Abridged internship report

E-COPY MONDAY, June 16th 2008

Recruitment Process
I N D A B U R I N D I A L T D .

O B J E C T I V E S :

• Effectiveness of FMCG growth by 16% in’09
DIL’s Recruitment
and fairness and men's products too All this has helped curb input cost
Process The fast-moving consumer goods
are doing well. Rising incomes, inflation, the report said. Around 220
• Comparison with ( F MCG ) industry is set to grow by
especially in urban markets, have malls will come up in the next 5
other FMCG giants
16% at Rs 95,150 crore in fiscal
in terms of recruit- done their bit too. years which will boost demand for
2009, found a latest survey by the
ment process FMCG products.
Federation of Indian Chambers
• Over all industry http://sify.com/finance/fullstory.php?id=14677953
of Commerce and Industry
trend of recruit-
ment, for FMCG ( F icci ) .It will see an overall
sector growth of 15.5% in the April-June

• Demarcation be- 2008 period. In fiscal 2008, the Dabur India is planning
tween FMCG & industry recorded a fairly good sales global acquisitions in this
other industries, in -BOOM
growth of 14.5%. FMCG— fiscal year and has
terms of recruit-
already identified 20
ment process But what will bring about this
target companies, Dabur
• Their recruitment & growth? Value added and aspira- Despite across-the-board price
India had acquired a
our retention tional products as also the high-end hikes of 5-20%, consumers have Nigerian company
segment. Categories such as skin- upgraded to high-end products and African Consumer Care
care and cosmetics, shampoos, FMCG companies have been able in late 2007 and set up
I N S I D E TH I S
I S S U E : deodorants, cleaners and repellents to pass on the rise in input costs to manufacturing in the

and tooth powder would grow at them. country
INTRODUCTION 9
more than 20%. Anti-aging solutions ——PTI
Product mixes have also improved.
REVIEW 10

DESIGN 16

DATA-ANALYSIS 18
H R ’s R i s i n g S t a r i n I n d i a
CONCLUSIONS 80
you ’ re in the air, ” says Marcel R. trated by the results of a recent
With the national economy growing
Parker, president of human re- salary study commissioned by
RECOMMENDATIONS 86 rapidly and with growth in such
sources at the Raymond Group of Hutchison Essar: Senior HR execu-
industries as IT and business proc-
BIBILOGRAPHY 87 Companies in Mumbai, a leading tives were the third-highest-paid
ess outsourcing more than doubling,
Indian organization in textiles and executives in the country behind
APPENDIX 88 HR challenges are coming fast and
retailing with 18,000 employees. network architecture and sales
furious.
INDEX 90 executives. shrm.org/hrmagazine/
The generally high value placed on
“ I t ’ s like building an aircraft while articles/0906/0906cover.asp
HR management in India is illus-

SUBMITTED BY ANGSHUMAN GHOSH, 010106097

CONTENTS
INTRODUCTION 8

REVIEW 10

1. RECRUITMENT PROCESS IN GENERAL 10
A. OBJECTIVE 10
B. THE TASKS 10
C. CONSTRAINS 10
D. FACTORS AFFECTING RECRUITMENT 10
E. SOURCES 10
F. TYPES OF EXTERNAL SOURCES 11
G. TYPES OF INTERNAL SOURCES 11
H. ALTERNATIVES 12
I. EVALUATION OF SOURCES OF RECRUITMENT 12
2. FMCG INDUSTRY 12
A. WHAT IS MEANT BY FMCG? 12
B. FMCG PRODUCTS & CATEGORIES 12
C. ADVANTAGES OF BEING IN FMCG INDUSTRY 12
D. CHALLENGES OF BEING IN FMCG INDUSTRY 13
E. SALES-OPERATION IN FMCG: 13
3. RECRUITMENT PROCESS IN FMCG INDUSTRY 14
A. THE JOB OF A SALES PERSON IN FMCG INDUSTRY 14
B. BACKGROUND OF THE SALES PEOPLE 14
C. CHALLENGES IN RECRUITING SALES PEOPLE IN FMCG INDUSTRY 14
D. THE SOURCES WHICH ARE GENERALLY USED FOR RECRUITMENT IN FMCG INDUSTRY 14
4. COMPANY OVERVIEW 15
A. DABUR INDIA LIMITED 15

