Sip Project Report

A REPORT
ON
HR POLICY IN
RECRUITMENT AND
SELECTION/
TALENT ACQUISITION

BY
NAME OF THE STUDENT:PRAGYA SINGH

NAME OF THE ORGANIZATION :DS GROUP

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DHARAMPAL AND SATYAPAL LTD.

A REPORT
ON
HR POLICY IN
RECRUITMENT AND
SELECTION/
TALENT ACQUISITION

BY
NAME OF THE STUDENT: PRAGYA SINGH

NAME OF THE ORGANIZATION : DS GROUP

DATE OF SUBMISSION: 16TH MAY 2009

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AUTHORISATION

Project Report
ON

HR POLICY IN RECRUITMENT
&SELECTION/
TALENT ACQUISITION
Submitted to
ICFAI UNIVERSITY for the partial fulfillment of
MASTER OF BUSINESS ADMINISTRATION OF IBS

Guided by: Submitted By:
MR.RAVI LAL PRAGYA SINGH
Roll No-08BS0002268

ICFAI BUSINESS SCHOOL
JAIPUR

(ICFAI UNIVERSITY, DEHRADUN)

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TABLE OF CONTENTS
Preface…………………………………………………………………………i
Acknowledgement……………………………………………………………ii
Abstract……………………………………………………………………….iii
An introduction to the project………………………………………………1

Purpose of the Project…………………………………………………….1
Scope of the Project………………………………………………………1
Limitations of the Study………………………………………………….2
Methodology Used……………………………………………………….2
Recruitment & Selection trends in Food Industry…………………………4
An introduction to the DS Group……………………………………………11

Innovation & R&D……………………………………………………13
Project Implementation…………………………………………………14
Wide reach……………………………………………………………..15
History of the DS Group………………………………………………16
Key milestones…………………………………………………………17
Trendsetters……………………………………………………………18
International Alliances…………………………………………………19
Foods & Beverages……………………………………………………20
Pass Pass………………………………………………………………20
Catch ……………………………………………………………………20
Catch Spices……………………………………………………20
Catch Snacks……………………………………………………21
Catch Spring Water & Club Soda……………………………….21
Catch Cold Drinks………………………………………………23
Catch Silver & Gold Foils………………………………………24
Organizational Structure of DS Group……………………………………25
Recruitment………………………………………………………………….26

Purpose & Importance………………………………………………27

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Recruitment Structure…………………………………………28
Recruitment Process…………………………………………….29
Sources of Recruitment………………………………………………30
Factors affecting Recruitment…………………………………………31
Recruitment Policy of Organization…………………………………..32
HR Policy in Recruitment & Selection of DS Group…………………34
Trends in Recruitment………………………………………………37

Selection………………………………………………………………………41
Recruitment v/s Selection……………………………………………………46
Suggestion……………………………………………………………………48

Recruitment Process……………………………………………49
Selection Process…………………………………………………50
Lean Process……………………………………………………51
Research Methodology………………………………………………………53
Talent Acquisition……………………………………………………………57

How Talent Acquisition is different from “Plain Vanilla Recruitmen60
Difference between Recruitment & Strategic Talent Acquisition…61
Importance on Talent Acquisition…………………………………62
Designing & Implementing Talent Acquisition Strategy……………62
The Talent Paradigm…………………………………………………64
Major problems in Talent Acquisition………………………………66
Talent Acquisition-As a Strategy……………………………………69
Talent Acquisition- Process…………………………………………73

Attraction……………………………………………………………………76
Suggestion for Attraction of Employees……………………………………76
Retention………………………………………………………………………79
Suggestion for Retaining Employee…………………………………………79

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APPENDIX A: Media Coverage……………………………………………82
APPENDIX B: Sample of questionnaire……………………………………84
APPENDIX C: DS Group Recruitment & Selection Procedure………….86
References……………………………………………………………………90

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Table of illustrations
Project Implementation Data…………………………………………14
International Alliances………………………………………………..19
Canpac…………………………………………...…………………….19
Catch Silver Foils………………………………………………………19
Pass Pass………………………………………………………………..20
Catch Spices……………………………………………………………20
Catch Snacks…………………………………………………………21
Catch Spring Water & Club Soda……………………………………21
Catch Cold Drinks……………………………………………………23
Catch Silver & Gold Foils…………………………………………….24
Organizational Structure of DS Group………………………………25
Recruitment Structure………………………………………………28
Sources of Recruitment ………………………………………………30
Factors Affecting Recruitment……………………………………….31
Recruitment Process………………………………………………….49
Selection Process………………………………………………………50
Lean Process……………………………………………………………51
The Talent Paradigm…………………………………………………65
Talent Acquisition-Attraction & Retention………………………..75

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PREFACE
Training is the systematic development of the knowledge,
skills and attitude required by an individual to perform
adequately a given task or job. It imparts practical
knowledge to an individual which in turn makes work more
efficient and more organized. In present times and age it
holds great importance in an individual professional
development. My training in DS Group has been truly a
learning experience where, I explored my strengths and
weakness and it facilitated me in coming out with this
project on HR Policy in Recruitment & Selection. I got to
know about the recruitment and selection procedure of
candidates in DS Group from various aspects. An another
study which I conducted was on Talent acquisition related
to employees of DS Group .By this study I got to know how
to attract and retain the best talent in the organization by
different methods adopted by DS Group and other company
in same industry. In the both the studies I have come out
with some interesting findings which one can explore in my
project.

i

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ACKNOWLEDGEMENT
‘When a person is help, guide and co-operated his or her heart is bound to pay gratitude.’

My summer internship training (SIP) experience has been filled with interesting challenges

and people that I will appreciate forever; numerous people have contributed in varying

capacities which permitted completion of this project. I would like to begin by thanking Mr.

Ravi Lal for guidance, constant inspiration & keen interest shown during the project, and

guide towards selecting the project which going to help me in long run in my career. I

deliberate my profound sense of gratitude to him. I owe my tha nks to my faculty guide

Mr.H.V.Kothari, for guidance and inspiration and constant help in improving my way of

presenting my work.

It is not a single man‟s effort which is sufficient for the accomplishment of a

Research. Various factors, situations and persons integrate to provide the background for

accomplishment of a task requires the effort of so many people and the work is no different.

In the chain I am immensely thankful and convey my sincere gratitude to Ms Shweta

Shrivastava(HR Trainee)her guidance & solving my queries very patiently. She helps me

in learning in-depth understanding of structure and functions of the organization and

analysis of recruitment and selection activities, she guides me by her own experience,

I owe my sincere gratitude to all the members and heads of various departments in DS

Group. I extend my sincere thanks especially to Mr.Samir Arya(Senior manager -HR),

Mr.Saraswat(finance head),Ms.Shivangi(HRD) and all the members of DS Group family

who have made my stay in DS Group most fruitful and a learning experience. I also

sincerely thank to my IBS teachers and the placement cell for allowing me takes up the in

DS Group.

ii

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Abstract:
My project deals with HR Policy in Recruitment & Selection and Talent
Acquisition .The motive of this project is to deals with the problems that are
prevailing in HR Department in order to recruit the best talent in organization
and to retain them as a part their resources. My project is divided in two parts
1.HR Policy in recruitment & selection,
2. Talent Acquisition
In HR Policy in Recruitment and Selection I have studied all the policies that
were taken in consideration while the procedure of recruitment and selection is
going on. And other thing that I have studied why there is constant recruitment
happens only in 3 departments i.e. marketing, sales and production. In talent
acquisition I have studied what are the measures that to be taken in
consideration when organization had to attract and retain the best talent in the
organization.As due the dynamic environment, savage competition, remarkable
transformation from industrial society to an information society, human
resource management plays a critical role within the organization.
The recruitment and selection is the major function of the human resource
department and recruitment process is the first step towards creating the
competitive strength and the strategic advantage for the organizations.
Recruitment process involves a systematic procedure from sourcing the
candidates to arranging and conducting the interviews and requires many
resources and time.
The biggest constraint to pursuing growth anywhere is lack of talent
availability. Getting the talent and retaining them is a major challenge for all
organizations today. It is almost equivalent to acquiring a customer and
retaining the customer throughout. It is becoming intensely competitive.
As talent acquisition is very important from the company point of view
because This is a very important aspect, considering that the industry still faces
a shortage of right talent, and spends more than 40% of its time in talent
acquisition and retention. The recruitment and selection procedure of the
company determines the level of achieving organizational goals in the long
run.It is stated that which is all about selecting right person for the right job at
the right time at the best possible position. Although it sounds quite simple but
it is also not an easier job to evaluate
iii

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a person with his ability and skills that may satisfy the core competency
for the job so that his degree of willingness to pursue a job becomes
positive. From job seeker‟s prospective it is the core competencies, which
matter much for a job. So it is the effective recruitment and selection procedure,
which determines not only the right candidature for a job but also a long-term
accomplishment of organizational goals.

