PREFACE

The basic purpose of this project is to present the subject matter in simple

language and easily understandable style to assist the reader to develop through

understanding about the actually beneficial policies of the company. As a part of

my Master of Business Administration (M.B.A) program I was asked to undergo

forty five days summer training in any organization, so as to give exposure to

practical management and to get familiar with the various activities in the

organization. I got an opportunity to undergo my summer training in the reputed

organization “Jubilant Organosys Ltd.”. I was allowed to work on the project

title “RECRUITMENT AND SELECTION”. For analysis and interpretation

financial data has been taken from financial reports of the concern and

performance of policies is evaluated. Research gives an ample opportunity to

apply once academic knowledge in the field of substantiated by ones inactive and

lesion capabilities.
 EXECUTIVE SUMMARY

Recruitment and selection are the two crucial steps in the HR process and

are often used interchangeably. There is, however, a fine distinction between the

two steps. While recruitment refers to the process of identifying and encouraging

prospective employees to apply for jobs, selection is concerned with picking the

right candidates from a pool of applicants. Recruitment is said to be positive in its

approach as it seeks to attract as many candidates possible. Jubilant Organosy

Limited, is an integrated Pharmaceutical & Life Sciences company. As India's

largest Custom Research and Manufacturing Services (CRAMS) player and a

leading Drug Discovery and Development Solutions provider out of India. It is

constantly engaged in delivering value to its global customers through innovative

technologies, products and services. Jubilant through its various subsidiaries in

India and overseas is constantly endeavouring to contribute towards meeting the

unmet medical needs and bringing down the healthcare costs globally. Selections,

on the other hand, is negative in its application inasmuch as it seeks to eliminate

as many unqualified applicants as many unqualified applicants as possible in

order to identify the right candidates. A dependence on the interview as the tool

most commonly used in selection of in-school administrators is contrary to much

research that suggested the best selection process is one that used a multitude of

techniques. Effective planning for recruitment and selection of in-school

administrators is the key step to any process. All communication and information

concerning candidates for recruitment or selection should be contained in one

department or person through the function of the HRP office. Recruitment and

selection procedures should be realistic, written in policy, and implemented.

Multiple and varied weighted selection techniques should be utilized in the

selection of in-school administrators. If the selection process is well handled and

managed professionally, the person who did get selected realizes that he or she

has been put through a rigorous process, is proud of deserving the job, is eager to

live up to the new challenges, and feels special and valued by the organization,

even before coming on board. Additionally, an effective recruitment and selection

procedure produces positive feelings in the selection. By recruiting widely and

correctly, obtaining the qualified people to apply for management or

administrative positions, and selecting methodically, chances of having better,

more effective leaders in critical leadership positions are increased.

 CONTENT

 INTRODUCTION

 OBJECTIVES OF THE PROJECT

 SCOPE & IMPORTANCE

 LITERATURE REVIEW

 COMPANY PROFILE – JUBILANT ORGANOSYS LTD.

 RESEARCH METHODOLOGY

 DATA ANALYSIS & INTERPRETATION

 FINDINGS

 CONCLUSION

 SUGGESTIONS

 LIMITATIONS

 BIBLIOGRAPHY

 ANNEXURE

QUESTIONNAIRE
 STATEMENT TO THE PROBLEM

Decisions about hiring and classifying applicants are based on expectations

or predictions about their future work behaviors. When a company needs to

recruit new staff or make promotion decisions about employees, there are various

methods of assessments at its disposal. Personal selection and assessment

activities are integral parts of organizational life. There is more pressure now on

organizations and HR managers to fill vacant positions quickly and with the most

appropriate individuals. Whatever selection procedure is used, it should yield the

right type of information and lead to correct decisions being made. The statement

for the problem of the proposed study are as follows: “Recruitment and

Selection Process in Jubilant Organosys Ltd.”

 INTRODUCTION

Recruitment is a process to discover the sources of manpower to meet the

requirements of the staking schedule and to employ effective measures for

attracting that manpower in adequate numbers to facilitate effective selection of

an efficient working force. Recruitment is a process of searching for prospective

employees and stimulating and encouraging them to apply for jobs in an

organization. This project report is prepared for the partial fulfillment of the

award of degree of ‘Master of business administration’. The main aim of this

project report is to study the HR techniques for the recruitment and selection

procedure in Jubilant Organosys Ltd. Basically there are 2 sources of recruitment

Internal and External sources. Transfers and promotion is the category of the

internal recruitment internal recruitment promotes greater loyalty and moral

among the employees. External recruitment is mainly based on the campus

selection process factory gate living is an important source of external recruitment

by planning a notice on the notice board of the enterprise specifying the details of

the job available. Personal selection and assessment activities are integral parts of

organizational life. There is more pressure now on organizations and HR

managers to fill vacant positions quickly and with the most appropriate

individuals. Decisions about hiring and classifying applicants are based on

expectations or predictions about their future work behaviors. When a company

needs to recruit new staff or make promotion decisions about employees, there

are various methods of assessments at its disposal. Whatever selection procedure

is used, it should yield the right type of information and lead to correct decisions

being made.

HRP helps determine the number and type of people an organization needs.

Job analysis and job design specify the tasks and duties of jobs and the

qualifications expected from jobholders. The next logical step is to hire the right

number of people of the right type to fill the jobs. Hiring involves two broad

groups of activities: (i) recruitment and (ii) selection. Recruitment is discussed in

this chapter. The next chapter deals with selection.

Before coming to details of recruitment, it is useful to not that hiring.,

contrary to popular perception, is an ongoing process and not confined to the

formative stages of an organization. Employees leave the organization in search

of greener pastures- some retire and some die in the saddle. More importantly, an

enterprise grows, diversifies, takes over other units- all necessitating hiring of

new men and women. In fact, the hiring function stops only when the

organization ceases to exist.

 OBJECTIVES OF THE PROJECT

 To study of the procedure of recruitment process of executive in Jubilant

Organosys Ltd.

 To study all those factor which attract to apply the organization.

 To study the concept of Recruitment process.

 To find out the awareness of selection procedure of the organization.

 To study the satisfaction level with the selection procedure.

 SCOPE & IMPORTANCE

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

visibly under qualified or overqualified job applicants.

• Help reduce the probability that job applicants once recruited and selected

will leave the organization only after a short period of time.

• Meet the organizations legal and social obligations regarding the

composition of its workforce.

• Begin identifying and preparing potential job applicants who will be

appropriate candidates.

• Increase organization and individual effectiveness of various recruiting

techniques and sources for all types of job applicants.

 LITERATURE REVIEW

Recruitment is the process of finding and attracting capable applicants for

employment. The process begins when new recruits are sought and ends when

their applicants are submitted. The result is a pool of applicants from which new

employees are selected. In simple terms, recruitment is understood as the process

of searching for and obtaining applicants for jobs, from among whom the right

people can be selected. A formal definition of recruitment is. Though,

theoretically recruitment process is said to end with the receipt of applications, in

practice the activity extends to the screening of applications so as to eliminate

those who are not qualified for the job.

Recruitment represents the first contact that a company makes with

potential employees. It is through recruitment that many individuals will come to

know a company, and eventually decide whether they wish to work for it. A well-

planned and well-managed recruiting effort will result in high-quality applicants,

whereas, a haphazard and piecemeal effort will result in mediocre ones. High-

quality employees cannot be selected when better candidates do not know of job

openings, are not intereseted in working for the company, and do not apply. The

recruitment process should inform qualified individuals about employment

opportunities, create a positive image of the company, provide enough

information about the jobs so that applicants can make comparisons with their

qualifications and interests, and generate enthusiams among the best candidates

so that they will apply for the vacant positions. The negative consequences of a

poor recruitment process speak volumes about its role in an organization. The

failure to generate an adequate number of reasonably qualified applicants can

prove costly in several ways. It can greatly complicate the selection process and

may result in lowering of selection standards. The poor quality of selection means

extra cost of training and supervision, Furthermore, when recruitments fails to

meet organizational needs for talent, a typical response is to raise entry-level pay

scales. This can distort traditional wage and salary relationships in the
4
organization., resulting in avoidable consequences. Thus, the effectiveness of

the recruitment process can play a major role in determining the resources that

must be expended on other HR activities and their ultimate success.

PURPOSES AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially

qualified job candidates, specifically, the purposes are to:

1. Determine the present and future requirements of the organization in

conjunction with its personnel-planning and job-analysis activities.