DESIGN (ACTION-PLAN) 16

1. ACTION-PLAN 16
2. DESIGN AT A GLANCE 17

PRESENTATION & ANALYSIS OF DATA 18

DABUR INDIA’S RECRUITMENT PROCESS ANALYSIS 18
A. RECRUITMENT SOURCE WISE ANALYSIS 18
B. CONSULTANCIES’ CONTRIBUTION TOWARDS DIL’S RECRUITMENT PROCESS 20
C. STATE WISE ANALYSIS OF DIL’S RECRUITMENT PROCESS 21
D. DESIGNATION WISE ANALYSIS OF DIL’S RECRUITMENT PROCESS: 23
E. STATE WISE DESIGNATION IN DEMAND FOR RECRUITMENT IN DIL 25
F. DIVISION WISE ANALYSIS OF DIL’S RECRUITMENT PROCESS 28
G. STATE-DIVISION WISE ANALYSIS OF RECRUITMENT PROCESS IN DIL 29
H. STATE WISE CONSULTANCY CONTRIBUTION TOWARDS DIL’S RECRUITMENT PROCESS 31
I. DESIGNATION WISE CONSULTANCY CONTRIBUTION TOWARDS DIL’S RECRUITMENT 32

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J. DIVISION WISE CONSULTANCY CONTRIBUTION 33
K. 3-WAY ANALYSIS (PLACE, DIVISION & DESIGNATION) OF DIL’S RECRUITMENT PROCESS 34
L. PREVIOUS ORGANIZATION ANALYSIS 36
M. INDUSTRY 38
RECRUITMENT TREND IN OTHER FMCG BIG-SHOTS 39
A. NESTLÉ 39
B. HUL 41
C. MARICO 43
E. HEINZ 47
F. OVER ALL INDUSTRY PREFERENCE 49
G. LIMITATIONS OF THE SAMPLE 51
ANALYSIS ON THE BASIS OF SURVEY 52
A. FMCG INDUSTRY 52
1. HEINZ 52
2. CAVINKARE 52
3. EVEREADY 53
4. COLGATE-PALMOLIVE 54
5. MARICO 54
6. HUL 55
7. CADBURY 56
8. EMAMI 56
B. OTHER INDUSTRIES 57
1. RELIANCE COMMUNICATIONS 57
2. SIEMENS 57
3. TATA-AIG 58
C. FINDINGS 59
1. Reasons for recruitment 59
2. Is there any TREND? 60
3. Existence of SBU-centric Sales-Force 61
4. Source-preference 62
D. RECRUITMENT FROM CONSULTANCIES’ PERSPECTIVE 64
1. Client-Consultancy Interaction 64
2. Candidate-Consultancy Interaction 64
3. Consultancies own responsibilities 64
E. EXPECTATION LEVELS RELATING TO CONSULTANCIES 65
1. What a consultancy expects from its Client 65
2. According to a Consultancy, what are the client’s expectations 66
3. Candidate’s expectations from a Consultancy 66
WHICH ORGANIZATIONS/INDUSTRY ARE RECRUITING FROM DIL? 67
A. WHICH ORGANIZATIONS ARE PREFERRING DIL 68
B. WHICH STATES ARE MORE VULNERABLE FOR DIL & PREFERABLE FOR OTHERS 73
C. WHICH DESIGNATIONS ARE MORE VULNERABLE IN DIL? 77
D. WHICH INDUSTRIES ARE PULLING MORE CANDIDATES FROM DIL 79

CONCLUSIONS 80

A. EFFECTIVENESS OF DIL’S RECRUITMENT PROCESS 80
B. COMPARISON WITH OTHER FMCG GIANTS 80
C. OVER ALL INDUSTRY TREND FOR FMCG SECTOR 81
D. DEMARCATION BETWEEN FMCG & OTHER INDUSTRIES 83

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E. THEIR RECRUITMENT & OUR RETENTION 84
F. RECRUITMENT FROM CONSULTANCY’S VIEW POINT 84

RECOMMENDATIONS 86

BIBLIOGRAPHY 87

APPENDIX 88

INDEX 90

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INTRODUCTION°

This project is all about recruitment process in FMCG ∇ industry. But, to understand any
HR practice in FMCG industry, first one has to understand the FMCG industry as a
whole. Then in the 2nd step one has to understand sales in FMCG industry, the reason
being that in FMCG industry sales is in the centre and all other functions revolve around
it. Then one has to understand what’s the background & psyche of the sales people, to
complete the circle. All these information is given in the Review section to let you know
what you are really up to.
Any project can’t begin without any goal or objective; I’ve got five objectives for doing
this project:
Ξ To understand the effectiveness of recruitment process in DIL Ω (east)
Ξ To compare DIL’s recruitment process with other FMCG organizations
Ξ To understand over all recruitment trend in FMCG industry
Ξ To find out the main difference in recruitment process between that of FMCG
industry & that of other industries (especially which are competing with FMCG in
the front of recruitment)
Ξ To find out which organizations or industries are preferring DIL to be a good
source for recruitment
Next comes the Design part which will help the reader to comprehend what was in my
mind while doing the project.
Next comes the Analysis part, I’ve tried my level best to keep it comprehensive (which
led to the thickness) & simple so, that even a layman can understand what’s going on &
thus, can be benefitted out of it. Most of the data is of qualitative in nature & I’ve got
very less chance to use high-end statistical tools like Chi-square & ANOVA. One can say
that I avoided them intentionally but, my point is I don’t need them to show or prove
what I want to show or prove.
Then comes the climax or (in a more professional way) the Conclusion part which will
combine all the results I’ve got during the analysis part & project a symmetrical beam of
light towards certain points.
Lastly if you find it boring please forgive me, but believe me it was real fun doing the
project.