For the purpose of recruitment and selection process, i have studied DS
Group recruitment structure and other information from my company guide.
And as to make an study for talent acquisition, I have studied different methods
adopted by DS Group and collecting information through primary & secondary
data.

Other than my project I have also actively participating in activities relating
to the recruitment process of DS Group in CATCH & PASS PASS units. I have
prepared the INTERVIEW PANEL SHEETS of the candidates for interview for
the post of – Area Sales Manager & marketing, and also help my senior in
scrutinizing the organizational chart for purpose of finding the vacancy in
different zones for various posts like Sales Supervisor, Area Sales Manager, and
Zonal Head.

iv

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INTRODUCTION
Purpose Of The Project

To study the HR Policy in Recruitment & Selection/Talent Acquisition methods
related to Foods Division of DS Group. In today's rapidly changing business
environment, organizations have to respond quickly to requirements for people.
Hence, it is important to have a well-defined recruitment policy in place, which
can be executed effectively to get the best fits for the vacant positions. Selecting
the wrong candidate or rejecting the right candidate could turn out to be costly
mistakes for the organization. Selection is one area where the interference of
external factors is minimal. Hence the HR department can use its discretion in
framing its selection policy and using various selection tools for the best results.
To find out the various sources of advertisement of vacancies like-media
(electronic or paper or both), schools, posters etc, and the other is to find out
pros and cons of recruitment and selection structure of DS Group. To study how
talent acquisition is important from company point of view. It is very important
to study why there is constant

Scope Of The Project:

The scope of this study covers the food division unit of DS Group comprises of
Mouth freshener (PASS PASS), & CATCH SPICES. The specified tasks
covered in the scope are:
i. Recruitment & selection procedure of DS Group in Foods Division
ii. Studying the procedure and policies that were referred before the
recruitment & selection.
iii. Identification of the facilities and performance appraisal methods adopted
by the DS Group.
iv. Studying, why there is lot of retention in sales, marketing and production
department.

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Limitations Of The Study:

As limitations are the mandatory part of any project, this project was also not an
exception to this. Some of the limitations of the project were:
1. SCOPE: Limited to the study of Foods Division of DS Group
2. FOCUS: Study of recruitment process of:
a. Sales
b. Production
c. Marketing
3. PREFERENCES: Candidates which preferred must have the experience of
FMCG industry only.
4. ACCURACY: Projecting manpower needs over a period of time is a risky
one. It‟s not possible to track the current and future needs correctly and convert
the same into meaningful action guidelines. Factors such as absenteeism, labor
turnover, seasonal trends in demand, competitive pressures, technological
changes and a host of other factors may turn the rest of manpower plans as
fashionable, decorative pieces.
5. CONFIDENTIALITY: Confidentiality of certain information at unit level
which is not disclosed.

Methodology used

1. Primary data
The data related to this project is collected through primary data; in
this I have collected information from candidates who are coming for
the interview in the company, my company guide, and from the
management trainee. She is working in the company from last 6
months in HR Department.
2. Secondary data
Some information that is not feasible to be collected from the
company people that are collected from internet
3. Company policies
Company policies that I had studied in order to make clear about
recruitment & selection procedure are company induction, different
formats like application forms, LOI(letter of intent),telephonic
interview procedure, interview panel sheets, parity sheets, salary
fixation forms, KRA, task sheet, candidate assessment summary sheet
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4. Personal observation
I have actively participated in recruitment procedure of the
company, so I‟m able to got firsthand experience of recruitment and
easily able to recognize the pitfalls that are prevalent in Recruitment &
Selection procedure of DS Group.

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RECRUITMENT & SELECTION TRENDS IN FOOD
INDUSTRY

Today‟s business climate offers the agriculture and food processing industries
great opportunities and great challenges. Opportunities for new product
development have never been greater as consumer preferences continue to
evolve. Innovation is spurred by sophisticated research and development and
new production methods.

At the same time, there are a number of challenges brought on by uncertainty in
the global economy that must be carefully navigated. Rising energy and
commodity prices, new energy policies and environmental regulations, foreign
competition and growing concerns about food safety and health are challenging
the industry everyday. As companies evaluate growth and expansion plans, the
site selection process is complicated by all of these factors.

The food processing industry is a major component of the U.S. economy. In
2007, total food sales topped $1.16 trillion. The industry employed well over
half a million people in all corners of the country. The impact of this important
industry is global, with foreign competition playing an increasing role in
domestic production and decision making. U.S. communities, faced with
manufacturing job losses in autos and durable goods, are aggressively pursuing
food processing facilities.

TRENDS IN CONSUMER PREFERENCES

Trend 1
Each year, Food Processing magazine names top trends in the industry.
Currently, organics is number one. While consumer trends come and go
quickly, industry experts seem to agree that interest in organics is here to stay.
USDA regulations must be met in order for a product to be labeled “organic.”
Generally, this means that the product must be grown without toxic and
persistent fertilizers and pesticides. However, organics are not limited to
produce items such as tomatoes or lettuce. Meat, dairy, condiments, wine and
beer have all shown growth in the organic sector. The movement of consumers
toward “green” products is also driving the organics movement.

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Site Selection Impact
The growing impact of consumer demand for organic foods is
demonstrated by the decision of Really Cools Foods, a leading natural and
organic prepared foods company, to locate a new $100 million national
production and distribution center in Cambridge City, Indiana. When
completed, the new complex is expected to employ 1,000 people. The facility
will supply Really Cool Foods‟ growing network of food retailers across North
America. The central location of Cambridge City, which is within a one-day
drive of two-thirds of the U.S. population, helps decrease distribution costs for
the company. The first phase of the project, which opened in 2008, is a 78,000
sq. ft. USDA certified organic commissary.

The value to this type of project to a local community is demonstrated by the
significant incentives pledged to Really Cool Foods to support the project. The
Indiana Economic Development Corporation committed up to $3.05 million in
performance-based tax credits, up to $165,000 in training grants and a $200,000
grant to assist Cambridge City with needed infrastructure improvements to
support the project. Local officials offered the company 50 acres of land,
$165,000 in grants and a 10-year property tax abatement.

Trend 2
The second trend identified by Food Processing magazine is health and
wellness. This includes products that include an ingredient that targets a certain
condition, such as high cholesterol. Botanicals, antioxidants, phytochemicals,
oils and whole grains may be included in health and wellness products. As the
population continues to age and become more aware of their daily choices on
health, these products will continue to be popular with consumers. The science
behind these products is sophisticated, allowing producers to charge higher
prices for these value-added items.

Food processing companies that engage in significant research to support new
product development should consider utilizing the Research & Experimentation
federal tax credit. The credit was designed to encourage manufacturing
companies to make technological improvements to products and processes. The
credit has been in effect since 1981 and has evolved over the years.

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A four-part test is used to determine eligibility. To qualify, expenditures
must support research that is:
1) Technological in nature – research must rely on science
2) Eliminates uncertainty – intent of research must be to make process
more reliable
3) A process of experimentation – developing, testing and refining
hypotheses
4) New or improved functionality – activities should relate to better
performance, reliability, quality, etc.

