the accurate and realistic view to the researcher about particular topic.

 It provides current information to the researcher.

 It also provides fair and unbiased information.

DISADVANTAGES OF PRIMARY DATA COLLECTION METHOD

 More of time consuming.

 Volume of population is huge.

 More expensive

SECONDARY DATA

Secondary data is that data which is collected by someone other than the user. It is the data

that already exists. No research is involved here. Secondary Data for the project is collected

from the website of the company and the annual reports of the same.

SOURCES OF SECONDARY DATA

 Internet

 Library

 Census Reports

 Various databases, etc.

96
Here, only Primary Data has been used.

SAMPLE DESIGN

Sampling is a means through which a subset of units can be targeted from the population for

collecting information. It is the framework which guides in selecting the sampling frame and

determining the appropriate sample.

Sample Design: Convenience sampling- In this style of sampling, individuals are chosen

based on the convenience of the researcher. Convenience is measured in terms of

accessibility and proximity.

POPULATION

The entire pool from which a statistical sample is drawn is known as the Population.

In this case, the population comprised of employees from Gurgaon Branch.

Population size: 100

SAMPLE SIZE

The number of observations within a sample is known as the Sample Size.

Sample Size: 60

SAMPLING METHOD

Sampling Method: Non-Probability Method

In this method, all the individuals in the population are not given an equal chance for getting

selected. The selection then depends upon the kind of sampling design used in the process.

METHOD FOR DATA COLLECTION

The method used for the collection of data was the survey method.

Survey methodology studies the sampling of individual units from a population and the

associated survey data collection techniques, such as questionnaire construction and methods

for improving the number and accuracy of responses to surveys.

97
 INSTRUMENT FOR DATA COLLECTION

Questionnaires were utilized as an instrument for data collection.

A questionnaire is a research instrument consisting of a series of questions and other

prompts for the purpose of gathering information from respondents. There are two types of

questionnaires,

 Structured Questionnaire

 Unstructured Questionnaire

For this survey, a structured questionnaire was formulated wherein the questions were

fixed. However, the questionnaire consisted of all types of questions, that is, Close-ended

questions and Open-ended questions.

DATA ANALYSIS TECHNIQUES:-

The techniques utilized for the analysis of data involved the following tools;

 Pie Charts

 Bar Graphs

Pie Chart

A pie chart or a circle chart is a circular statistical graphic, which is divided into slices to

illustrate numerical proportion. In a pie, the arc length of each slice is proportional to the

quantity it represents.

Bar Graphs

A bar chart or a bar graph is a chart that presents grouped data with rectangular bars with

lengths proportional to the values that they represent. The bars can be plotted vertically or

horizontally. It shows comparisons between categories.

98
 DATA ANALYSIS AND INTERPRETATION

1) Is there a well defined Recruitment Policy in your organization?

S.NO. OPTIONS NUMBER PERCENT

1 Strongly agree 5 8.33%

2 Agree 10 16.6%

3 Neutral 25 41.6%

4 Disagree 16 26.6%

5 Strongly 4 6.66%

disagree

NUMBER OF EMPLOYEES

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

Interpretation:

An organization must have a well-defined recruitment policy corresponding to the company

and vacancy requirements. Existing employees can give a fair feedback on the suitability of

the policy. Therefore, 41.6% employees responded neutrally whereas around 32% employees

disagreed to it and rest responded in favour of organization’s recruitment policy.

99
2) Principle of right man on the right job is strictly followed/ a detailed job analysis is done

prior recruitment?

S.NO. OPTIONS NUMBER PERCENT

1 Strongly agree 30 50%

2 agree 5 8.33%

3 Neutral 10 16.66%

4 Disagree 10 16.66%

5 Strongly 5 8.33%

disagree

NUMBER OF EMPLOYEES

Strongly Agree
Agree
Neutral
Disagree
Strongly disagree

Interpretation:-

Job analysis is the process of studying and collecting information relating to the operations

and responsibilities of a specific job. The immediate products of this analysis are job

descriptions and job specifications. Recruitment needs to be proceeded by job analysis. The
100
 objective of employee hiring is to match the right people with the right jobs. The objective is

too difficult to achieve without having adequate job information.