2. Increase the pool of job candidates at minimum cost.

 3. Help increase the success rate of the selection process by reducing the

number of visibly, underqualified job applicants.

4. Help reduce the probability that job applicants, once recruited and

selected, will leave the organization only after a short period of time.

5. Meet the organisation’s legal and social obligations regarding the

composition of its work force.

6. Begin identifying and preparing potential job applicants who will be

appropriate candidates.

7. Increase organizational and individual effectiveness in the short term and

long term.

8. Evaluate the effectiveness of various recruiting techniques and sources for

all types of job applicants.

External Factors

Of particular importance is the supply and demand of specific skills in the

labour market. If the demand for a particular skill is high relative to the supply, an

extraordinary recruiting effort may be needed. For instance, the demand for

programmers and financial analysis is likely to be higher than their supply, as

opposed to the demand-supply relationship for non-technical employees.

Labour-market conditions in a local area are of primary importance in

recruiting for most non-managerial, supervisory and middle-management

positions.5 However, so far as recruitment for executive and professional

positions are concered, conditions of all India market are important. When the

unemployment rate in a given area is high, the company’s recruitment process

may be simpler. The number of unsolicited applicants is usually greater, and the

increased size of the labour pool provides better opportunities for attracting

qualified applicants. On the other hand, as the unemployment rate drops,

recruiting efforts must be increased and new sources explored. Another external

factor is political and legal considerations. Reservation of jobs for SCs, Sts,

minorities and other backwards classes (OBCs) is a political decision. There is a

strong case for giving preference to people hailing from less-advantaged sections

of the society. Reservation has been accepted as inevitable by all sections of the

society. The Supreme Court also has agreed upon 50 per cent reservation of seats

and jobs.

As was stated we have central and state acts dealing with labour. They

cover working conditions, compensation, retirement benefits, and safety and

health of employees in industrial establishments. There are acts which deal with

recruitment and selection. Child Labour (Prohibition and Regulation) Act, 1986,

for instance, prohibits employment of children in certain employments, and seeks

to regulate their working conditions in certain employments. Similarly, we have

the Employment Exchange (Compulsory Notification of Vacancies) Act, 1959,

which mandates that employers (Industrial establishments employing 25 workers

each and above) must notify the vacant positions to the employment exchanges.

The Apprentices Act, 1961, the Inter-State Migrant Workmen (Regulation of

Employment and Conditions of Service) Act, 1979, the Factories Act, 1948, and

the Mines Act, 1952, also deals with recruitment. Above all these, we have the

Constitution, which prohibits discrimination in matters of employment and also

provides for protective discrimination to the less-privileged sections of the

society. Preferences to sons of the soil is another political factor. Political leaders

clamour that preference must be given to the people of their respective states in

matters of employment.

The company’s image also matters in attracting large number of job

seekers. Blue chip companies attract large number of applications. Often, it is not

the pany that matters in attracting qualified prospective employees.

Internal Factors

The above are some of the external forces influencing the recruitment

function of an organization. I addition to these are certain internal forces which

deserve consideration while recruiting personnel.

One such internal factor is the recruiting policy of the organization. Most

organizations have a policy on recruiting internally (from own employees) or

externally (from outside the organization). Generally, the policy is to prefer

internal sourcing, as own employees know the company well and can recommend

candidates who fit the organisation’s culture.

Another related policy is to have temporary and part-time employees. An

organization hiring temporary and part-time employees is in a less advantageous

position in attracting sufficient applications.

in multinational corporations (MNCs), there is the policy relating to the

recruitment of local citizens. MNCs operating in our country prefer local citizens

as they can understand local language, customs and business practices better.

A major internal factor that can determine the success of the recruiting

programmes is whether or not the company engages in HRP. In most cases, a

company cannot attract prospective employees in sufficient numbers and with

required skills overnight. It takes time to examine the alternatives regarding the

appropriate sources of recruits and the most productive methods for obtaiing

them. Once the best alternatives have been identified, recruiting plans may be

made. Effective HRP greatly facilitates the recruiting efforts.

Size is another internal factor having its influence on the recruitment

process. An organization with one hundred thousand employees will find

recruiting less problematic than an organisation with just one hundred employees.

Cost of recruiting is yet another internal factor that has to be considered.

Recruiting costs are calculated per new hire and the figure is considerable now-a-
days. Recruits must, therefore, operate within budgets, Careful HRP and

forethought by recruits can minimize recruitment costs. One cost –saving

measure, for instance, is recruiting for multiple job openings simultaneously. The

best solution is to use proactive personnel practices to reduce employee turnover,

thus, minimizing the need for recruiting. Evaluation the quality, quantity and

costs of recruitment helps ensure that it is efficient and cost-effective.

SELECTION

Selection is the process of picking individuals (out of the pool of job

applicants) with requisite qualifications and competence to fill jobs in the

organization. A formal definition of selection is

It is the process of differentiating between applicants in order to identify

(and hire) those with a greater likelihood of success in a job.

Although, some selection methods can be used within an organization for

promotion or transfer, this chapter focuses on selecting applicants from outside

the organization.

Recruitment and selection are the two crucial steps in the HR process and

are often used interchangeably. There is, however, a fine distinction between the

two steps. While recruitment refers to the process of identifying and encouraging

prospective employees to apply for jobs, selection is concerned with picking the

right candidates from a pool of applicants. Recruitment is said to be positive in its

approach as it seeks to attract as many candidates possible. Selections, on the

other hand, is negative in its application inasmuch as it seeks to eliminate as

many unqualified applicants as many unqualified applicants as possible in order

to identify the right candidates.

ROLE OF SELECTION
The role of selection is an organisation’s effectiveness is crucial for at least, two

reasons. First, work performance depends on individuals. The best way to

improve performance is to hire people who have the competence and the

willingness to work. Arguing from the employee’s viewpoint, poor or

inappropriate choice can be demoralizing to the individual concerned (who finds

himself or herself in the wrong job) and de-motivating to the rest of the work

force. Effective selection, therefore, assumes greater relevance.

Second, cost incurred in recruiting and hiring personnel speaks volumes

about the role of selection. Here is one instance to prove how expensive

recruitment has become. Pepsi had gone on a crash recruitment drive. Six people

from the company took over the entire Oberoi Business Centre in Bombay for six

days: 3000 application in the response to an advertisement issued were scanned;

applicants were asked to respond by fax within 100 hours; finally, the short listed

persons were flown in the US, it is much more expensive. The cost of searching

for any training a gop-level executive may run into $2,25,000.

As was pointed out in the previous chapter, consultants charge fees ranging

from 20 to 50 percent of the first year’s salary of an employee selected. Assuming

a manager is assured of a compensation of Rs 2 Lakh per annum the retainer’s fee

works out to be Rs. 40,000 to Rs. 1,00,000.

 Costs of wrong selection are much greater. Figure 7.1 shows four possible

outcomes of a selection decision. Two of these-‘true positive’ (‘high hit’) and

‘true negative’ (‘low hit’)-are right selections decisions. The other two outcomes

represent selection errors. In the ‘false positive error’, a decision is made to hire

an applicant based on predicted success, but failure results. In ‘false negative

error’, an applicant who would have succeeded is rejected based on predictions of

failure. In either case, selectors will have erred. They may remember that the

selection successes will be written in sand and failures in stone.

An organization with a false positive error incurs three types of costs. The

first type is incurred while the person is employed. This can be the result of

production or profit losses, damaged company reputations, accidents due to

negligence, absenteeism, and the like. The second type of costs is associated with

the training, transfer or terminating the services of the employee. Costs of

replacing an employee with a fresh one – costs of hiring, training and

replacement-constitute the third type of costs. Generally, the more important the

job, the greater the cost of the selection error.

In the case of false negative error, an applicant who could have succeeded

is rejected because of predicted failure. Most false negative errors go unnoticed

except when the applicants to a reserved category and files a discrimination

charge. Costs associated with this type of error are generally difficult to estimate.
 A careful selection will help an organization avoid costs associated with

both false positive errors as will as false negative error.

SELECTION PROCESS

Selection is a long process, commencing form the preliminary interview of

the applicants and ending with the contract of employment. Figure 7.2 shows a

generalized selection process. In practice, the process differs among organizations

and between two different job within the same organization. Selection procedure

for senor manager will be long-drown and rigorous, but is simple and short while

hiring shop-floor workers.