°
I’ve done this project in my Summer Internship Program, at Dabur India Ltd at Dabur House, Kolkata
∇
FAST MOVING GOODS
Ω
Dabur India Ltd

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REVIEW
In this section you will come to know the following:
1. Recruitment process in general.
2. FMCG Industry.
3. Recruitment process in FMCG Industry.
4. Company overview:
a) Dabur India Limited

1. RECRUITMENT PROCESS IN GENERAL
A. Objective of any recruitment process is to meet the future & present needs of Human
Resource Inventory.
B. The tasks of any recruitment process can be summed-up into three main functions:
1. LOCATE 2. ENCOURAGE 3.DISCOURAGE
Locate your target pool of candidates, encourage them to apply to your organization
& lastly you have to discourage those candidates who are not in your target pool.
C. Constrains of a recruitment process would be:
a) Poor-Image
b) Nature of Job
c) Policies of the Organization
d) Budget
e) Government Policies
D. Factors Affecting Recruitment:
a) Political Factors
b) Legal Factors
c) Economic Factors
d) Social Factors
e) Technological Factors
E. Sources of recruitment.
There are two broad categories of sources of recruitment are, Internal sources &
External sources.
The advantages of Internal sources are:
a) Less costly
b) More suitable

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c) More reliable
d) Motivates existing employees
The disadvantages of Internal sources are:
a) Limited pool
b) Blockage to fresh-blood
c) Efficiency may get lowered
d) May cause jealousy among peers
The advantages of External sources are:
a) Wide pool
b) Fresh-blood
c) Motivates employees through positive competition
d) More appropriate for Long-term results
The disadvantages of External sources are:
a) Expensive
b) Time consuming
c) May de-motivate existing employees
d) Uncertainty

F. Types of External sources:
a) Consultancy
b) Employment exchange
c) Job-portals
d) Campus-visit
e) Stake-holder referrals(including employees)
f) Media-advertisements
g) Walk-ins
h) Head-hunting

G. Types of Internal sources
a) Transfer
b) Promotions
c) Job-posting

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H. Alternatives of Recruitment:
a) Over-time
b) Sub-contracting
c) Temporary-leasing
d) Outsourcing
I. Evaluation of sources of recruitment.
There are some methods of evaluating sources of recruitment, like:
a) T.L.D. ϒ
b) Yield ratios
c) Surveys

2. FMCG INDUSTRY
A. What is meant by FMCG?
FMCG means Fast Moving Consumer Goods; it includes each & every product we
use in a day to day basis, starting with using tooth-paste in the morning till switching
on the mosquito-repellant at night.

B. FMCG Products & Categories ψ
I. Personal Care, Oral Care, Hair Care, Skin Care, Personal Wash(soaps)
II. Cosmetics & toiletries, Deodorants, Perfumes, Feminine hygiene, Paper
products
III. House-hold Care: laundry soaps, synthetic detergents, house-hold
cleaners, insecticides
IV. Food & Health beverages, branded Flour etc, Bakery products, Milk &
diary products, beverages like tea/coffee/juices, Bottled water, Snacks,
Chocolate, etc
V. Frequently replaced electronic products like TV, music-systems, camera,
laptops, refrigerator, washing machine; they are called White Goods.

C. Advantages of being in FMCG Industry
a) Continuous Demand
b) Automatic Sales

ϒ
Time Lapse Data
ψ
Taken from “THE MAJESTY OF INDIAN FMCG” by RADHA PRASAD MUNI.

- 12 -


D. Challenges of being in FMCG Industry
a) Brand-switch
b) High-competition
c) Less-margin
d) Creating, maintaining & protecting Territory & Network
e) Adopting to different geographies, demographics & political influences

E. Sales-operation in FMCG:

Figure 1: SALES OPERATION IN FMCG

The availability of products till the whole-seller is called primary selling & there after
from whole-seller to the retailer is called secondary selling, and the transfer of the
product to the end-user from retailer is termed as tertiary selling (it’s not shown
because for an FMCG company tertiary selling doesn’t play much role as product
take-off would be automatic if it’s available; further more it’s the responsibility of the
retailer to sell).