The net tax benefit of the credit is approximately 6.5 percent of qualified
research expenditures. State tax credits are also commonly available and should
also be considered. It is advisable to talk to an accounting professional in order
to determine applicability of any federal or state tax credit.

Trend 3
Other top consumer trends include age awareness and portion control products.
Age awareness products address the nutritional needs of both children and
seniors. Portion control products, such as 100-calorie packs of snack foods,
make it easy for consumers to monitor calories while eating on the go. In most
cases, these products are produced simply through modifications to labeling and
packaging, increasing the attractiveness of the product without increasing
product development costs.

PRODUCER CHALLENGES

Challenge 1
Producers are faced with finding ways to meet ever-changing consumer desires,
while at the same time controlling costs and maintaining high quality and safety
standards. The greatest challenge currently facing the industry is the increase in
energy prices. Higher energy costs have impacted the food processing industry
both coming and going.

At the most basic level, higher gasoline prices are translated directly to food
production through the tractors and combines used on family farms to produce
corn, soybeans, wheat and other grains that are the building blocks of the U.S.
food supply. Gasoline prices have also impacted the cost of getting these

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products to market for further processing.

Higher oil prices have also increased demand for biofuels in Europe and the
United States. New mandates have been put in place for renewable fuels, with
trade restrictions in the U.S. preventing the full utilization of the large potential
for ethanol production in Brazil. The share of global maize production used for
ethanol was 2.5 percent in 2000, 5 percent in 2004, and 11 percent in 2007. This
diversion of food products to the production of biofuels has driven up prices.

Efficient grain production is also dependent of fertilizer. According to the
World Bank, fertilizer prices have increased rapidly, almost tripling in the first
half of 2008. The weakness of the dollar has compounded the situation for
internationally-traded commodities. While commodity prices are expected to
decline for record highs, they will remain higher than the average for recent
years.

Higher fuel prices are driving food processing companies to apply greater
scrutiny to location decisions. Proximity to both suppliers and consumers is
more important than ever. A location directly on a major interstate highway will
trump a location further from major transportation arteries. Early in the site
selection process, a thorough analysis of inbound and outbound freight
requirements and shipping methods should be undertaken. Alternative
transportation methods such as rail and air should be included.

Proximity to a labor pool large enough to support on-going labor needs is also
important as employees strive to reduce commute times. A comprehensive labor
study, including projected labor availability, cost, competition, skill levels and
commuting patterns, should be completed for each site under consideration.

Food processors should follow the efforts of some U.S. regions to promote
biofuel production based on non-food feedstock. For example, woody biomass
is a viable option in the southeastern United States, an area rich in pine forests
and underbrush. As local communities begin to incent these types of renewable
energy projects, pressure on the food supply may decrease.

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Challenge 2
Increasing cost pressures on the food processing industry may also lead
companies to make location decisions that increase efficiency by utilizing
existing relationships, supply and distribution chains, and infrastructure.
Manufacturers may be inclined to expand at an existing location rather than
look for a new site.

Nestle USA recently announced plans to expand its new facility in Anderson,
Indiana before the facility was even open. The company plans to invest an
additional $200 million for increased beverage production and distribution
capacity at the 880,000 sq. ft. facility. The company cited a strong response
from the local workforce and local utility capacity as vital factors in the
decision. The facility produces Nestle Nesquik Ready-to-Drink and Nestle
Coffee-mate Liquid.

Significant state and local government incentives were offered to support the
project. The Indiana Economic Development Corporation pledged up to $1.325
million in performance-based tax credits and up to $50,000 in training grants.
The City of Anderson offered property tax abatement, construction of two water
towers and employee recruitment assistance.

The decision to expand in Anderson, Indiana marks the fourth major facility
investment in Indiana by Nestle since 2006. The company has announced
projects in Greenwood, Fort Wayne and Anderson, Indiana.

Challenge 3
Producers must also address growing consumer concerns about food safety.
According to the Food Marketing Institute, consumer confidence in the food
supply dropped to 66 percent in 2007, down from 82 percent in 2006.
Contamination, product tampering and terrorist threats were considered the top
areas of concern. While consumers surveyed acknowledged a personal
responsibility to ensure that the foods they eat are safe, a large number also
believed that contamination often occurs in the manufacturing process.
Producers must ensure the complete safety of their manufacturing operations
and maintain a stellar safety record to succeed in the long term.

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As companies invest in upgraded technologies to ensure food safety,
incentives such as personal property tax abatement can help reduce costs. In
most states, some form of personal property tax relief is offered to companies
that invest in new manufacturing equipment. Most states also offer training
grants to help companies prepare employees to effectively utilize new
technologies.

Challenge 4
Global competition is also playing a role in the U.S. food processing industry.
Recent scares about product quality in China have driven many consumers to
avoid non-domestic products. Increasingly, consumers are aware that the low-
cost provider may not be the best choice when food quality and safety are
concerned. U.S. producers have an opportunity to emphasize the strong
oversight and safeguards of the domestic food industry and position themselves
as preferred providers.

However, products that have a commodity focus will find it increasingly
difficult to compete with foreign firms. Labor cost advantages encourage some
producers to move operations offshore or to import raw materials that can be
produced at a lower cost in other locations.

As cost pressures increase, companies will be looking for new growth
strategies. International trade may provide such opportunities, especially for
niche and specialty products. Emerging markets such as China and India will
experience increased demand as wealth increases. Companies should explore
these options as part of their overall growth and expansion plans.

Most states provide assistance to companies interested in importing and/or
exporting. Typical assistance programs include trade missions, company
matchmaking, export counseling, international trade show assistance and
services provided by foreign trade offices. For example, the State of Florida has
international offices in 13 countries that provide assistance to companies
interested in trade and investment opportunities.

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VALUE OF THE INDUSTRY

The food processing industry, a major contributor to the U.S. economy, has
many reasons to be optimistic. As companies evaluate new locations and make
site selection decisions, they should be aware of the many programs available to
support and assist them. State and local governments see the value of the
industry and are eager to attract new investment to their communities.

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An Introduction to DS Group
Dharampal Satyapal Group (DS Group) is more than Rs. 1200 crores
diversified conglomerate, which is committed towards high quality products &
credited with several innovations over last seven decades. A value-driven
corporate, DS Group has further consolidated its position in the last five years
through successful forays into diversified sectors like FMCG, Packaging,
Hospitality, Rubber thread and other businesses.

Some of the popular brands owned by the Group today are – Catch Spring
water, Catch flavoured water, Catch ready-to-eat snacks, Catch Spices,
Pass Pass, Rajnigandha - a non tobacco Pan Masala, Baba, Tulsi and
Rashmi.

Founded in 1929, DS Group has maintained its market leadership in the
chewing tobacco segment. Rajnigandha, the world‟s largest selling premium
pan masala, is one of the most popular brands of DS Group. Its excellent taste
and quality has made it the choice of millions of Pan Masala connoisseurs
around the world. The Group forayed into food products in 1987 and made a
beginning with Catch pepper and salt in a revolutionary tabletop rotator
dispenser. This was followed by an array of spices and seasoning under the
same brand name. The Group is also credited with the launch of the nation‟s
first ever natural spring water – Catch Natural Spring Water bottled at the
source in Himalayas followed by the launch of Catch Club Soda, Catch Tonic
water and the very popular Catch spring range. „Pass Pass’ - an all natural
mouth freshener is another interesting innovation that caught the imagination of
the entire nation to become a multi-crore brand within just a year of its launch.
The brand is constantly expanding with newer product variants. BABA Elaichi
& Supari - in line with the BABA heritage of excellence are 100% natural
mouth fresheners assuring long lasting refreshing experience.

DS Group‟s new Food & Beverages production Unit at Guwahati is an addition
to its already successful business conglomerate. To further strengthen its strong
hold in the industry, the unit is a crucial step forward to it‟s striving for
expansion.

The group has also ventured into a rapidly growing Hospitality Sector with
extensive plans of launching five star properties in the larger cities and boutique
& heritage properties at tourist destinations.