Employment Interview

The next step in the selection process is employment interview. An

interview is conducted at the beginning and at the end of the selection process.

The emphasis here is on the latter.

Interview is a formal, in-depth conversation conducted to evaluate the

applicant’s acceptability. It is considered to be an excellent selection device. Its

popularity from its flexibility. Interview can be adapted to unskilled, skilled,

managerial and professional employees. It allows a two-way exchange of

information, the interviewers learn about the applicant, and the applicant learns

about the employer.

SELECTION DECISION

After obtaining information through the preceding steps, selection

decision- the most critical of all the steps-must be made. The other stages in the

selection process have been used to narrow the number of candidates. The final

decision has to be made from the pool of individuals who pass the tests,

interviews and reference checks.

The views of the line manager will be generally considered in the final

selection because it is he/she who is responsible for the performance of the new

employee. The HR manager plays a crucial role in the final selection.

Physical Examination

After the selection decision and before the job offer is made, the candidate

is required to under go a physical fitness test. A job offer is, often, contingent

upon the candidate being declared fir after the physical examination. The results

of the medical fitness test are recorded in a statement and are preserved in the

personnel records. There are several objectives behind a physical test. Obviously,

one reason for a physical test is to detect if the individual carries any infectious

diseases. Secondly, the test assists in determining whether an applicant is

physically fit to perform the work. Third, the physical examination information

may be used to determine if there are certain physical capabilities which

differentiate successful and less successful employees. Fourth, medical check-up

protects applicants with health defects from undertaking work that could be

detrimental to themselves or might otherwise endanger the employer’s property.

Finally, such an examination will protect the employer from workers’

compensation claims that are not valid because the injuries or illnesses were

present when the employee was hired.

JOB OFFER

The next step in the selection process is job offer to those applicants who

have crossed all the previous hurdles. Job offer is made through a letter of

appointment. Such a letter generally contains a date by which the appointee must

report on duty. The appointee must be given reasonable time for reporting. This is

particularly necessary when he or she is already in employment, in which case the

appointee is required to obtain a relieving certificate from the previous employer.

Again, a new job may require movement to another city which means

considerable preparation and movement of property.

BARRIERS TO EFFECTIVE SELECTION

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 effectiveness of selection are perception, fairness,

validity, reliability and pressure.

NEW METHODS OF SELECTION

In recent years, new methods of selection have been found out by HR

specialists. These approaches are deemed to be alternatives to the traditional

methods of selection.

Two interesting alternatives are participative selection and employee

leasing. Participative selection means that subordinates participate in the

selection of their co-workers and supervisors. The idea is that such participation

will improve quality, increase support for the selected supervisor and co-workers,

and improve employee morale. In employee leasing, the client company leases

employees from a third party, not on temporary basis, but rather are leased as full-

time, long-term help. An interesting feature of this method is that the client

company need not perform such personnel activities as hiring, compensation or

record keeping. Employees already working elsewhere are leased. They are not

directly employed by the company where they are working. The advantages of
employee leasing are significant. The client is relieved of many administrative

burdens, as well as the need to employ specialized personnel employees. Further,

employees not recruited by one client are sent to another client company for

employment.

ORIENTATION

Orientation, also called induction, is designed to provide a new employee

with the information he or she needs to function comfortably and effectively in

the organization. A formal definition of orientation is .. . is planned introduction

of employees to their jobs, their co-workers and the organization."

Typically, orientation conveys three types of information- (i) general

information about the daily work routine; (ii) a review of the organization’s

history, founding fathers, objectives, operations and products or services, as well

as how the employee's job contributes to the organization’s needs; and (iii) a

detailed presentation, perhaps, in a brochure, of the organization’s policies, work

rules and employee benefits. Table 8.1 shows topics covered in orientation

programmes.
 COMPANY PROFILE

Jubilant Organosy Limited, is an integrated Pharmaceutical & Life

Sciences company . As India's largest Custom Research and Manufacturing

Services (CRAMS) player and a leading Drug Discovery and Development

Solutions provider out of India.

It is constantly engaged in delivering value to its global customers through

innovative technologies, products and services. Jubilant through its various

subsidiaries in India and overseas is constantly endeavouring to contribute

towards meeting the unmet medical needs and bringing down the healthcare costs

globally.
 Jubilant Organosys is an integrated pharmaceutical and life sciences

company. It is the largest Custom Research and Manufacturing

Services(CRAMS) player and a leading Drug Discovery and Development

Solution (DDDS) provider out of India.

The Company has successfully positioned itself as a preferred partner for

leading global pharma & life sciences companies and has the capability to deliver

products and services across the pharma value chain. Jubilant has geographically

diversified manufacturing facilities at ten locations worldwide. Together, these

help the Company cater to its customers in over 65 countries.

 Jubilant Organosys Limited, an integrated pharmaceutical industry player,

is the largest Custom Research and Manufacturing Services (CRAMS) Company

and one of the leading Drug Discovery and Development Solutions (DDDS)

Companies from India. It is successfully positioned as "an outsourcing partner of

choice" to global life sciences companies. Leveraging its focus on innovation and

customer satisfaction the Company serves its customers in over 65 countries

around the world.

The Company headquartered in India, has a presence across the

pharmaceuticals value chain and offers products and services ranging from Life

Sciences chemicals, Advance Intermediates & Fine Chemicals, Active

Pharmaceutical Ingredients, Sterile Injectables, Generic Dosage Forms, Specialty

Pharmaceuticals, to Drug Discovery, Medicinal Chemistry, Clinical Research

services and Healthcare.

Financials

The Company's consolidated sales for FY 2010 were at Rs. 37,812 million,

recording a growth of 8% and PAT at Rs. 4,214 million, growth of 49%.

EBITDA was at Rs. 8,260 million, which grew by 34 % compared to last year.

Pharma and Life Sciences Products & Services (PLSPS), is a major building

block of the Company constituting 89% of the overall business. This business

constitutes 2 key segments, Life Science Products(73%) and Pharmaceutical

Services(27%). Life Science Products segment is the growth driver of the

business with over 70% share of the PLSPS revenue and over the years

company's PLSPS business has gained momentum and has successfully

developed global delivery capabilities in key products.

Jubilant delivers products and services to the global life sciences industry by

leveraging its R&D expertise, knowledge driven operations and global scale

manufacturing capacities.

As Partner of choice, Jubilant brings in added value such as Innovation,

Continuous Improvement, Financial Strength, Quality of Operations and Long

Term Sustainability.
The Company offers products & services across the pharmaceutical value chain

such as Advance Intermediates, Custom Synthesis (Kilo to ton quantities),

Proprietary Products (150 products for more than 229 API and 17 Agro

chemicals), Active Pharmaceutical Ingredients, Generic Dosage Forms, Contract

Manufacturing of Sterile Injectables (liquids and lyophilized), Non-Sterile

Products (ointments, creams and liquid), Radiopharmaceuticals, Allergenic

Products and manufacturing of Healthcare.

The Company provides Drug Discovery & Development Solutions comprising

research services ranging from various aspects of discovery including Biology,

Medicinal Chemistry, Structural Biology, Pharmacology, Molecular Modelling,

ADME, Toxicology; Drug Development Services including preclinical to phase I-

IV, BA/BE/PK studies, Clinical Data Management to Biostatistics.

Others

The other business offerings are the key Agricultural Products like Crop Nutrition

Protection & Growth Regulators and Performance Polymers comprising range of

consumer products like adhesives, wood finishes, application polymers like

emulsion polymers, food polymers and latex such as vinyl pyridine, SBR and

NBR latex.
 Jubilant symbolizes positivity, dynamism, triumph and joy, all of which

guide and shape the Group’s collective experiences and efforts. Jubilant will

always care for human needs, share its expertise to provide a better life and help

upgrade the stakeholders’ standard of living and sustainable growth by

dynamizing the value chain within the Group.

Our vision is to be amongst the top 10 most admired companies to work

for. We want to maintain our leadership position in our chosen area of business in

India and to establish it globally. We will endeavour to create new opportunities

for growth in our strategic businesses which give a 10 points higher rate of return

than the cost of capital.

Our values determine our business path. Combined with our Promise and

Vision, these values have determined what we have achieved and they continue to

guide our future.