- 13 -


3. Recruitment process in FMCG Industry
What is so special regarding recruitment process in FMCG Industry that we have to deal
with it separately & specifically?

A. The job of a sales person in FMCG Industry
His real job is to make the product available in the outlets & not to sell them directly
to the end-user. The job is monotonous by nature & laborious too.

B. Background of the sales people
They are highly unstable if they are not married, get highly influenced by
remuneration schemes & always in search of better opportunities of better prospect,
growth & home-town territories.

C. Challenges in recruiting sales people in FMCG Industry
1. The crowd or the target market is highly homogeneous; selling includes
selling anything so the pool in bigger cities & towns is so big that we lose a
lot of time in screening proper CV’s. This is one of the reasons that we don’t
often see advertisements for recruiting sales people in FMCG Industry.
2. In remote places the case is just upside-down, there is a dart of candidates, due
to large number of competitors.
3. It is really very hard to get stable candidates who would stick to company.

D. The sources which are generally used for recruitment in FMCG Industry for sales-
profiles, due to the above mentioned reasons HR Department in FMCG Industry
generally stick to:
1. Job-portals
2. Consultancies
3. Stake-holder referral schemes
4. Campus-recruitment
5. Internal Sources

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DESIGN (ACTION-PLAN)
The project was of eight weeks & here is the project-design segregated on the basis of
eight weeks:

1. Action-Plan
1. Understand Dabur’s recruitment process 1.5 weeks
2. Analysis of Dabur’s recruitment process 0.5 weeks
3. Other Companies recruitment process 1.5 weeks
4. Analysis of Other Companies recruitment process 0.5 weeks
5. Macro analysis of FMCG Industry 1 week
6. Further Data collection from other Industries 1 week
7. Preparation Stage for project report & presentation 1 week
8. Final presentation & report evaluation 1 week
.
8 weeks
To understand Dabur’s recruitment process one has to concentrate on:
1. Basic frame-work of recruitment
2. What & which data are available?
3. Recruitment through consultant
4. Recruitment through job-portal
5. Other recruitments
6. Data-analysis
To understand other FMCG organizations’ recruitment process one has to concentrate on:
1. Get names of HR managers involved in recruitment, office-address & phone
numbers.
2. Contacting them & taking appointments
3. Developing Questionnaire
4. Meeting respective managers & collecting data
5. Analysis of collected data

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2. Design At a Glance

Figure 2: DESIGN AT A GLANCE

1. Understanding the recruitment process in general
2. Understanding the recruitment process in FMCG industry
3. Understanding the recruitment process in DIL, East
4. Gathering 2ndary data from DIL: list of employees who joined between 2007-2008,
along with their name, collect their age, source of recruitment, background,
experience & other parameters
5. With this 2ndary data start analysis for the effectiveness of recruitment process in DIL,
East
6. Collect more 2ndary data from www.naukri.com for comparison of different FMCG
organizations & trend-analysis of FMCG industry
7. With the collected CVs, start analysis for different parameters like, CTC Φ ,
Experience, State, Age, Designation etc
8. Collect more CV’s from www.naukri.com to see which industries & organizations are
preferring to recruit from DIL
9. Start analysis to find out what these organizations or industries look in a candidate &
what is the trend of recruitment on the basis of state, designation, industry, etc
10. Locating FMCG organizations in Kolkata, locating HR-Manager involved in
recruitment, taking appointments & doing the survey on the basis of the questionnaire
11. Locating some other organizations, & their HR-Managers, which belong to some
industries like Telecom & Insurance, who are competing with FMCG in terms of
recruitment
12. Doing some more survey from other organizations (from different industries, other
than the above mentioned) to find out the specialty of FMCG recruitment & also
interviewing some consultancies involved in FMCG recruitment.
13. Apart from the subjective points, utilizing the data which can be coded, & thus can be
used for analysis.
14. Thus, finally doing a macro-analysis to find out over all results & conclusions
directed towards the project objectives

Φ
Cost To Company

- 17 -


PRESENTATION & ANALYSIS OF DATA

DABUR INDIA’S RECRUITMENT PROCESS ANALYSIS
Data available: list of employees joined the company, in 07-08, in east zone
(Bhubaneswar, Kolkata, Guwahati, Patna & Ranchi).

A. Recruitment source wise analysis

Table 1: DIL’s channel wise recruitment in 07-08
Channel NO. OF EMPLOYEES
CONSULTANCY 8
DIRECT 44
ERS 4
TOTAL 56

RECRUITMENT CHANNELWISE

ERS CONSULTANCY
7% 14%

DIRECT
79%

CONSULTANCY DIRECT ERS

Figure 3: DIL’s channel wise recruitment
☯ As we can see that 79% of the whole recruitment in east-zone is done through
direct method i.e. through job-portals & internal/individual network.
This is generally preferred as this is the most cost-effective way of recruiting
if you can handle the Lead-Time ∏ .
As there is no dart in DIL’s sales-force & it’s functioning smoothly,
efficiently & effectively, we can infer two things – 1.employees don’t leave
the organization in bulk. & 2.recruitment process is handled very efficiently &
meticulously.
Both are generally very preferable for any organization’s recruitment process.