The first of the many properties being set up by DS Group, Manu Maharani is

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a super deluxe property in Nainital promising unmatched hospitality to the
guests of this beautiful mountains retreat with the blend of action and
relaxation that suits all moods. This hotel epitomizes impeccable service and
facilities.

Thereafter, the Group acquired the Airport Hotel at Kolkata. The hotel is
currently being revamped and renovated and will soon emerge as an
International standard Five Star Hotel. The hotel has plans to have a large
Convention Center & Banqueting facilities, in addition to a sprawling
Commercial area of over 3,00,000 sq.ft. The project is likely to be completed by
the end of 2008.The hotel will be managed by one of the reputed International
Hotel chains.

The Group has also signed a MOU with Guwahati Metropolitan Development
Authority (GMDA) to set up the first five star hotels, of the North East, in
Guwahati. In addition to the above two ventures, land has been acquired in
cities like Jaipur, Udaipur, Ranthambore, Shimla, Mussorie, Corbett Park,
Manali & Goa with plans to set up hotels & resorts which will either be
managed by the group or by renowned International players in the respective
fields. The planning and designing of these hotel projects are underway.

With a boom in tourism sector, the group is all set to emerge as one of the
leading players in the hospitality segment.

Packaging is another area of expansion for the Group. DS Canpac Ltd., an eco
friendly revolutionary packaging technology, was launched in India in
association with Canpac a leading Switzerland based packaging major. A state-
of-the-art plant at Noida offers packaging solutions to other FMCG marketers as
well as exporters of food products. The group has also commissioned an ultra
modern Rs. 60 crores Flexible Packaging Unit in Bonda, Assam with an
installed capacity of 400MT per month. The flexible packaging unit is expected
to largely benefit the growing tea industry in the state of Assam as well as other
consumer product Industries present in North East.

The group has Manufacturing Units in Noida, Delhi, Barotiwala in H.P, Kullu,
Assam and Tripura. It also has a widespread distribution network supported by
dealers and retailers. Apart from its offices in Bombay, Ahmedabad, Jaipur,
Indore and Bhubaneshwar, the group has representatives in Europe, the Middle
East, U.S. Australia and South East Asia.

This remarkable growth and diversification has been on account of emphasis on
quality at all levels. Every stage from procurement of raw materials to the
finished product is monitored with utmost care and attention. Well-equipped
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and sophisticated laboratory tests ensure superior quality of the products.
The DSL unit of the DS Group is the only unit in the trade to be
awarded the prestigious ISO 9001: 2000 Certification.

The group constantly leverages its strength in its marketing adeptness through
dealer network expansion, up gradation of production facilities and bringing
greater consumer orientation, while maintaining its commitments to high
quality, innovation and consumer value. DS Group will also be committed to
maintaining high standards in all its diversification endeavors.

DSL is a flagship company of 10000 million DS Group, a business
conglomerate with 12 successful brands in its portfolio, the company is poised
for a diversification in high growth area. Some of the popular are Catch Spices,
Catch Natural Water, Catch Club Soda and PASS PASS in Food &
Beverages, and Rajnigandha and Tulsi in Tobacco,the group has successfully
woven a seven-decade legend of innovation and enterprise since 1929.

The strong network of Regional Offices and Distribution Channels has
strengthened the Group's presence not only in India but also has broadened the
company's horizons in foreign markets like Europe, Middle East, US, Australia,
and South East Asia.

Having set new benchmarks in brand building and creating new markets, the
group is expanding its wing into Hospitality, Packaging, and Infrastructure etc.
Come let‟s innovate

DS Group is today a well - diversified conglomerate with business leadership
across wide spectrum of industries - right from chewing tobacco, food &
beverages, real estate, hospitality and packaging.

INNOVATIONS AND R &D

Continuous investment into research & development forms the very elixir of the
DS Group. Be it developing indigenous technologies or embracing international
technological solutions -we ensure that any product from our stable sets global
benchmarks in innovation & quality.

A well-documented process is adopted for product development & quality
assurance. Apart from a centralized R&D laboratory housed at the corporate
office, all our manufacturing units are also equipped with state-of-the-art
technology and specialized microbiology labs.

.While dedicated teams of research specialists continuously work towards
bringing enhancements in existing products, the quest for innovation leads us to
Page | 24


interact & learn from global leaders in various segments. This has been
the guiding philosophy in associating with some of the best-known
corporate to bring never-before innovations in the country. These innovations
are result of meticulous research into ever-changing customer needs and
creating new segments to pro-actively fulfill the requirements. DSL associations
include tying-up with Canpac of Switzerland to bring biodegradable,
composite can packaging; Wallner from Germany to bring nation's first 100%
vegetarian silver foils; Sidel France for spring water bottling operations and
now Process Engineering, Italy for providing technology for manufacturing
Heat Resistant Rubber thread and lot more!

PROJECT IMPLEMENTATION

To effectively back quest for innovation as well as passion to expand into newer
frontiers, they have built considerably strong project implementation skills over
past few years. Right from site selection, facility planning, construction &
placement to project commissioning-they have a specialized team to deliver
timely turnkey projects.

.They just providing instances of some of recent projects, set up by DS Group:

PROJECTS PROJECT TECHNICAL SET UP
COST COLLABORATIO DURATIO
(Investment N N
)

Manufacturin Rs.18crore (Indigenous) 11 months
g facilities for s
che wing
tobacco
brands at
Guwahati
and Agartala
DS Canpac Rs.17crore Canpac, 6 months
Division s Switzerland
Natural Rs.14crore Sidel, France 6 months
Spring Water s
Bottling Plant
at Kullu
Silver Foil Rs.7crores Wallner,Germany 7 months
Unit

The facilities at Guwahati are ISO 9001 certified.

WIDE REACH

Page | 25


Present in all 28 states
Manufacturing sites at HP, UP & North East
16 DEPOTS across India
17 C&S Agents across India
1800 authorized dealers
Product availability at 1.6 million outlets

Besides a widespread national reach, DSL is proud to have established an
enviable market for their brands at leading International markets - with
dedicated agents to serve markets at Canada, North America, South America
Africa, Europe, Middle East and Far East.

Effectively backing this wide reach is an efficient logistics and supply chain
management-which continuously strives to establish a productive synergy
amongst various suppliers all over the world as well as timely delivery of raw
materials and finished products across various outlets. The initiative is further
supported by an extensive ERP implementation across all manufacturing bases
as well as key depots-thus helping us to constantly monitor & adapt to changing
market parameters almost with real-time effectiveness.

These systems are continuously updated-so that it can give enjoyment to the
customer, the way he wants it!

For DSL, innovation & enjoyment begins at work place! DSL believe in
grooming each of its team members to be the Messenger of Joy. And to help
him spread enjoyment all across, DS has implemented a well-thought
Leadership Model-which brings transparency, collective wisdom, performance
orientation & minimum response time.

DS group is a function-driven lean organization. Not only are the team members
given exposure to intra-functional & inter-functional tasks, they are equipped
with world-class training & continuous development programs-which all go a
long way in laying strong foundation of a dynamic & vibrant organization.

Today, DS is a family of around 2000 innovators-each contributing in their own
significant way to make the world a happier place to live in & enjoy living!
Through DS's unique products and offerings.