OUR VISION

OUR PROMISE
OUR VALUES

We will carefully select, We stretch ourselves to be cost

train and develop our effective and efficient in all
people to be creative, aspects of our operations and
empower them to take focus on flawless delivery to
decisions, so that they create and provide the best
respond to all customers value to our customers
with agility, confidence
and teamwork

By sharing our With utmost care for the

knowledge and learning environment and safety, we
from each other and from will always strive to excel in
the markets we serve, we the quality of our processes, our
will continue to surprise products and our services
our customers with
innovative solutions
Global Footprint

Jubilant employs ~ 6000 people across the globe including

1500 people outside India. The Company has offices in

USA, Canada, Europe, China and Japan besides India with

international subsidiaries in USA, Canada and Belgium.

Jubilant Organosys key subsidiary companies in India include Jubilant Biosys

Ltd, for discovery informatics and drug discovery services; Jubilant Chemsys Ltd

for medicinal chemistry; Clinsys Clinical Research Ltd for clinical research and

bio availability / bio equivalence studies; Jubilant First Trust Healthcare Ltd for

high quality healthcare services.

The Companies key international subsidiaries are Draxis Specialty

Pharmaceuticals Inc., Canada offering sterile products, non-sterile products &

radiopharmaceuticals and is a US FDA approved manufacturing facility.

HollisterStier Laboratories, LLC, USA is a leading contract manufacturer of

Sterile Injectables vials, Lyophilization products & Allergenic Extracts and is a

US FDA approved manufacturing facility

Cadista Pharmaceuticals, Inc., USA is a dosage forms manufacturing facility and

approved by US FDA. Clinsys Clinical Research, Inc., USA is a full service

clinical research organization providing clinical research, clinical data

management, biostatistics, QA / regulatory and contract staffing services.

Jubilant Pharmaceuticals NV, Belgium provides regulatory affairs services and

undertakes development and supply of formulations to European customers.

Global Manufacturing

Jubilant Organosys has 11 geographically diversified manufacturing facilities in

India, USA & Canada. These facilities are GMP and GLP compliant and have

ISO 9001:2000, ISO 14001 & ISO 18001 accreditation. The plants are also

approved by the relevant international regulatory authorities.

Over the last few years Jubilant has successfully integrated R&D, technology and

engineering capabilities and with implementation of Lean Six Sigma for

continuous improvement and cost management, the Company offers its customers

the best in class products and services.

Research & Development

Jubilant is an integrated life sciences company that leverages its R&D expertise to

capture market opportunities. The team of ~1200 scientist spread across the drug

discovery centre and multiple R&D centre are engaged in path breaking

innovative research as well as developing new process and products for diverse

industries. Our scientists work closely with our marketing teams and customers to

understand their needs better. The Company has introduced over 150 products in

the last five years.

Sustainability

Jubilant's commitment to sustainability is reflected in its triple bottom approach

across Economic, Environment and Social streams, which has won many

accolades for the company from its customers and international organisations.

The Company voluntarily publishes Sustainability Report as per GRI Guidelines

and has been rated A+ since 2007 every year.

Way Forward

Jubilant has consistently delivered good performance across all businesses.

It is now sharpening its focus on pharma & life sciences and is scaling up its

capabilities to strengthen its global presence as an integrated pharma & life

sciences company.

2010 Board approves scheme of amalgamation & demerger

Strengthens global leadership position in vitamin B3
2009 Inauguration of Jubilant Kalpataru hospital at Barasat,
KOLKATA,
Extend drug discovery collaboration with Lilly on successful
delivery of pre-clinical candidates
Enter into drug discovery joint venture with UAB and Southern
Research in the US
Intent to enter global research and drug development partnership
with Duke University
To work with Endo Pharmaceuticals on drug development
Enters Research collaboration with AstraZeneca research
collaboration to provide AstraZeneca with new preclinical drug
candidates
DRAXIMAGE’S generic Sestamibi approved for launch in the
USA, exclusive distribution agreement signed with GE healthcare.

Ink Hybrid and integrated Drug discovery collaboration with

Orion
Receives approval for Sestamibi in Canada
New partnership in drug discovery with Bioleap
2008 Drug Discovery partnership with Amgen Inc, USA
Jubilant Organosys and Lilly to Form Drug Development Joint
Venture, Indian J.V. expands companies drug discovery and
development collaboration
Augments Clinsys Clinical Research® through acquisition of
TrialStat ClinicalAnalytics®, an EDC platform
Acquires DRAXIS Specialty Pharmaceuticals, Inc. Canada, a
contract manufacturer of sterile & non-sterile products and
radiopharmaceuticals
Acquires Speciality Molecules Pvt. Ltd. Engaged in the
manufacturing of Fine Chemicals used by Life Science Industry
including pharma, agro & cosmetic industry
2007 Acquires Hollister Stier Laboratories in USA, a contract
manufacturer of Sterile injectable vials and allergenic extracts.
2005 Acquired pharmaceutical company in USA involved in off patent
drug development and supply, and owns US FDA approved
manufacturing facility for solid dosage forms.
Acquires full service Clinical Research Organization in USA
involved in providing clinical research services, data management,
biostatistics and contract staffing.
Acquires Target Research Associates, Inc., renamed Clinsys Inc.;
a US based Clinical Research Organisation (CRO)
Acquires Trinity Laboratories, Inc. and its wholly owned
subsidiary, Trigen Laboratories, Inc., renamed Jubilant
Pharmaceuticals, Inc., a generic pharmaceutical company in USA
having a US FDA approved formulations manufacturing facility
Enters Clinsys Clinical Research Ltd. business by setting up
 wholly owned subsidiary Jubilant Clinsys Ltd.
2004 Enters the medicinal chemistry arena by setting up Jubilant
Chemsys.
Set up a Contract Clinical Research Organization named Jubilant
Clinsys to conduct bioavailability, bioequivalence,
pharmacokinetic and phase 1 studies.
Sets up medicinal chemistry services business through wholly
owned subsidiary Jubilant Chemsys Ltd.
Enters formulations and regulatory affairs businesses by acquiring
Pharmaceuticals Services Incorporated, N.V. and PSI Supply
N.V., the pharmaceutical companies in Europe.
2003 Sets up a new state-of-the-art Research & Development Centre in
Noida, near New Delhi equipped with all latest scientific
instruments.
2002 Acquires the Active Pharmaceutical Ingredients business
2001 New corporate identity: Jubilant Organosys Ltd. reflecting
changed corporate and business profile.
2000 Enters the Bio / chemo informatics arena by setting up Jubilant
Biosys Ltd.
1998 Enters high value-added Pyridine derivates. Commissions Pyridine
HBR and Cyano Pyridine plants.
Forms marketing subsidiary in the USA.
Acquires acetyl plant in western India.
1997 Commissions first Multi-purpose fine chemicals plant. Plant for
food polymer commissioned.
1995 Gets ISO 9001 certification.
1990 Commissions Pyridine & Picoline plant.
1988 Launches its first branded product: Vamicol, an adhesive product.
1987 Introduces new products in Performance Chemicals segments:
Poly vinyl acetate emulsion for paint, textile, paper & packaging
 and woodworking industry.
1985 Research & Development center gets recognition from
Government of India.
1983 Commercial production of Vinyl Acetate Monomer (VAM).
1981 Initial Public Offering. Listing on leading stock exchanges of
India.
1978 Incorporated as Vam Organic Chemicals Ltd.

Shyam S Bhartia Hari S Bhartia

Chairman & Managing Co-Chairman & Managing

Director Director

Dr. J M Khanna S Bang

Executive Director & Executive Director -

President - Life Manufacturing & Supply
Sciences Chain

Surendra Singh H K Khan

Director Director

Abhay Havaldar Arabinda Ray

Director Director

Dr. Naresh Trehan Dr. Inder Mohan Verma

Director Director

Shardul S Shroff

Director
 Jubilant's rapid progress across all corporate aspects has consistently been

acknowledged by various industry bodies, government and non-government

agencies in the form of awards and certifications.