Responding to detail job analysis prior recruitment, more than 50% employees say that the

principle of right man on the right job is strictly followed prior to recruitment but 30%

employees believes that detailed job analysis is not being done prior recruitment which in

future affects performance of new recruit.

3) Do you think the need for manpower planning is given due consideration in your

organization and the manpower requirement is identified well in advance?

S.NO. OPTIONS NUMBER PERCENT

1 Strongly agree 10 16.66%

2 agree 40 66.66%

3 Neutral 10 16.66%

4 Disagree 0 0%

5 Strongly 0 0%

disagree

101
 NUMBER OF EMPLOYEES

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

Interpretation:-

Human Resource Planning is understood as the process of forecasting an organization’s

future demand for, and supply of, the right type of people in the right number.

Therefore, more than 94% say that manpower planning is given due importance and

manpower requirement is identified in advance whereas 6% are not sharing their views.

4) Which internal source of recruitment is followed by the company and given more

priority?

S.NO. OPTIONS NUMBER PERCENT

1 Internal 40 66.66%

Promotion

2 Employee 0 0%

Referral

3 Transfer 15 25%

4 Job posting 5 8.33%

102
 NUMBER

Internal Promotion
Employee Referral
Transfer
Job Posting

Interpretation:-

Internal Recruitment seeks applicants for positions from those who are currently employed.

66.66% employee responds that internal promotion is majorly preferred whereas there is no

policy of employee referrals. 25% employees say yes for transfer policy and the left 8.33%

employees responds for Job Posting.

5) Which external source of recruitment is followed by the company and given more

priority?

S.NO. OPTIONS PERCENT

1 Advertisement 50%

2 Online job portals 0%

3 Consultancy 25%

4 Campus placement 25%

103
 NUMBER OF EMPLOYEES

Advertisement
Online Job Portal
Consultancy
Campus Placement

Interpretation:-

External sources of Recruitment lie outside the organization.

50% employees think that advertisement source is given more priority and there is no policy

of online job portal in the organization. Equal response is given to both Consultancy and

Campus Placement.

6) Do you take candidate’s feedback on recruitment process?

S.NO. OPTIONS PERCENT

1 Yes 5%

2 No 95%

104
 PERCENTAGE

Yes
No

Interpretation:-

95% of the employees say that the feedback is not taken from the candidates. Rest, 5%

responds Yes i.e. the feedback is taken by individual employees on their own choice.

7) Do you like to attend the training program?

S.NO. OPTIONS PERCENT

1 Yes 65%

2 No 2%

3 No Effect 33%

105
 PERCENT

Yes
No
No effect

Interpretation:-

65% of the employees willingly attend the training programs given by the organization

whereas 2% are not much interested in it. Therefore, 33% employees responded neutrally for

it.

8) Do you feel training is necessary for any employee for developing his skills?

S.NO. OPTIONS PERCENT

1 Yes 85%

2 No 5%

3 Can’t say 10%

106
 PERCENTAGE

Yes
No
Can't Say

Interpretation:-

85% employees feel that training is necessary for an employee for developing his skills

whereas 5% says No and 10% were not able to decide about it.

9) Do training results in adoption to new working methods?

S.NO. OPTIONS PERCENT

1 Yes 90%

2 No 10%

107
 PERCENTAGE

Yes
No

Interpretation:-

90% employees says yes that training results in adoption to new working methods whereas

10% refused to happen so.

10) Are you satisfied with the training procedure?

S.NO. OPTIONS PERCENT

1 Yes 70%

2 No 30%

PERCENT

Yes
No

Interpretation:-

70% employees are satisfied with the training methods and procedures provided by the

organization whereas 30% employees are dissatisfied.

108
 FINDINGS

 Internal promotion is mostly used recruitment source.

 Orientation is given to new joinee, still employees are in favour of its improvement.

 Training provided to new employees is very effective.

 Training helps in adopting new working methods with the help of new technologies and
softwares.

 The communication gap between the employees and applicants need improvement in terms of
career section at the company’s official website.

Below is the number of different types of recruitments done in last four years i.e 2013, 2014,

2015 and till June 2016.