∏
LEAD-TIME IS THE TIME TAKEN BY THE HR DEPARTMENT TO FILL THE VACANCY, i.e.
time period between vacancy & placement.

- 18 -


D. Designation wise analysis of DIL’s recruitment process:

Table 4: Designation wise manpower requirement in DIL
DESIGNATION NO. OF EMPLOYEES
SALES OFFICER 37
OFFICER-PROFESSIONAL MARKETING 11
SENIOR SALES OFFICER 3
SALES TRAINEE 3
AREA SALES EXECUTIVE 2
TOTAL 56

DESIGNATIONWISE COMPARISON

60 56

50 SALES OFFICER
37 OFFICER-PROFESSIONAL MARKETING
40
SENIOR SALES OFFICER
30
SALES TRAINEE
20
11 AREA SALES EXECUTIVE
10 3 3 2 TOTAL
0

DESIGNATION

Figure 7: Designation wise distribution of recruitment in DIL

This is quite evident from the graph that SO !s are the ones who have been recruited
the most, the reason behind this is that it’s the lowest rung in the ladder, and quite
obviously needed in more numbers.
The next positions goes to OPM ∗ s, who are needed only for CHD, a bit lesser in
number as SOs include both CCD & CHD. Thus, for CHD it’s also one of the most
recruited positions.
Others are less recruited as you go up the ladder because requirement is less &
commitment level increases due to seniority.

!
Sales Officer
∗
Officer Professional Marketing

- 23 -


G. State-Division wise analysis of recruitment process in DIL
Let us take two parameters, namely state & division, together & see what happens in
the analysis.

Table 11: State & division wise distribution of recruitment
STATE-
DIVISION BHUBANESWAR KOLKATA GUWAHATI PATNA RANCHI
CCD 2 4 4 7 2
CHD 9 9 5 11 3

STATEWISE DIVISION RECRUITMENT

11
12 9 9
10 7
8 5 CCD
6 4 4
2 2 3
4 CHD
2
0
B U A E WR

K L AA

PT A
U A AI

A C I
G WH T

RN H
OK T

AN
H BNS A

STATE-

Figure 16: State wise recruitment for the 2 divisions

%WISE CCD & CHD IN EACH STATE

100%
80%
60% CHD
40% CCD
20%
0%
B U A E WR

ACI
PT A

RN H
U A AI
K L AA

G WH T
H BNS A

AN
OK T

STATE-

Figure 17: Recruitment % for each division in each state

As depicted earlier, in all states recruitment rate for CHD is higher than that for CCD,
only anomaly is GUWAHATI where it’s almost equal. In BHUBANESWAR this
difference is huge almost 60%, then comes KOLKATA the difference being of 50%.
The rate of recruitment for both CCD & CHD is highest in PATNA, which tallies
with previous results.

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I. Designation wise consultancy contribution towards DIL’s recruitment

Table 13: Designation wise consultancy contribution distribution
SO OPM SSO ST ASE
NO. OF EMPLOYEES 4 2 1 0 1

DESIGNATIONWISE CONSULTNCY CONTRIBUTION

4

4

3 2

EMPLOYEES 2 1 1

1 0

0
DESIGNATIONS

SO OPM SSO ST ASE

Figure 21: Designation wise consultancy contribution distribution

DESIGNA IONWISE CONSULT A
T NCY CONT RIBUT ION

ST ASE
0% 13%
SSO
13%

SO
49%

OPM
25%

SO OPM SSO ST ASE

Figure 22: Pie chart of Designation wise consultancy contribution distribution

It’s evident from the graph & pie-chart that consultancies’ contribution towards SO
recruitment is the maximum, as SOs are being recruited the most. Next place goes to
OPM recruitment, the reason being the same. Since availability of fresher is huge &
respective recruitment is low, no help form consultancies was required in the process.
So, we reach to two conclusions:
a) No consultancy contribution for ST recruitment
b) Consultancy contribution is highest for SO recruitment, followed by that of OPM

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K. 3-Way analysis (Place, Division & Designation) of DIL’s Recruitment process