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History of DS Group

The Stirring Saga of an Enterprise

In the early 20th century, when trade and commerce had not witnessed the
advent of brands and marketing warfare in India, Shri Dharampalji – the
founder of DS Group, set up a small perfumery shop in Chandni Chowk, Delhi
in the year 1929. The urge to create a business around consumer tastes and
preferences led Dharampalji to innovate quality products. His sagacity
revolutionized the market of chewing tobacco and the shop in Chandni Chowk
became renowned not only in Delhi but even amongst the connoisseurs of
tobacco in other parts of India and the world. Blending modernity, technology
and tradition, Dharampalji‟s son Satyapalji brought the dawn of a new era - an
era that saw a revolution. Satyapalji inherited qualities of high virtues,
innovation and aspiration for being the best in the business. His in-depth
knowledge of perfumes honoured him the title of “Sugandhi” (perfumer). He is
credited with blending tobacco with various exquisite fragrances. He is also
known for bringing the element of quality and research hitherto unknown in this
category. Under the able stewardship of Satyapalji, the nation‟s first ever-
branded chewing tobacco BABA was launched in 1964 which became an
instant success and widely popular in its category. And what followed later was
an array of premium brands like Tulsi and a host of others which have
established their leadership in their own category and created new markets in its
wake. Continuing the fervour of innovation and quality, the Group set new
benchmarks in Foods & Beverages. Innovative tabletop sprinklers changed the
way Indian households had been enjoying salt and spices. Be it Catch spices or
Catch Beverages, today Catch stands for international quality and convenience.
Mouth fresheners like Rajnigandha and Pass Pass created new offerings and
established new categories. The Group has also ventured into a rapidly growing
hospitality sector with extensive five star properties in the larger cities and
boutique & heritage properties at tourist destinations. The Group has also
successfully ventured into Packaging, Rubber Thread, Steel in the last few
years. Since the launch of BABA, the Group has never looked back, reaching
for milestones year after year. Thus, evolving from a single product to multiple
brands, DS has successfully woven over eight decades legend of innovation and
enterprise. And the quest for innovation continues……..

KEY MILESTONES

Page | 27


1. FOOD & BEVERAGES

1987: Foray into F&B, Catch Salt &Pepper sprinkle launched

1999: Catch Natural Spring Water of Spices launched

2000: Catch Kitchen Range of spices launched.

2001: Foray into Snacks

2002: Catch adds fizz with the launch of catch club soda.

2003: Catch clear Flavored Drink launched.

2005: Catch Spring Cola, Lime & Orange gives a refreshing change.

2. Tobacco &Related Products

1987: Quality chewing tobacco launched.

1964: Tobacca was branded for the first time in India-BIRTH OF
BABA.

1979: Tulsi was launched

3. Mouth fresheners

1983:Rajnigandha premium pan masala launched.

1999:Mouth freshners Pass Pass introduced to the mar

4.Hospitality

2000: DS ventures into hospitality sector with the inauguration of their
hotel Manu Maharani at Nanital.

2006:Manu Maharani given a new look and re-opened.

5.Rubber

2006: Opened a heat resistant latex rubber Thread plant at Agartala.

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6. Lamination, Printing&Packaging

2007: Flexible Packaging Laminate unit to be inaugurated soon at
Guwahati.

TRENDSETTERS

 First to offer saffron flavored chewing tobacco in the world
 First to launch branded chewing tobacco in India in metal packaging
 First and only chewing tobacco company in India to get ISO 9001:2000
certification
 First to introduce various kinds of spices in one-time use packaging
 First to launch free flowing salt in revolutionary table top rotator
dispensers in India
 First to introduce 100 per cent biodegradable, composite cans packs
which are pilfer proof, rust proof and leak proof using brine and through
vacuum evaporation process for food products
 First to introduce electronically beaten finest malleable silver foils in
India.
 First in India to bottle natural spring water which has been awarded NSF
certification from FDA, US : a hallmark of quality and purity
 First to introduce soda processed with natural spring water
 First to introduce zero calorie tonic water First to launch 100% herbal
mouth freshener - Pass Pass

Page | 29


INTERNATIONAL ALLIANCES

DS Group collaborated with the Switzerland based packaging technology major,
CANPAC International AG, to bring a never-before packaging revolution in
Asia. CANPAC is a convenient, eco friendly, corrosion free packaging for
ready to serve packs.

CANPAC

DS Group collaborated with the Switzerland based packaging
technology major, CANPAC International AG, to bring a never-
before packaging revolution in Asia. CANPAC is a convenient, eco
friendly, corrosion free packaging for ready to serve packs.

Catch silver foil

DS Group joined hands with Wallner, Germany to introduce electronically
beaten Silver Foil in India. The collaboration brought in the process of
electronically beating silver between a special paper, in hygienically
controlled dust free atmosphere and thus making DS Group the only
producer of 100% pure & vegetarian Silver foil in the country.

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FOOD& BEVERAGES
PASS PASS
DS Group offers PASS PASS . PASS PASS
is India‟s first all natural premium mouth
freshener brand. Its 100% herbal ingredients-
dry dates, saunf. coconut, saffron, dhaniya
seeds, melon seeds, and silver-coated
cardamom seeds a sure a guilt free
indulgence for the people of all ages. With
its fresh and crunchy feel it has become India„s favorite mouth freshener.

PASS PASS is available in mint, katha, pan and meetha magic variants, packed
in trendy flip tops, sachets, and dining table packs.

Catch
CATCH SPICES

DS Group offers a variety of spices. Catch spices is India‟s foremost spices
brand known for its matchless product quality and innovative approach. Catch
spices are ground using the state-of-art low temperature grinding [LTG]
technology, which prevents the evaporation of volatile & delicate oils from
spices. Catch spices thus retain the original aroma and wholesome flavor of
authentic spices.

Page | 31


The complete assortment comprises of a variety of salt and pepper
sprinkles and a diverse range of whole,
ground and blended spices. Catch
spices are packed in food grade metal-
lined cartons, flexible laminates and
convenient composite cans available in
a variety of pack sizes. Lending
exquisite flavors and tantalizing aromas
to every kitchen across the nation.

CATCH SNACKS
DS Group manufactures aromatic and flavored spices. Dharampal Satyapal
Group [DS Group] is an ISO 9001:2000 certified company .available under the
brand name CATCH, Dharampal Satyapal Group‟s Aromatic and Flavored
Spices are grounded using the unique state-of-the–art. Low Temperature
Grinding [LTG] technology is used to make Aromatic and flavored Catch
Spices thus retain the original aroma and wholesome flavor of authentic spices.
A variety of salt and pepper sprinklers and a diverse range of whole, ground and
blended Aromatic and
Flavored Catch Spices are
offered by the Dharampal
Satyapal Group. Aromatic
and Flavored Catch Spices
are packed in food grade
metal-lined cartons, flexible
laminates and convenient
composite in a variety of
pack sizes.

CATCH SPRING WATER&CLUB SODA
The DS Group manufactures CATCH CLEAR FLAVOURED Spring Water. It
is novel product by the company. it is made from the finest flavors of natural
fruits and sparkling spring water. It is totally caffeine-free, calorie-free and
sugar-free drink and therefore caters to the interest of health conscious people.
At present it is available in six exciting flavors lime n lemon, black currant,

Page | 32


peach, mango, green apple, and
strawberry, with more flavors
that are yet to be launched.

DS Group also offers pure and fresh spring
cola lemon &orange drinks.DS Group is
an ISO 9001:2000 CERTIFIED
COMPANY. Available under the
brand name Catch, the pure and fresh
Spring Cola, Lemon & Orange Drinks
adds a dash of purity and freshness of
Himalayan spring water to the taste of
this drink. The pure and fresh Spring
Cola, Lemon &Orange drinks
combines excellence with originality.

CATCH CLUB SODA manufactured by the DS Group is a stimulating blend
of nature‟s pristine purity and bubbling effervescence. It is prepared from
hygienically processed catch natural spring water. Each sip of the soda gives a
refreshing feeling .It is available in attractive and long lasting packages that help
in retention of its distinctive taste and fizz.

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CATCH COLD DRINKS
DS Group offers cold drinks. Catch snacks are packed in special composite cans
that preserve their freshness and taste. Catch spring –Cola, Lemon & Orange, is
the innovative beverage range that adds a dash of purity and freshness of
Himalayan spring water of the excitement of taste. The product effectively
combines excellence with originality. The range not only quenches the desire
but also promises immense satisfaction through an unparallel experience .

Page | 34


CATCH SILVER
& GOLD FOILS
Dharampal Satyapal Group owns
diversified sectors like FMCG,
Packaging, Hospitality, Rubber
Thread and other businesses.