No. of Regular Recruitment

250

192
200
152
150 126

100

50

0
2013 2014 2015

109
 No. of contractual in pay-scale
vacancy

2016

2015 No. of contractual in pay-

scale vacancy

2014

0 5 10 15 20

No. of contractual recruitments

2016

2015
No. of contractual
recruitments
2014

2013

0 50 100 150 200 250

110
 RECOMMENDATIONS

 Instead of file work the data can be entered online using various softwares .

 Recruiters need a system that allows them to easily manage and maintain the myriad of

contacts, correspondence, documents, and history for each agency they manage.

 To be successful, recruiters need a business system that supports recruitment processes,

automates repetitive tasks, and gives them the time to do the work in public sector.

 HRM should play more strategic role in the success of an organization.

 Offering challenging assignments, opportunities and initiate change by identifying key

people.

 Organization need to adopt the changes in technology and changing issues in management of

people.

 Targeted support to mobilize a talent pool and should be suitable candidates at all levels.

111
 CONCLUSION

 The recruitment and selection process in DTDC Express Ltd. could be more efficient and

effective by implementing the recommendations.

 The career section of DTDC Express Ltd on the website should be updated to enhance the

two-way communication.

 Training should be provided timely to all the employees for efficient and effective

management.

112
 LIMITATIONS OF STUDY

 Spreading of the study over a longer time frame would have facilitated a better analysis of the

end-to-end recruitment cycle.

 Benchmarking with more number of companies would have enabled in more in-depth

analysis of the career section.

 A bigger sample size of the participants would have resulted in better reliability of the data

gathered from the Interviews/ questionnaire

 Availability of time with the IT Department of DTDC would have helped in timely

implementations of the revamped Career Section.

 Unwillingness and inability of respondents to provide information.

113
 BIBLIOGRAPHY

 GARY DESSLER (2003), Human Resource Management, 10th Edition, Pearson Education.

 BHASKAR CHATTARGEE (1996), Human Resource Management Contemporary Text,

Sterling Publishers.

 BISWAJEET PATTANAYAK (2001), Human Resource Management, Prentice- Hall Of

India Pvt Limited.

 K.ASWATHAPPA (2002), Human Resource Management, Tata McGraw-Hill Publishing

Company Limited.

 Personnel and Human Resource Management (ebook) by P. SubbaRao

 https://www.google.co.in/

 Dtdc.in

 https://en.wikipedia.org/wiki/Human_resource_management

114
 ANNEXURE

QUESSTIONNAIRE

1) Is there a well defined Recruitment Policy in your organization?

S.NO. OPTIONS NUMBER

1 Strongly agree 5

2 Agree 10

3 Neutral 25

4 Disagree 16

5 Strongly disagree 4

2) Principle of right man on the right job is strictly followed/ a detailed job analysis is done

prior recruitment?

S.NO. OPTIONS NUMBER

1 Strongly agree 30

2 agree 5

3 Neutral 10

4 Disagree 10

5 Strongly 5

disagree

115
3) Do you think the need for manpower planning is given due consideration in your organization

and the manpower requirement is identified well in advance?

S.NO. OPTIONS NUMBER

1 Strongly agree 10

2 agree 40

3 Neutral 10

4 Disagree 0

5 Strongly disagree 0

4) Which internal source of recruitment is followed by the company and given more priority?

S.NO. OPTIONS NUMBER

1 Internal Promotion 40

2 Employee Referral 0

3 Transfer 15

4 Job posting 5

116
5) Which external source of recruitment is followed by the company and given more priority?

S.NO. OPTIONS PERCENT

1 Advertisement 50

2 Online job portals 0

3 Consultancy 15

4 Campus placement 15

6) Do you take candidate’s feedback on recruitment process?

S.NO. OPTIONS PERCENT

1 Yes 5%

2 No 95%

7) Do you like to attend the training program?

S.NO. OPTIONS PERCENT

1 Yes 65%

2 No 2%

3 No Effect 33%

117
8) Do you feel training is necessary for any employee for developing his skills?

S.NO. OPTIONS PERCENT

1 Yes 85%

2 No 5%

3 Can’t say 10%

9) Do training results in adoption to new working methods?

S.NO. OPTIONS PERCENT

1 Yes 90%

2 No 10%

10) Are you satisfied with the training procedure?

S.NO. OPTIONS PERCENT

1 Yes 70%

2 No 30%

118