2010 ET – IMEA 2009 Platinum Award by Frost & Sullivan, in the

Pharmaceutical category for the API facility at Nanjangud

Best CFO (FMCG, Health and Retail Sector) to Mr. R. Sankaraiah

by Institute of Chartered Accountants of India in January, 2010

2009 NDTV Profit Business Leader of the Year 2009 as the Best

Pharmaceutical Company

PHD Chamber Annual Excellence Award 2009 - for Good

Corporate Citizen

Acharya PC Ray Award for Development of Indigenous

Technology- for 4DMAP

Industry Excellence Award 2009 from Institute of Engineers India,

Kolkata

Frost and Sullivan – India Excellence in Healthcare Award as the

 Best Contract Research Manufacturing Organization of the Year

Bio-Services Company of the Year Award for Jubilant Biosys by

BioSpectrum Magazine

BioSpectrum- Person of the Year Award conferred upon Mr Hari S

Bhartia, Co-Chairman & Managing Director, Jubilant Organosys

Best performing CFO of the year for the pharma sector to Mr R

Sankaraiah by CNBC-TV18

Corporate Excellence Award as the Best Pharma Company from

the Amity University

2008 Golden Peacock Global award for CSR Reporting

Golden Peacock Global award for CSR

Featured in the Top 10 company of India in Standard and Poor’s in

Environment, Social and Governance (ESG) index

2007 GOLDEN PEACOCK GLOBAL AWARD" for Excellence in

Corporate Governance for the year 2006-07.This award is in

recognition of Jubilant having imbibed best corporate governance

practices

I "A+" rating by Global Reporting Initiative (GRI), an International

Agency developing Sustainability Reporting Guidelines for

Corporate Sustainability Report

This is the highest rating as awarded by GRI. With this, Jubilant

 has become the 'First Company in the Global Pharmaceutical

Sector' to be rated "A+" by Global Reporting

Featured in the IFC document as one of the four company who

have successfully integrated sustainability in business

Invited to International meet in Moscow for presenting the only

case study from India on Public Private Partnership (PPP) model

(DOTs centre for TB treatment at Gajraula.)

Jubilant Sustainability Report 2007 short listed for Reader’s Choice

award from 800 reports Globally.

Certificate of Commendation from CII for its Sustainability

performance

Finalist at the Bombay Stock Exchange award for CSR

Finalist at the National Golden Peacock award for CSR

2006 Selected as one of the top 25 companies for Institute of Company

Secretaries of India National Award for Excellence in Corporate

Governance

Finalist in Golden Peacock Award for Excellence in Corporate

Governance
2005 Golden Peacock Award for Corporate Social Responsibility
2004 Golden Peacock Award for innovation management from Institute

of Directors

Best implemented 6 Sigma initiatives by CII

 Acharya P C Ray Award for Development of Indigenous

Technology

Figured in Forbes Top 100 list of companies under $1 billion in the

Asia Pacific & European regions

Received National Energy Conservation Award from Government

of India in five out of last six years.

2003 Golden Peacock award for Innovation Management

The Greentech Foundation Award for Environment Excellence

The Energy Conservation Award (Chemical sector) from the

Government of India for the Gajraula unit

Best Managed Manufacturing Plant for Single super phosphate by

FAI

Top 5 Best Managed Workforce in India - Hewitt Award

The DSIR Award for Innovation in Chemicals & Allied Industries.

 The Jubilant Bhartia Group embarked on a journey to create leadership in

its chosen areas of business over two decades ago. The Group has a strong

presence in Pharma, life sciences and healthcare sector through its flagship

company Jubilant Organosys and has the fastest growing Dominos pizza chain in

India through Jubilant FoodWorks. The group is a leading Indian private sector

player in oil and gas exploration and production business through Jubilant

Energy. Through a clutch of independent Companies the group has a significant

presence in Retail segment including Hypermarkets and Automobiles. The Group

also offers a wide range of marketing and technical services for international

companies in the area of aviation, oil & gas services and power and infrastructure

services.

Jubilant identified the increased globalization of Indian economy and its

first alignment with international economic trends, adapted these changes and

spread its wings to the outer world and moved away from being industry oriented

to sharing knowledge. Headquartered in India the group has built strong business
in North America with significant investments over the last decade. Through it

various entities the group is engaged in business in over 60 countries across the

world.

The four core segments of Jubilant Bhartia Group are:

Pharmaceutical, Life sciences and Healthcare

Jubilant Organosys Limited is an integrated pharmaceuticals and Life Sciences

Company. . It is the largest Custom Research and Manufacturing Services player

and one of the leading drug discovery and development solution provider from

India It is well positioned as an outsourcing partner for the global pharma and life

sciences companies.

Oil and Gas Exploration and Production

Jubilant Energy is one of the leading companies in private sector engaged in Oil

& Gas exploration and production (E&P) in India and overseas. It has

collaborations with leading global companies and currently operates 12 blocks - 8

in India, 3 in Yemen and 1 in Australia.

Food & Retail

Jubilant FoodWorks Limited holds the Master Franchisee Rights for the

Domino's Pizza, for India, Nepal, Sri Lanka and Bangladesh. The company has

been listed on the Indian Bourses recently and is the fastest growing dominos

pizza country in the world with 300 stores in India.

The brand, Domino's Pizza, was founded in the US in 1960 by Thomas and James

Monaghan. Since then, it has grown into a global network of 9000 pizza stores in

more than 60 countries around the world.

Jubilant is present in two formats in retail: hypermarkets (Total) and

supermarkets.

Jubilant Retail is a Bangalore-based retail chain running state-of-the-art

hypermarkets and malls. Its hypermarket branded as 'Total' is designed on the

lines of international shopping malls and is a single-point food store carrying

packaged, processed as well as fresh food and beverage items. It also stocks non-

food items like apparel, sports goods, bed and linen, furniture, etc.

Jubilant Motorworks, the Group through Jubilant Motors is engaged in sales

and servicing of Audi Cars through state of art showrooms in Bangalore and

Chennai. Audi has been well recognised globally as a manufacturer of high-

quality and innovative luxury cars, it is one of the world's leading premium

brands which is among the most admired car brands across the world. Audi has a

presence in over 110 countries and it set up shop in India in 2004.

Services
Jubilant Enpro, through its alliances with international companies, provides

business, marketing and technical support related to Oil & Gas services, Power &

Infrastructure services, and Aviation related services (sales/maintenance of

aircrafts & helicopters).

A shared vision and a common set of values bind all diverse businesses of the

Jubilant Group. So far, Jubilant has created a strong global presence in the

pharmaceutical and life sciences sectorand in the other areas the group is moving

ahead steadfastly gaining remarkable experience and growth. Over the years

Jubilant has successfully established itself as a partner of choice in an ever-

changing environment that presents both opportunities and challenges for its

various businesses. The focus on servicing customers and building partnerships to

create value has generated significant stakeholder return and aptly reflects the

group's promise of Caring, Sharing and Growing.

 Over the last three decades, Jubilant Organosys has emerged as an

integrated Pharmaceutical and Life Sciences Solution Provider offering products

& services to its customers across the globe.

Jubilant is the largest Custom Research and Manufacturing Services

(CRAMS) Company and one of the leading Drug Discovery and Development

Services (DDDS) Companies of India. The Company’s strategic focus is to

innovate, collaborate and accelerate the process of delivering products to the

market for its customers which has resulted in Jubilant being successfully

positioned as an outsourcing partner of choice.

The Pharma and Life Sciences business is the major building block of the

Company consisting of CRAMS, Pharmaceutical Products, Life Sciences

Chemicals, Nutritional Ingredients and Healthcare.

Under the Agri and Performance Polymers segment Jubilant offers

Agriculture Products like fertilizers & agrochemicals and Performance Polymers

comprises consumer products, application polymers, food polymers and latex

segments.

The Pharmaceuticals and Life Sciences Products and Services (PLSPS) is

the core business of Jubilant Organosys constituting over 65% of the Company’s

overall business currently. During the last ten years, this business has grown

almost 60 times, reflecting the Company’s dedicated focus on being an integrated

pharma and life sciences solution provider.

The Company holds the following global leadership positions:

• No. 1 in Pyridine and its derivatives

• No. 1 in Lutidines and Collidines

• No. 1 in API of Carbamazepine, Oxcarbazepine, Lamotrigene

• No. 2 in API of Citalopram and Risperidone

• No. 3 in Niacin & Niacinamide, Allergenic Extracts and Food Polymer,

Vinyl Pyridine La

• Leading North American immunotherapy and vaccine company

• Among leaders in CMO – sterile injectables in North America

Under PLSPS, Jubilant offers Life Sciences Products and Pharmaceutical

Services to life sciences and bio companies internationally. The Company is

largest Custom Research and Manufacturing Services (CRAMS) company out of

India.