Table 15: Distribution of recruitment over Place, Designation & Division
DESIGNATION DIVISION BHUBANESWAR KOLKATA GUWAHATI PATNA RANCHI
CCD 2 3 2 4 1
SO CHD 6 7 5 6 1
CCD 0 0 0 0 0
OPM CHD 3 1 0 5 2
CCD 0 0 0 1 1
SSO CHD 0 1 0 0 0
CCD 0 1 1 1 0
ST CHD 0 0 0 0 0
CCD 0 0 1 1 0
ASE CHD 0 0 0 0 0

STATE & DIVISION WISE DESIGNATION REQUIREMENT ASE CHD
ASE CCD
ST CHD

0 0 0 0 0 ST CCD
1 1 1
1 1
100% 3 0 1 1
1 0 SSO CHD
5
80% 2 SSO CCD
7 5
60% 6
6 OPM CHD
1
40%
2 3 2 4 1 OPM CCD
20%
SO CHD
0%
BHUBANESWAR KOLKATA GUWAHATI PATNA RANCHI
SO CCD

Figure 24: State & division wise designation requirement in %

DESIGNATION & DIVISION WISE STATE REQUIREMENT IN %

1 1 0 0 0
100% 2
6 1
4 1 1
80%
5 5
60% 2 1 1
7 0
40% 3 1
1 1
3 1
20% 2 6
0 0 0 0 0 0 0
0%
CCD CHD CCD CHD CCD CHD CCD CHD CCD CHD
SO OPM SSO ST ASE


Figure 25: designation & division wise state requirement in %

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3-D VIEW OF RECRUITMENT ON THE BASIS OF 3 PARAMETERS

6
4
1
1 5
7 5 2
0
1
7 2
6 3 6 0 0
1 0
5
4 0
0 0 1 0
3 2 0 0
2 0 0 1 RANCHI
0 3 1 0 1
1
0
0 0 1 0 1 PATNA
0 1
CCD 0
0 0 GUWAHATI
SO CHD
CCD 0 0
OPM CHD 0 0
0 KOLKATA
CCD
SSO CHD 0
CCD 0
BHUBANESWAR
ST CHD
CCD
ASE CHD


Figure 26: 3-D view of recruitment distribution over state, designation & division

OPM recruitment for CCD in all the states is nil, as OPM is a CHD centric position.
No ASE has been recruited for CHD in any state. Maximum recruitment for any
position is being done in KOLKATA for SO in CHD. In all states & for both the
divisions SOs are being recruited. In BHUBANESWAR apart from SOs in both
divisions, only OPMs have been recruited for CHD. Over all maximum recruitment is
done for SOs in CHD.

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L. Previous organization analysis

Table 16: List of previous organizations
PREVIOUS EMPLOYER NO. OF EMPLOYEES
DIL 18
GUJRAT CO-OPERATIVE MILK MARKETING FEDERATION
LTD 2
CIPLA LTD. 2
CRYAN OILS LTD. 1
HEALTH FOOD PRODUCTS (P)LTD. 1
VISHNU SOLUTIONS 1
HIMALAYA DRUGS CO. 1
ALKEM LABORATORIES 1
VADILAL ICE-CREAM LTD. 1
WIPRO LTD. 1
FRESHER 1
INDIA INFOLINE LTD 1
GODREDJE SARA LEE LTD 1
TOPS SECURITY LTD. 1
THE ZANDU PHARMACEUTICAL WORKS 1
GILLETTE INDIA LTD. 1
G.M. PEN (P)LTD. 1
RANBAXY LABORATORIES 1
HUL 1
PARAS PHARMACEUTICAL LTD 1
TATA AIG 1
SATER AGRA PRODUCT PVT. LTD. 1
VALIANT HEALTH CARE LTD. 1
COMPETENT CARRIER 1
DABUR AYURVEDIC CENTRE 1
ACRO PAINTS 1
HUGO’S COMMERCIALIZATION 1
KARAMCHAND APPLIANCES 1
MULLAR & PHILLIPS LTD 1
SHAKTI AUSADHALYA 1
HEINZ 1
KEPL(P&G) 1
KHANDELWAL LAB 1
ARISTRO PHARMA LTD. 1
EMAMI LTD. 1
DEY'S MEDICAL 1
WOCHARDT PARENTAL DIVISION 1
TOTAL 56

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2%
PREVIOUS CO. CONTRIBUTION IN % 2%