The DS Group offers CATCH
silver and gold foils are pure
vegetarian silver and gold foils
available in India. It have
produced in alliances with
wallner, Germany. These silver
and gold foils are electronically
beaten and are the first of this kind in India. They are produced hygienically and
are available in booklet shapes of eight different sizes. They are airtight
polyester bags to avoid any damage by environmental factors.

Page | 35


ORAGANIZATIONAL STRUCTURE OF DS GROUP

CADRE BANDS DESIGNATION
M0 B0 EXECUTIVE VICE
PRESIDENT
B1 SENIOR VICE PRESIDENT
B2 VICE PRESIDENT

M1 B3 ASSOCIATE VICE
PRESIDENT
B4 SENIOR GENERAL
MANAGER
B5 GENERAL MANAGER
M2 B6 DEPUTY GENERAL
MANAGER
B7 ASSISTANT GENERAL
MANAGER
B8 SENIOR MANAGER

M3 B9 MANAGER
B10 DEPUTY MANAGER
B11 ASSISTANT MANAGER

O1 B12 Management executive
B13 Senior executive
B14 Executive/Management
Trainee
B15 Senior officer
B16 Officer
B17 Junior officer

Page | 36


RECRUITMENT
MEANING
According to Edwin B. Flippo, “Recruitment is the process of searching the
candidates for employment and stimulating them to apply for jobs in the
organization”. Recruitment is the activity that links the employers and the job
seekers. A few definitions of recruitment are:
• A process of finding and attracting capable applicants for employment.
The process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applications from
which new employees are selected.
• It is the process to discover sources of manpower to meet the
requirement of staffing schedule and to employ effective
Measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient working force.

Recruitment of candidates is the function preceding the selection, which
helps create a pool of prospective employees for the organization so that
the management can select the right candidate for the right job from this
pool. The main objective of the recruitment process is to expedite the
selection process.

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

RECRUITMENT NEEDS ARE OF THREE TYPES

• PLANNED
i.e. the needs arising from changes in organization and retirement
policy.
• ANTICIPATED
Anticipated needs are those movements in personnel, which an
organization can predict by studying trends in internal and external
environment.
• UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected need

Page | 37


Purpose And Importance Of Recruitment

• Attract and encourage more and more candidates to apply in the
organization
• Create a talent pool of candidates to enable the selection of best
candidates for the organization.
• Determine present and future requirements of the organization in
conjunction with its personnel planning and job analysis activities.
• Recruitment is the process which links the employers with the
employees.

• 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
• Increase the pool of job candidate at minimum cost.

Page | 38


Top management level 25 %
Second management level 45 %
Third management level 30 %

General Management 5%
Research & development, 25 %
production, logistics
Finance and accounting, 25 %
controlling, data processing,
human resource s
Marketing, sales 45 %

Raw materials 10 %

Capital goods 20 %

Consumer goods 20 %

Trade and commerce 20 %

Banks 20 %

Services 10 %

Page | 39


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

1. Identifying the vacancy
The recruitment process begins with the human resource department
receiving requisitions for recruitment from any department of the
company. These contains:

• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required
Preparing the job description and person specification.
Locating and developing the sources of required number and type of
employees (Advertising etc).
Short-listing and identifying the prospective employee with required
characteristics.
Arranging the interviews with the selected candidates.
Conducting the interview and decision making

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Sources of recruitment
Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of sources:
INTERNAL 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.
EXTERNAL SOURCES- Recruitment candidates from all the other sources
(like outsourcing agencies etc.) are known as the external sources of
recruitment.

SOURCES OF RECRUITMENT

Page | 41


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:

FACTORS AFFECTING RECRUITMENT

Page | 42


Recruitment policy of
organization
In today‟s rapidly changing business environment, a well defined
recruitment policy is necessary for organizations to respond to its human
resource requirements in time. Therefore, it is important to have a clear and
concise recruitment policy in place, which can be executed effectively to
recruit the best talent pool for the selection of the right candidate at the
right place quickly. Creating a suitable recruitment policy is the first step in
the efficient hiring process. A clear and concise recruitment policy helps
ensure a sound recruitment process.

It specifies the objectives of recruitment and provides a framework for
implementation of recruitment programme. It may involve organizational
system to be developed for
Implementing recruitment programmes and procedures by filling up
vacancies with best qualified people.
COMPONENTS OF THE RECRUITMENT POLICY
The general recruitment policies and terms of the organization

Recruitment services of consultants

Recruitment of temporary employees

Unique recruitment situations

The selection process

The job descriptions

The terms and conditions of the employment

A recruitment policy of an organization should be such that:

It should focus on recruiting the best potential people.

To ensure that every applicant and employee is treated equally with
dignity and respect.

Unbiased policy.

Page | 43


To aid and encourage employees in realizing their full potential.

Transparent, task oriented and merit based selection.

Weightage during selection given to factors that suit organization
needs.

Optimization of manpower at the time of selection process.

Defining the competent authority to approve each selection.

Abides by relevant public policy and legislation on hiring and
employment relationship.

Integrates employee needs with the organizational needs.

FACTORS AFFECTING RECRUITMENT POLICY

Organizational objectives

Personnel policies of the organization and its competitors.

Government policies on reservations.

Preferred sources of recruitment.

Need of the organization.

Recruitment costs and financial implications.

Page | 44


HR POLICY IN RECRUITMENT
AND SELECTION OF DS GROUP
 ORGANIZATIONAL CHART
It‟s a chart where all the vacancy and jobs are listed. It is the collection
where all the jobs of zones and states are listed; it is updated once in a
month.

 POSITION DESCRIPTION
This policy states about the position which the candidate going to hold in
near future.

 D.S PROFILE
It is an induction manual provided to all the employees of DS Group.

 TELEPHONIC INTERVIEW FORMAT
It is a pre-determined format of telephonic interview of the candidates.

 EMPLOYEMENT APPLICATION FORM
It‟s an application form which is filled by the candidates before going for an
interview. In this form candidate has fill about his family background, previous
company, salary details, and total experience

 PARITY SHEET
In this sheet job & salary are compare with other employee who is
presently working on the same post, on the basis of this sheet salary of
newly employed candidate is decided.

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 INTERVIEW PANEL SHEET
This sheet is made to present in front of panel members who are taking
the interview, this sheet contains name of the candidate, his qualification,
experience, previous job.

 APPLICATION FORM
It is just like an employment application form.

 SALARY FIXATION FORM
This form is prepared after the candidate is selected; in this form salary is
fixed on basis of the choice of the candidate and norms of the
organization.

 REFERENCE CHECK
This is also pre-determined format; reference check is made by HR
personnel, and on the basis of feedback marks is given to the candidate.
There are many questions which is to be answered by the reference
person.

 CANDIDATE ASSESSMENT SUMMARY
After the interview, all the senior personnel evaluate the candidate
performance on the basis of his interview performance. and on that basis
marks were given to that candidate

 LOI(LETTER OF INTENT
This letter is given after the candidate is selected; this letter contains the
date of joining, salary details, job position etc.

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 CADIDATE COMPARATIVE SHEET
This sheet contains the comparison of candidates who is newly employed
and one who is already working in an organization. On the basis of this
sheet salary of newly employed candidate is decided.

 KRA
Key responsibilities area

 TASK SHEET

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Trends in recruitment
The following trends are being seen in recruitment:
OUTSOURCING
In India, the HR processes are being outsourced from more than a decade
now. A company may draw required personnel from outsourcing firms. The
outsourcing firms help the organization by the initial screening of the
candidates according to the needs of the organization and creating a
suitable pool of talent for the final selection by the organization.
Outsourcing firms develop their human resource pool by employing people
for them and make available personnel to various companies as per their
needs. In turn, the outsourcing firms or the intermediaries charge the
organizations for their services.
Advantages of outsourcing are:
1. Company need not plan for human resources much in advance.