Jubilant’s Value proposition to big pharma and biotech is:

• Providing high quality and low cost drug discovery and development services

for expanding pipeline of innovative products

• Offering products from pre- clinical to clinical, intermediate to finished

products at speedier, high quality lower cost

• Offering contract manufacturing services at substantially lower cost than their

internal cost with high quality and on time deliveries

• Providing complete life cycle management from pre to post patent expiry of

innovative products
The Pharmaceuticals and Life Sciences Products and Services (PLSPS) is the core

business of Jubilant Organosys constituting ~90% of the Company’s overall

business. During the last ten years, this business has grown almost 60 times,

reflecting the Company’s dedicated focus on being an integrated pharma and life

sciences solution provider.

The PLSPS business is segmented into:

Life Science Products (73% of PLSPS sales)

• Life Science Ingredients

• Generics

Pharmaceutical Services (27% of PLSPS sales)

• CMO of sterile & non sterile products

• Drug Discovery & Development Services

• Healthcare
 Jubilant First Trust Healthcare Limited, a subsidiary of Jubilant Organosys

Ltd, based in Kolkata, is driving the healthcare initiative of Jubilant in India.

The Company is committed to create an affordable, world class healthcare

delivery system for the middle and lower income-group people, living across

West Bengal, including the districts and villages. Jubilant First Trust Healthcare

Ltd, based at Kolkata, is driving the healthcare initiative of Jubilant Organosys.

To realize this mission, Jubilant First Trust Healthcare is in the process of

setting up an integrated network of Hub-and-spoke hospitals in the state. The

Company will create a total capacity of 1000 beds across 7 hospitals and 2

nursing schools/college .

The Company in December 2009 opened Jubilant Kalpataru Hospital – a

120-bed super-speciality hospital in Barasat, West Bengal.

The team of Full-time Doctors focuses on evidence-based medical practice,

modern technology, efficient and contemporary hospital design – all combine

with a transparent and caring environment; to deliver ‘world-class care at

affordable cost’. The spread of the network of hospitals and the

 innovations in delivery such as NightLine ensures access for a large population of

West Bengal, districts and villages.

Key facilities at Jubilant Kalpataru Hospital:

• 24 hrs Trauma and Critical care (ICU)

• Neonatal & Paediatric Critical Care Units; Neonatal & Paediatric Surgery

• High-risk Pregnancy Management

• Joint Replacement & Arthroscopic Surgery

• Advanced Laparoscopic Surgery, including Colo-rectal Surgery

• Burn Unit

• Speciality Medicine – Gastroenterology, Chest Medicine, Haematology

• Nephrology & Dialysis

• Speciality Surgery – Urology, Plastic & Microvascular

• Cleft Care Unit

Leading Jubilant Kalpataru is a team of five senior doctors, trained in UK

& USA, with over 15 years of experience, on their return from abroad. The

hospital also has a multi-disciplinary team of Full-time doctors in all major

specialties, who are resident in the hospital while on-call and available to lead

emergency care to patients – a feature that immensely creates confidence among

patients and improves the standard of care.

 The hospital uses cutting-edge technology in providing safe and effective

medical care, ethically and transparently. The entire effort is supported by a

motivated team of nurses, other Para-medical personnel and an efficient

managerial team.

At Jubilant First Trust Healthcare Limited, we are committed to best

patient care and have aligned the core values of our group, ‘Caring,

Sharing, Growing’ to our operating philosophy. All our facilities are run in

line and accordance with the triple bottom line approach - Economics,

Environment and Society.

The Company also manages – a 50-bed hospital, Rabindranath Thakur

Diagnostic & Medical Care Centre, under Public-Private-Partnership with the

Government of West Bengal at Berhampore, Murshidabad, about 200 kms from

Kolkata.

The Company is committed to create an affordable, world class healthcare

delivery system for the middle and lower income-group people, living across

West Bengal. We are confident that our healthcare initiative through Jubilant First

Trust Healthcare will provide a combination of professional, efficient, cutting-

edge technology based, international standard healthcare services model that will
bridge the significant gap in the healthcare delivery mechanism for the larger

section of the community.

Jubilant DDDS business offers integrated Services Platform across Target

Validation, Discovery, Pre-Clinical and Clinical Development.

Drug Discovery and Development at Jubilant is driven by the passion to

provide affordable drugs to the patients worldwide in the areas of unmet needs

.Jubilant scientists collaborate across technology and therapeutic platforms to

identify and validate novel small molecules and platforms that will enable first or

best in class healthcare efforts of our collaborators. High quality innovation is

supported by a robust and highly efficient R&D process that makes Jubilant the

preferred partner for many global pharmaceutical and biotech companies.

 With over 1000 highly skilled and experienced scientific and medical

personal spread across Bengaluru and Noida in India, Europe and the US, the

DDDS group leverages the capabilities in emerging markets for a global outcome,

accelerating the global drug development efforts.

 RESEARCH METHODOLOGY

DEFINITION OF RESEARCH

Research is defined as human activity based on intellectual application in

the investigation of matter. The primary purpose for applied research is

discovering, interpreting, and the development of methods and systems for the

advancement of human knowledge on a wide variety of scientific matters of our

world and the universe. Research can use the scientific method, but need not do

so.

TYPES OF RESEARCH

Qualitative research:- Qualitative research allows you to explore perceptions,

attitudes and motivations and to understand how they are formed. It provides

depth of information which can be used in its own right or to determine what

attributes will subsequently be measured in quantitative studies. Verbatim quotes

are used in reports to illustrate points and this brings the subject to life for the

reader. However, it relies heavily on the skills of the moderator, is inevitably

subjective and samples are small.

Quantitative research:- Quantitative research is descriptive and provides

hard data on the numbers of people exhibiting certain behaviours, attitudes, etc.
It provides information in breadth and allows you to sample large numbers of the

population.

It is, however, structured and does not yield the reasons behind behaviour or why

people hold certain attitudes. Techniques commonly used in HE/FE include

postal surveys (particularly appropriate in the case of student populations where

name and address information is available), telephone surveys (appropriate for

surveys of employers), on-line or web-based surveys (very cost-effective for

reaching audiences where e-mail penetration is high, such as students and

university/college staff) and mystery shopping (in this case to test quantifiable

aspects of the service).

RESEARCH DESIGN

Plan outlining how information is to be gathered for an assessment or

evaluation that includes identifying the data gathering method(s) , the instruments

to be used/created, how the instruments will be administered, and how the

information will be organized and analyzed.

TYPES OF RESEARCH DESIGN

1. Philosophical/discursive

This may cover a variety of approaches, but will draw primarily on existing

literature, rather than new empirical data. A discursive study could examine a
particular issue, perhaps from an alternative perspective (eg feminist).

Alternatively, it might put forward a particular argument or examine a

methodological issue.

2. Literature review

This may be an attempt to summarise or comment on what is already known

about a particular topic. By collecting different sources together, synthesising and

analysing critically, it essentially creates new knowledge or perspectives. There

are a number of different forms a literature review might take.

3. Case study

This will involve collecting empirical data, generally from only one or a small

number of cases. It usually provides rich detail about those cases, of a

predominantly qualitative nature. There are a number of different approaches to

case study work (eg ethnographic, hermeneutic, ethogenic, etc) and the principles

and methods followed should be made clear.

4. Survey

Where an empirical study involves collecting information from a larger number

of cases, perhaps using questionnaires, it is usually described as a survey.

Alternatively, a survey might make use of already available data, collected for

another purpose. A survey may be cross-sectional (data collected at one time) or

longitudinal (collected over a period). Because of the larger number of cases, a

survey will generally involve some quantitative analysis.

5. Evaluation

This might be an evaluation of a curriculum innovation or organisational change.

An evaluation can be formative (designed to inform the process of development)

or summative (to judge the effects). Often an evaluation will have elements of

both. If an evaluation relates to a situation in which the researcher is also a

participant it may be described as ‘action research’. Evaluations will often make

use of case study and survey methods and a summative evaluation will ideally

also use experimental methods.

6. Experiment

This involves the deliberate manipulation of an intervention in order to determine

its effects. The intervention might involve individual pupils, teachers, schools or

some other unit. Again, if the researcher is also a participant (e.g. a teacher) this

could be described as ‘action research’.

DATA COLLECTION

Data collection is a term used to describe a process of preparing and

collecting data - for example as part of a process improvement or similar project. A

method of data collection in which the situation of interest is watched and the

relevant facts, actions and behaviors are recorded.