2%

2%

2%

2%

2%

2%

2%

2%

2%

2%

2% 32%
2%

2%
4%
2%
4%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%

2%

2%

2%

2%

2%

DIL GUJRAT CO-OPERATIVE MILK MARKETING FEDERATION LTD
CIPLA LTD. CRYAN OILS LTD.
HEALTH FOOD PRODUCTS (P)LTD. VISHNU SOLUTIONS
HIMALAYA DRUGS CO. ALKEM LABORATORIES
VADILAL ICE-CREAM LTD. WIPRO LTD.
FRESHER INDIA INFOLINE LTD
GODREDJE SARA LEE LTD TOPS SECUIRITY LTD.
THE ZANDU PHARMACEUTICAL WORKS GILLETTE INDIA LTD.
G.M. PEN (P)LTD. RANBAXY LABORATORIES
HUL PARAS PHARMACEUTICAL LTD
TATA AIG SATER AGRA PRODUCT PVT. LTD.
VALIANT HEALTH CARE LTD. COMPETENT CARRIER
DABUR AYURVEDIC CENTRE ACRO PAINTS
HUGHO'S COMMERTIALIZATION KARAMCHAND APPLIENCES
MULLAR & PHILLIPS LTD SHAKTI AUSADHALYA
HEINZ KEPL(P&G)
KHANDELWAL LAB ARISTRO PHARMA LTD.
EMAMI LTD. DEY'S MEDICAL
WOCHARDT PARENTAL DIVVISSION

Figure 27: Previous organization distribution

Very clearly it can be seen that 32% of the total recruitment is done internally, which is
preferable due to the following reasons:
a) Reliability of the candidate is very high
b) Suitability of the candidate is very high (i.e. pre-exposed to organization culture)
c) Less training needed
d) Motivation to the employee
e) Least expensive source for recruitment
GCMMFL & CIPLA both have contributed only 4% of the total recruitment. Others have
contributed only 2% each. Less company preference increases the corporate image &
relations

- 37 -


C. MARICO

Table 22: MARICO’s industry preference for recruitment
INDUSTRY/Organization NO. CANDIDATES
FRESHER 0
TELE 1
PHARMA 1
FINANCE 0
FMCG (OTHERS) 5
DABUR 5

MARICO’s industry preference for recruitment

FINANCE
0%
FMCG (OTHERS)
PHARMA
42%
8% FMCG
TELE 83%
DABUR
8% 42%
FRESHERS
0%

FRESHERS TELE PHARMA FINANCE FMCG (OTHERS) DABUR

Figure 33: MARICO’s industry preference for recruitment

As we can see Marico has recruited mainly from FMCG Industry (83%) of which
50% of the candidates were previously working with DIL. Like, HUL they haven’t
taken any fresher at all. They have taken equally, i.e. 8% each, from Telecom &
PHARMA. Unlikely HUL, they haven’t taken anybody from banking/insurance
background. Intakes from PHARMA industry is also very low, but in comparison
with others, have taken more candidates from Telecom background.

- 43 -


F. Over all Industry preference
Considering all the industries as the Universal Set & the number of recruitment done
from each industry by each of concerned organizations, we can get the following
results:
Table 28: FMCG candidate’s distribution
ORGANIZATIONS CANDIDATES FROM FMCG
NESTLE 3
HUL 11
MARICO 10
RECKITT 13
HEINZ 7

HEINZ NESTLE
7%
There’s no doubt about that all being FMCG
16%
HUL
25%
organizations would obviously prefer
recruiting from FMCG industry, Reckitt is
RECKITT the first organization to do that, followed by
29%
MARICO HUL, Marico & Heinz (in order). But, very
23%
unlikely Nestlé has recruited only 7% from
the industry.
Figure 39: FMCG candidate’s pie-chart

Table 29: FINANCE candidate’s distribution
ORGANIZATIONS CANDIDATES FROM FINANCE
NESTLE 0
HUL 4
MARICO 0
RECKITT 2
HEINZ 1

We already know from the previous section that Nestlé & Marico have not recruited
NESTLE
anyone from Finance sector, but this was
HEINZ
14% 0% not clear that HUL is the major player in
recruiting from Finance sector. HUL has
recruited the highest number (57%) of
RECKITT
29%
HUL
57%
candidates from the respective market.
MARICO Then comes the number of Reckitt,
0%
followed by Heinz.
Figure 40: FINANCE candidate’s pie-chart

- 49 -


ANALYSIS ON THE BASIS OF SURVEY
Data collected by visiting different FMCG organizations (some non-FMCG organizations
also, to understand the specific traits of FMCG Industry Recruitment Process) & filling
up the Questionnaire with the help of respective HR-Managers (involved directly in
recruitment).

A. FMCG Industry

1. HEINZ
∋ Reasons of recruitment are mainly due to promotion, resignation & new
position (in order).
∋ Employees who leave the organization, majority goes to Telecom.
∋ Sales-force structure would be --- SO—ASM –BM ℵ -- (in order).
∋ SO’s recruitment is highest.
∋ No separate sales-force for SBUs
∋ Mostly internal source is used followed by Consultancy & Job-Portal (in
order).
∋ Profile of sales people: 25-27 yrs old, 0-2 yrs of experience,
graduate/MBA, from FMCG Industry
∋ For higher position mostly internal promotion is used
∋ If there is some new or very specialized department that requires
manpower then only some external sources are used for higher positions.