2. Value creation, operational flexibility and competitive advantage

3. turning the management's focus to strategic level processes of HRM

4. Company is free from salary negotiations, weeding the unsuitable
resumes/candidates.

5. Company can save a lot of its resources and time
POACHING/RAIDING
“Buying talent” (rather than developing it) is the latest mantra being
followed by the organizations today. Poaching means employing a
competent and experienced person already working with another
reputed company in the same or different industry; the organization
might be a competitor in the industry. A company can attract talent
from another firm by offering attractive pay packages and other terms
and conditions, better than the current employer of the candidate. But
it is seen as an unethical practice and not openly talked about. Indian
software and the retail sector are the sectors facing the most severe
brunt of poaching today. It has become a challenge for human
resource managers to face and tackle poaching, as it weakens the
competitive strength of the firm.
E-RECRUITMENT
Many big organizations use Internet as a source of recruitment. E-

Page | 48


Recruitment is the use of technology to assist the recruitment process.
They advertise job vacancies through worldwide web. The job seekers
send their applications or curriculum vitae i.e. CV through e mail
using the Internet. Alternatively job seekers place their CV‟s in
worldwide web, which can be drawn by prospective employees
depending upon their requirements.

Advantages of recruitment are:
o Low cost.

o No intermediaries

o Reduction in time for recruitment.

o Recruitment of right type of people.

o Efficiency of recruitment process.

Agency types
The recruitment industry has four main types of agencies. Their recruiters
aim to channel candidates into the hiring organizations application process.
As a general rule, the agencies are paid by the companies, not the candidates.
Traditional Agency
Also known as a employment agencies, recruitment agencies have
historically had a physical location. A candidate visits a local branch for a
short interview and an assessment before being taken onto the agency‟s
books. Recruitment consultants then work to match their pool of candidates
to their clients' open positions. Suitable candidates are short-listed and put
forward for an interview with potential employers on a temporary ("temp")
or permanent ("perm") basis.
Compensation to agencies take several forms, the most popular:

 A contingency fee paid by the company when a recommended candidate
accepts a job with the client company (typically 20%-30% based and
calculated of the candidates first-year base salary), which usually has
some form of guarantee (30-90 days standard), should the candidate fail
to perform and is terminated within a set period of time (refundable fully

Page | 49


or prorated)
 An advance payment that serves as a retainer, also paid by the company,
non-refundable paid in full depending on outcome and success (e.g. 30%
up front, 30% in 90 days and the remainder once a search is completed).
This form of compensation is generally reserved for high level executive
search/headhunters
 Hourly Compensation for temporary workers and projects. A pre-
negotiated hourly fee, in which the agency is paid and pays the applicant
as a consultant for services as a third party. Many contracts allow a
consultant to transition to a full-time status upon completion of a certain
number of hours with or without a conversion fee.
Headhunters
A "headhunter" is industry term for a third-party recruiter who seeks out
candidates, often when normal recruitment efforts have failed. Headhunters
are generally considered more aggressive than in-house recruiters or may
have preexisting industry experience and contacts. They may use
advanced sales techniques, such as initially posing as clients to gather
employee contacts, as well as visiting candidate offices. They may also
purchase expensive lists of names and job titles, but more often will generate
their own lists. They may prepare a candidate for the interview, help
negotiate the salary, and conduct closure to the search. They are frequently
members in good standing of industry trade groups and associations.
Headhunters will often attend trade shows and other meetings nationally or
even internationally that may be attended by potential candidates and hiring
managers.
Headhunters are typically small operations that make high margins on
candidate placements (sometimes more than 30% of the candidate‟s annual
compensation). Due to their higher costs, headhunters are usually employed
to fill senior management and executive level roles. Headhunters are also
used to recruit very specialized individuals; for example, in some fields, such
as emerging scientific research areas, there may only be a handful of top-
level professionals who are active in the field. In this case, since there are so
few qualified candidates, it makes more sense to directly recruit them one-
by-one, rather than advertise internationally for candidates. While in-house
recruiters tend to attract candidates for specific jobs, headhunters will both
attract candidates and actively seek them out as well. To do so, they may

Page | 50


network, cultivate relationships with various companies, maintain large
databases, purchase company directories or candidate lists , and cold
call prospective recruits.
In-House Recruitment
Larger employers tend to undertake their own in-house recruitment, using
their human resources department. In addition to coordinating with the
agencies mentioned above, in-house recruiters may advertise job vacancies
on their own websites, coordinate internal employee referrals, work with
external associations, trade groups and/or focus on campus graduate
recruitment. Alternatively a large employer may choose to outsource all or
some of their recruitment process (recruitment process outsourcing).
Passive Candidate Research Firms / Sourcing Firms
These firms provide competitive passive candidate intelligence to support
company's recruiting efforts. Normally they will generate varying degrees of
candidate information from those people currently engaged in the position a
company is looking to fill. These firms usually charge a per hour fee or by
candidate lead. Many times this uncovers names that cannot be found with
other methods and will allow internal recruiters the ability to focus their
efforts solely on recruiting.
Process
Sourcing
Sourcing involves 1) advertising, a common part of the recruiting process,
often encompassing multiple media, such as the Internet, general
newspapers, job ad newspapers, professional publications, window
advertisements, job centers, and campus graduate recruitment programs; and
2) recruiting research, which is the proactive identification of relevant talent
who may not respond to job postings and other recruitment advertising
methods done in #1. This initial research for so-called passive prospects, also
called name-generation, results in a list of prospects who can then be
contacted to solicit interest, obtain a resume/CV, and be screened (see
below).
Screening and selection
Suitability for a job is typically assessed by looking for skills, e.g.
communication, typing, and computer skills. Qualifications may be shown
Page | 51


through résumés, job applications, interviews, educational or professional
experience, the testimony of references, or in-house testing, such as for
software knowledge, typing skills, numeracy, and literacy,
through psychological tests or employment testing. In some countries,
employers are legally mandated to provide equal opportunity in hiring.
Business management software is used by many recruitment agencies to
automate the testing process.
ONBOARDING

"Onboarding" is a term which describes the introduction process. A well-
planned introduction helps new employees become fully operational quickly
and is often integrated with a new company and environment. Onboarding is
included in the recruitment process for retention purposes. Many companies
have onboarding campaigns in hopes to retain top talent that is new to the
company, campaigns may last anywhere from 1 week to 6 months.
Internet Recruitment / Websites
Such sites have two main features: job boards and a résumé/curriculum vitae
(CV) database. Job boards allow member companies to post job vacancies.
Alternatively, candidates can upload a résumé to be included in searches by
member companies. Fees are charged for job postings and access to search
resumes. Since the late 1990s, the recruitment website has evolved to
encompass end-to-end recruitment. Websites capture candidate details and
then pool them in client accessed candidate management interfaces (also
online). Key players in this sector provide e-recruitment software and
services to organizations of all sizes and within numerous industry sectors,
who want to e-enable entirely or partly their recruitment process in order to
improve business performance.
Job Search Engines

The emergence of vertical search engines, allow job-seekers to search across
multiple websites. Some of these new search engines index and list the
advertisements of traditional job boards. These sites tend to aim for
providing a "one-stop shop" for job-seekers. However, there are many other
job search engines which index pages solely from employers' websites,
choosing to bypass traditional job boards entirely. These vertical search
engines allow job-seekers to find new positions that may not be advertised
on traditional job boards, and online recruitment websites
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Selection of candidates:
It is best to nip the evil in the bud. Hiring managers should take pains to hire
candidates who have a positive outlook on life and work. A
proper background check should be carried out prior to selection. This could be
a tedious affair and even expensive, but it's definitely worthwhile in the long
run. During the interview, a Hiring manager should be open and frank with a
prospective employee when discussing scope of work, compensation, growth
prospects, and other information which could be of interest to the candidate.
Driven by targets themselves, a lot of Hiring managers withhold important
information from the candidate. This could easily escalate into something
serious later on, where an employee feels cheated and either quits the company
or turns detached.
SELECTION

Selection is the process of choosing the best candidate out of the all the

applicants. In this process, relevant information about the applicants is collected

through a series of steps so as to evaluate their suitability for the job to be filled.

It is the process of matching the qualifications with those required for the job

so that the candidate can be entrusted with the task that matches with his

credibility.