PRIMARY DATA COLLECTION METHODS

In primary data collection, you collect the data yourself using methods such

as interviews and questionnaires. The key point here is that the data you collect is

unique to you and your research and, until you publish, no one else has access to

it.

SECONDARY DATA COLLECTION METHODS

All methods of data collection can supply quantitative data (numbers,

statistics or financial) or qualitative data (usually words or text). Quantitative data

may often be presented in tabular or graphical form. Secondary data is data that

has already been collected by someone else for a different purpose to yours.

SAMPLING PLAN

SAMPLE SIZE : 50

SAMPLING UNIT : Employees

SAMPLE PROCEDURE : ‘Simple Random Sampling’

SAMPLING METHOD : ‘Personal Interview’

HYPOTHESIS

A hypothesis consists either of a suggested explanation for an observable

phenomenon or of a reasoned proposal predicting a possible causal correlation

among multiple phenomena. The term derives from the Greek, hypotithenai

meaning "to put under" or "to suppose."

NULL HYPOTHESIS

The Null Hypothesis of this project report is that there is a positive

relationship between the effective recruitment process and performance of

employees.

ALTERNATE HYPOTHESIS

The Alternate Hypothesis of this project report is that there is a negative

relationship between the effective recruitment process and performance of

employees.
 DATA ANALYSIS AND INTERPRETATION

Q.1. Does the recruiting programme able to help the firm create more culturally

diverse work-force?

Table No. – 1

S.No. Options Percentage

1. Yes 92 %
2. No 2%
3. No Response 6%

Graph No. – 1

INTERPRETATION:-

 92% respondents have chosen the option yes

  2% respondents have chosen the option no and remaining

 6% respondents have chosen the option no response.

Q.2. Does the recruiting programme able to generate an adequate no. of

reasonably qualified applicants?

Table No. – 2
 S.No. Options Percentage
1. Yes 80 %
2. No 15 %
3. No Response 5%

Graph No. – 2

INTERPRETATION:-

 80% respondents have chosen the option yes.

 15% respondents have chosen the option no and remaining

 5% respondents have chosen the option no response.

Q.3. If yes, then do the selected candidates stay longer with the company?

Table No. – 3

S.No. Options Percentage

1. Yes 50%
 2. No 35%
3. No Response 15%

Graph No. – 3

INTERPRETATION:-

 50% respondents have chosen the option yes

 35% respondents have chosen the option no and remaining

 15% respondents have chosen the option no response.

Q.4. Does it help to reduce the probability that job applicants, once recruited and

selected, will leave the organization only after short period of time?

Table No. – 4

S.No. Options Percentage

1. Yes 50 %
2. No 35 %
3. No Response 15 %
 Graph No. – 4

INTERPRETATION:-

 55% respondents have chosen the option yes

 30% respondents have chosen the option no and remaining

 15% respondents have chosen the option no response.

Q.5. Does the company have proper job description and job specification for

recruiting the employees?

Table No. – 5

S.No. Options Percentage

1. Yes 90 %
2. No 8%
3. No Response 2%

Graph No. – 5
INTERPRETATION:-

 90% respondents have chosen the option yes

 8% respondents have chosen the option no and remaining

 2% respondents have chosen the option no response.

Q.6. How did you come to know about job vacancy in the company?

Table No. – 6

S.No. Options Percentage

1. Advertisement 40 %
2. Consultancy 10 %
3. Reference 40 %
4. Others 10 %
5. No Response 0%

Graph No. – 6
INTERPRETATION:-

 40% respondents have chosen the option advertisement,

 10% respondents have chosen the option consultancy,

 40% respondents have chosen the option reference and remaining

 10% respondents have chosen the option others.

Q.7. Does the interview help to obtain additional information from the applicant?

Table No. – 7

S.No. Options Percentage

1. Yes 80 %
2. No 10 %
3. No Response 10 %

Graph No. – 7
INTERPRETATION:-

 80% respondents have chosen the option yes

 10% respondents have chosen the option no and remaining

 10% respondents have chosen the option no response.

Q.8. Does the recruitment system able to attract highly qualified and competent

people?

Table No. – 8

S.No. Options Percentage

1. Yes 85 %
2. No 15 %
3. No Response 0%

Graph No. – 8
INTERPRETATION:-

 85% respondents have chosen the option yes

 15% respondents have chosen the option no and

 None of respondents have chosen the option no response.

Q.9. Does the recruiting programme able to make sure that there is match

between cost and benefits?

Table No. – 9

S.No. Options Percentage

1. Yes 75 %
2. No 15 %
3. No Response 10 %

Graph No. – 9
INTERPRETATION:-

 75% respondents have chosen the option yes

 15% respondents have chosen the option no and remaining

 10% respondents have chosen the option no response.

Q.10. Does it increases the pool of job candidates at minimum cost?

Table No. – 10

S.No. Options Percentage

1. Yes 55 %
2. No 30 %
3. No Response 15 %

Graph No. – 10
INTERPRETATION:-

 55% respondents have chosen the option yes

 30% respondents have chosen the option no and remaining

 15% respondents have chosen the option no response.

Q.11. Which internal source(s) is (are) used for recruiting the employees?

Table No. – 11

S.No. Options Percentage

1. Present referrals 50 %
2. Employee referrals 30 %
3. Former employees 10 %
4. Previous applicants 10 %

Graph No. – 11
INTERPRETATION:-

 50% respondents have chosen the option present referrals.

 30% respondents have chosen the option employee referrals.

 10% respondents have chosen the option former employees and remaining

 10% respondents have chosen the option previous applicants.

Q.12. Which techniques is used to screen applicants?

Table No. – 12

S.No. Options Percentage

1. Interviews 8%
2. Resumes 90 %
3. Reference checks 2%
4. Any other 0%
5. No Response 0%

Graph No. – 12
INTERPRETATION:-

 8% respondents have chosen the option interviews.

 90% respondents have chosen the option resumes.

 2% respondents have chosen the option reference check and remaining none

of respondents have chosen the option any other and no response.

Q.13. Which type of interview is conducted by the company?

Table No. – 13

S.No. Options Percentage

1. One-to-one interview 65 %
2. Sequential interview 30 %
3. Panal interview 5%
4. No Response 0%

Graph No. – 13
INTERPRETATION:-

 65% respondents have chosen the option one-to-one interview,

 30% respondents have chosen the option sequential interview,

 5% respondents have chosen the option panal interview and

 None have chosen the option no response.

Q.14. Does it provides general information to the applicant such as company

policies, job, products manufactured and the like?

Table No. – 14

S.No. Options Percentage

1. Yes 50 %
2. No 30 %
3. No Response 20 %

Graph No. – 14
INTERPRETATION:-

 50% respondents have chosen the option yes

 30% respondents have chosen the option no and remaining

 20% respondents have chosen the option no response.

Q.15. Does it help to build company’s image among the applicants?

Table No. – 15

S.No. Options Percentage

1. Yes 90 %
2. No 5%
3. No Response 5%

Graph No. – 15
INTERPRETATION:-

 90% respondents have chosen the option yes

 5% respondents have chosen the option no and remaining

 5% respondents have chosen the option no response.

Q.16. Do interviewers have a complete job description on an accurate appraisal

of the critical job requirement at the time of the interview?

Table No. – 16

S.No. Options Percentage

1. Yes 70 %
2. No 20 %
3. No Response 10 %

Graph No. – 16
INTERPRETATION:-

 70% respondents have chosen the option yes

 20% respondents have chosen the option no and remaining

 10% respondents have chosen the option no response.

Q.17. Are you satisfied with the recruitment and selection programmes of the

company?

Table No. – 17

S.No. Options Percentage

1. Yes 65 %
2. No 20 %
3. No Response 15 %

Graph No. – 17
INTERPRETATION:-

 65% respondents have chosen the option yes

 20% respondents have chosen the option no and remaining

 15% respondents have chosen the option no response.

Q.18. After selection do they conduct the orientation programme for the

familiarity of the job and the company?

Table No. – 18

S.No. Options Percentage

1. Yes 70 %
2. No 10 %
3. No Response 20 %

Graph No. – 18
INTERPRETATION:-

 70% respondents have chosen the option yes

 10% respondents have chosen the option no and remaining

 20% respondents have chosen the option no response.

Q.19. When you submitted your application in the company, what factors did

attract you towards the company?

Table No. – 19

S.No. Options Percentage

1. Company’s Image 60 %
2. Remuneration 20 %
3. Others 10 %
4. No Response 10 %

Graph No. – 19
INTERPRETATION:-

 60% respondents have chosen the option company image,

 20% respondents have chosen the option remuneration,

 10% respondents have chosen the option others and remaining

 10% respondents have chosen the option no response.

Q.20. Do interviewers posses the appropriate knowledge and skills to select the

employees?

Table No. – 20

S.No. Options Percentage

1. Yes 90 %
2. No 5%
3. No Response 5%

Graph No. – 20
INTERPRETATION:-

 90% respondents have chosen the option yes

 5% respondents have chosen the option no and remaining

 5% respondents have chosen the option no response.

 FINDINGS

 Maximum number of respondents says that recruiting programme able to

make sure that there is match between cost and benefits.

 Maximum number of respondents believe that the selected candidates stay

longer with the company.

 Maximum number of respondents believe that the recruitment system able to

attract highly qualified and competent people.

 Maximum number of respondents believe that the recruiting programme able

to help the firm create more culturally diverse work-force.

 Maximum number of respondents believes that the recruiting programme able

to generate an adequate no. of reasonably qualified applicants.

 Maximum number of respondents thinks that recruitment increases the pool

of job candidates at minimum cost.

 Maximum number of respondents think that It help to reduce the probability

that job applicants, once recruited and selected, will leave the organization

only after short period of time.

 Present referrals are most effective internal source used for recruiting the

employees.

 Maximum number of respondents says the techniques used to screen

applicants are resumes.

 Maximum number of respondents says the company has proper job

description and job specification for recruiting the employees.

 Maximum number of respondents says the company conducts the one-to-one

interview mostly.

 Maximum number of respondents say it provide general information to the

applicant such as company policies, job, products manufactured and the like.

 Maximum number of respondents say it help to build company’s image

among the applicants.

 Maximum number of respondents comes to know about job vacancy in the

company by advertisement and reference.

 CONCLUSION

 There is more pressure now on organizations and HR managers to fill vacant

positions quickly and with the most appropriate individuals. Personal

selection and assessment activities are integral parts of organizational life.

 Decisions about hiring and classifying applicants are based on expectations or

predictions about their future work behaviors. When a company needs to

recruit new staff or make promotion decisions about employees, there are

various methods of assessments at its disposal.

 Whatever selection procedure is used, it should yield the right type of

information and lead to correct decisions being made. HRP helps determine

the number and type of people an organization needs. Job analysis and job
 design specify the tasks and duties of jobs and the qualifications expected

from jobholders.

 The next logical step is to hire the right number of people of the right type to

fill the jobs. Hiring involves two broad groups of activities: (i) recruitment

and (ii) selection. Before coming to details of recruitment, it is useful to not

that hiring, contrary to popular perception, is an ongoing process and not

confined to the formative stages of an organization. Employees leave the

organization in search of greener pastures- some retire and some die in the

saddle. More importantly, an enterprise grows, diversifies, takes over other

units- all necessitating hiring of new men and women.

 In fact, the hiring function stops only when the organization ceases to exist.

The major challenges faced by the HR in recruitment are: Adaptability to

globalization – The HR professionals are expected and required to keep in

tune with the changing times, i.e. the changes taking place across the globe.

 HR should maintain the timeliness of the process Lack of motivation –

Recruitment is considered to be a thankless job. Even if the organisation is

achieving results, HR department or professionals are not thanked for

recruiting the right employees and performers. Process analysis – The

immediacy and speed of the recruitment process are the main concerns of the

HR in recruitment.
 The process should be flexible, adaptive and responsive to the immediate

requirements. The recruitment process should also be cost effective. Strategic

prioritization – The emerging new systems are both an opportunity as well as

a challenge for the HR professionals. Therefore, reviewing staffing needs and

prioritizing the tasks to meet the changes in the market has become a

challenge for the recruitment professionals.

SUGGESTIONS

 The strategy should define various sources (external and internal) of

recruitment. Which are the sources to be used and focused for the recruitment

purposes for various positions. Employee referral is one of the most effective

sources of recruitment.

 Requirements keep arising at various levels in every organisation; it is

almost a never-ending process. It is impossible to fill all the positions

immediately. Therefore, there is a need to identify the positions requiring

immediate attention and action. To maintain the quality of the recruitment

activities, it is useful to prioritize the vacancies whether to focus on all

vacancies equally or focusing on key jobs first.

 The various parameters and the ways to judge them i.e. the entire

recruitment process should be planned in advance. Like the rounds of

technical interviews, HR interviews, written tests, psychometric tests etc.

 The recruitment professionals conducting the interviews and the other

recruitment activities should be well-trained and experienced to conduct the

activities. They should also be aware of the major parameters and skills (e.g.:

behavioural, technical etc.) to focus while interviewing and selecting a

candidate.

LIMITATION

 Most of the respondents were not ready to fill the respondent’s profile or

personal profile.

 The time was too short with us for preparing the project report.

 Many respondents were not ready to cooperate with us.

 Some of the respondents were not ready to fill the questionnaire due to lack

of time.

 Most of the respondents were not ready to open the company information.

 It had become difficult for us to make the project report along with daily

studies in the college.

 BIBLIOGRAPHY

 Aswathappa, K (2002) ‘Human Resource and Personnel Management’, 3rd

edition, Tata McGraw-Hill Publication Pvt. Limited, New Delhi, 53-140.

 Dessler, Human Resource Management, Prentice-Hall, 9th edition, pp. 45-

59.

 Kothari C.R., Research Methodology- Methods and techniques, new age

international publishers, 2007, 2nd edition, pp. 26, 95, 111.

WEBLIOGRAPHY:-

www.jubilantorganosys.com
www.hrm.co.in

QUESTIONNAIRE

Q.1. Does the recruiting programme able to help the firm create more culturally

diverse work-force?

(a). Yes (b). No (c). No Response

Q.2. Does the recruiting programme able to generate an adequate no. of

reasonably qualified applicants?

(a). Yes (b). No (c). No Response

Q.3. If yes, then do the selected candidates stay longer with the company?

(a). Yes (b). No (c). No Response

Q.4. Does it help to reduce the probability that job applicants, once recruited and

selected, will leave the organization only after short period of time?

(a). Yes (b). No (c). No Response

Q.5. Does the company have proper job description and job specification for

recruiting the employees?

(a). Yes (b). No (c). No Response

Q.6. How did you come to know about job vacancy in the company?

(a). Advertisement (b). Consultancy

(c). Reference (d). Others

(e). No Response

Q.7. Does the interview help to obtain additional information from the applicant?

(a). Yes (b). No (c). No Response

Q.8. Does the recruitment system able to attract highly qualified and competent

people?

(a). Yes (b). No (c). No Response

Q.9. Does the recruiting programme able to make sure that there is match

between cost and benefits?

(a). Yes (b). No (c). No Response

Q.10. Does it increases the pool of job candidates at minimum cost?

 (a). Yes (b). No (c). No Response

Q.11. Which internal source(s) is (are) used for recruiting the employees?

(a). Present referrals (b). Employee referrals

(c). Former employees (d). Previous applicants

Q.12. Which techniques is used to screen applicants?

(a). Interviews (b). Resumes (c). Reference checks

(d). Any other (e). No Response

Q.13. Which type of interview is conducted by the company?

(a). One-to-one interview (b). Sequential interview

(c). Panel interview (d). No Response

Q.14. Does it provides general information to the applicant such as company

policies, job, products manufactured and the like?

(a). Yes (b). No (c). No Response

Q.15. Does it helps to build company’s image among the applicants?

(a). Yes (b). No (c). No Response

Q.16. Do interviewers have a complete job description on an accurate appraisal of

the critical job requirement at the time of the interview?

(a). Yes (b). No (c). No Response

Q.17. Are you satisfied with the recruitment and selection programmes of the

company?
 (a). Yes (b). No (c). No Response

Q.18. After selection do they conduct the orientation programme for the

familiarity of the job and the company?

(a). Yes (b). No (c). No Response

Q.19. When you submitted your application in the company, what factors did

attract you towards the company?

(a). Company’s Image (b). Remuneration

(c). Others (d). No Response

Q.20. Do interviewers posses the appropriate knowledge and skills to select the

employees?

(a). Yes (b). No (c). No Response

Personnel Profile

Name
Age
Department