It is a process of weeding out unsuitable candidates and finally identifying the

most suitable candidates.

This process divides the candidates into two categories-the suitable ones and

the unsuitable ones. The suitable people prove to be the asset for the

organization. Selection is a negative process because in this process the

management tries to minimize the number of people at each step so that the
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final decision can be in the light of all the factors and at the end of it best

candidate is selected. Selected candidate the has to pass through the following

stages-

 Preliminary Interview.

 Application Form.

 Selection Test.

 Selection Interview.

 Physical Examination.

 Reference Check.

 Final Approval.

 Employment.

Preliminary Interview is the initial screening done to weed out the

undesirable candidates. This is mainly a sorting process in which the

prospective candidates are given the necessary information about the nature

of the job and the organization. Necessary information about the candidate is

also taken. If the candidate is found suitable then he is selected for further

screening else he is dropped. This stage saves the time and effort of both the

company and the candidate. It avoids unnecessary waiting for the candidate

and waste of money for further processing of an unsuitable candidate.

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Application Form is a traditional and widely used device for collecting

information from candidates. This form asks the candidates to fill up the

necessary information regarding their basic information like name, address,

references, date of birth, marital status, educational qualifications,

experience, salary structure in previous organization and other such

information. This form is of great help because the scrutiny of this form

helps to weed out candidate who are lacking in education, experience or any

other criterion provided by the organization. It also helps in formulation of

questions, which will be asked in the interview. These forms can also be

stored for future references thus maintaining a databank of the applicants.

Selection Tests are being increasingly used in employee selection. Tests are

sample of some aspect of an individual's attitudes, behavior and

performance. It also provides a systematic basis for comparing two or more

persons. The tests help to reduce bias in selection by serving as a

supplementary screening device. These are also helpful in better matching of

candidate and the job. These reveal the qualifications, which remain covered

in application form and interview.

Selection Interview involves the interaction of the employer and the

employee. Selection involves a personal, observational and face-to-face

appraisal of candidates for employment. It is an essential element of the

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selection procedure. The information obtained through application

form and test can be crosschecked in the interview.

The applicants who have crossed the above stages have to go through

Physical Examination either by the company's physician or the medical

officer approved for the purpose. The main aim is to ensure that the

candidate is physically fit to perform the job. Those who are found

physically unfit are rejected.

The next stage marks of checking the references. The applicant is asked to

mention in his application form the names and addresses of two or three

person who know him well. The organization contacts them by mail or

telephone. They are requested to provide their frank opinion about the

candidate without incurring a liability. The opinion of the references can be

useful in judging the future behavior and performance of a candidate.

The executives of the concerned departments then finally approve the

candidates short-listed by the human resource department. Employment is

offered in the form of an appointment letter mentioning the post, the rank,

the salary grade, the date by which the candidate should join and other terms

and conditions in brief. Appointment is generally made on probation of one

or two years. After satisfactory performance during this period the candidate

is finally confirmed in the job on permanent basis or regularized.
Page | 56


Selection is an important function as no organization can achieve its goals

without selecting right persons for the required job. Faulty selection leads to

wastage of time and money and spoils the environment of an organization.

Scientific selection and placement of personnel can go a long way in

building up a stable workforce. It helps to reduce absenteeism and labor

turnover. Proper selection is helpful in increasing the efficiency and

productivity of the enterprise.

RECRUITMENT V/S SELECTION
Both recruitment and selection are the two phases of the employment
process. The differences between the two are:

1. Recruitment is the process of searching the candidates for employment
and stimulating them to apply for jobs in the organization WHEREAS
selection involves the series of steps by which the candidates are screened
for choosing the most suitable persons for vacant posts.

2. The basic purpose of recruitments is to create a talent pool of
candidates to enable the selection of best candidates for the organization,
by attracting more and more employees to apply in the organization
WHEREAS the basic purpose of selection process is to choose the right
candidate to fill the various positions in the organization.

3. Recruitment is a positive process i.e. encouraging more and more
employees to apply WHEREAS selection is a negative process as it
involves rejection of the unsuitable candidates.

4. Recruitment is concerned with tapping the sources of human resources
WHEREAS selection is concerned with selecting the most suitable
candidate through various interviews and tests.

5. There is no contract of recruitment established in recruitment
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WHEREAS selection results in a contract of service between the employer
and the selected employee.

TYPES OF JOB SEEKER

. Quid Pro Que
These are the people who say that “I can do this for you, what can you give
me” These people value high responsibilities, higher risks, and expect
higher rewards, personal development and company profiles doesn‟t matter
to them.
2. I will be with you
These people like to be with big brands. Importance is given to brands.
They are not bothered about work ethic, culture mission etc.

3. I will do you what you want
These people are concerned about how meaningful the job is and they
define meaning parameters criteria known by previous job.

4. Where do you want me to come
These people observe things like where is your office, what atmosphere do
you offer. Career prospects and exciting projects don‟t entice them as much.
It is the responsibility of the recruiter to decide what the employee might
face in given job and thus take decision. A good decision will help cut down
employee retention costs and future recruitment costs.

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SUGGESTION
After analyzing the recruitment & selection procedure of DS Group I got to
know about some suggestions ,that I would like to give in order to make the
procedure much better than before:
o Recruitment procedure is totally centralized , if there is any
vacancy in units or any other department,or in any zone than it is
first finalised by Corporate HR Department, so this prevalent
procedure must be changed ,and to be converted as Department
Head can make his own decisions for their candidate as on the
recommendation of corporate.

o Cadidate must be given the result on the date of interview,or as
soon as possible ,so that a qualified candidate don‟t shift to any
other job .

o As all the interviews of different zone will be conducted in HQ of
DS Group in Noida, so for the convienience of the candidate
,interviews can be conducted at the place of requirement.
o Resume will be kept in data bank for 6 months ,it must be reduced
to 3 months.
o Physical examination is also important aspect of selection process
which was missing here in DS Group

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Recruitment process

Identify vacancy

Preparing job
Conducting interview description
and decision making and personal
specification

Advertising
Arrange the vacancy
interviews

Short listing & identifying Managing the
the prospective employee response

Page | 60


SELECTION PROCESS
RECRUITED
INDIVIDUAL

PRELIMINARY REVIEW

EVALUATION OF
APPLICATION

SELECTION TEST

EMPLOYMENT
INTERVIEW

REFRENCES AND
BACKGROUND CHECKS

SELECTION DECISION

PHYSICAL
EXAMINATION

EMPLOYED
INDIVIDUAL

Page | 61


LEAN PROCESS
Stage.1 PR Opened Stage.2-SOURCING
0 days 1-7 days

4. Allocation of selection same day same day
5. Sourcing CV’S from
RECRUITMENT TEAM

and recruitment task to web portals or
team internal Transfers

3. Checked and accepted 6. Post requirement on
SAME DAY 1 day
by HR the internet

7. If requirement is
critical, urgent, or
niche share with
2. Approved by Dept. SAME DAY 1 day
DEPARTMENT

vendors/employees-
Head To
referral. If not critical
1. PR Raised by Manager Start day 0 7days
wait for 7 days before
sharing with vendors.

MIN TURN AROUND TIME – 38 DAYS

MAX TURN AROUND TIME -81 DAYS

Value added (VA)

Non value added
(NVA)

NVA indicates non value added to
the
Departments

Stage.3- Screening and selection Stage 4-Offer & Joining

Page | 62


6-12 days 31-62 days

1-2 days
8. Screen 15. Offer
candidates CV finalized and
against various released to
parameters selected
mentioned in the candidate
PR 14. Interview 16. Candidate
9. Do an initial level resigns and 30-60 days
telephonic round to serves notice
do a 1st level 3- HR Round
period
assessment and get
Same day
basic details.
17. Candidate 1 day
10. Submit profile joins
to respective
manager
18. PR Closed Same day
11. Manager screens
profiles and gives
feedback-
accepted/not-
accepted for
interview

12. Interview level 1- 1-7 days
technical panel

13. Interview level 2
manager/departmen
t head

PR- Personnel Requisition

Page | 63

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