2. CAVINKARE
∋ Reasons of recruitment are mainly due to resignation, new position,
termination, promotion (in order)
∋ People stay in this Industry only, some are going to retail
∋ Sales-force structure : SR ⊕ --TSO—AM(Area Manager)—RM(Regional
Manager)
∋ 2 SBUs – consumer goods division(cgd) & food division (fd), food is only
present in Chennai; would be launched soon in other parts
∋ At this point SRs are recruited more, because it’s a new position, followed
by TSOs
∋ Recruitment is higher in cgd.

ℵ
Branch Manager
⊕
THIS IS A VERY NEW POSITION, FOR CK, TO LAUNCH FOOD DIVISION IN EAST.

- 52 -


∋ Internal source is used mainly for higher position recruitments, otherwise
consultancy is a better option than job-portal as in east search results are
dwindling
∋ Some good Job-Portals are www.naukri.com, www.monstorindia.com
∋ Entry sales profile would be: SR~30yrs, TSO~28yrs, 2yrs of experience,
graduate, strictly from FMCG background
∋ Lower positions are filled with help of job-portals & consultancies but,
higher positions are recruited internally from Head Office (HO).
∋ For entry level, first there is an online, then aptitude test & then interview
∋ FMCG attrition rate at this time would be 0-5 %

3. EVEREADY
∋ Reasons of recruitment are mainly due to resignation, promotion & new
position (in order)
∋ There is no trend in employees leaving & joining to some other industry,
but, some are leaving to industries like telecom, IT etc.
∋ Sales-force structure would be: SO—Sr.SO—ASM—ZSM ♥ —RM
∋ No demarcated SBUs for sales force; the person who’s handling packed
tea is also handling flash lights
∋ Entry level/junior level recruitment is more
∋ Junior level recruitments for plant & sales are done through job-portals &
consultancies; for middle level, only consultancies & higher recruitments
are done by senior level employees at HO with the help of Executive
Search Agencies
∋ ERS & organization website is used as an internal channel
∋ Job-portals & consultancies are used equally on the basis of situation
requirements
∋ Though costly but, consultancies are best during bulk recruitment & tight
lead-time
∋ They use www.naukri.com, www.monstorindia.com, www.jobstreet.com
etc.
∋ Sales profile would be: 27-32yrs, graduate/MBA, 1-2yrs of experience, no
organizational or industrial preference
∋ Attrition rate of FMCG industry would be more than 30%

♥
Zonal Sales Manager

- 53 -


4. COLGATE-PALMOLIVE
∋ Reasons of recruitment are mainly due to resignation, promotion & new
position (in order)
∋ Entry level people are promoted to ASMs
∋ There is a trend while a person resigns from FMCG industry; generally
he’s joining retail or telecom
∋ Sales-force structure would be: CDO σ —AM—RM
∋ 3 main sources of recruitment would be: consultancies, job-portals
ERS/website (in order)
∋ Sales-force profile would be: 25-32yrs old, graduate/MBA, 2yrs or more
experience, strictly from FMCG industry

5. MARICO
∋ Reasons of recruitment are mainly due to resignation, promotion,
termination & new position (in order)
∋ There is a trend in people leaving Marico & joining in Banking or
Telecom Sector
∋ Sales-force structure would be: TSO—TSE σ —SPE σ —ASMs
∋ No demarcated SBUs for sales force
∋ Mainly TSOs are recruited; for higher ranks internal source is used & if
there is any usage of external source, i.e. being done by HO
∋ Mainly consultancies are used as an external source, though it’s costly but
it saves a lot of time. Sometimes consultancies take interviews also, on
their behalf
∋ Consultancies like Madhyam, Assurance etc are used as an external source
∋ Sales-force profile would be: below 32yrs of age, fresher (MBA
trainees)/2-3yrs of experience, strictly from FMCG background, strong
brands like Dabur, HUL, Keventor Agro are appreciated
∋ Attrition rate in FMCG industry would be: 5-10%
∋ There is some recent changes in interview structure --- first online
psychometric test & then written aptitude test

σ
Capacity Development Officer (Definition taken from internet)
σ
Territory Executive (Definition taken from internet)
σ
Sales Professional Executive (Definition taken from internet)

- 54 -


6. HUL
∋ Reasons of recruitment are mainly due to new position, resignation,
promotion & termination (in order)
∋ Employees leaving & switching to telecom & finance sector (especially
insurance)
∋ Sales-force structure would be: TSO—(CL)TSO—ACTIVATION
EXECUTIVE—ASCM(Area Sales Cluster Manager)—RSCM σ —GM σ
∋ It has got 6 SBU dependant sales-force:
1. HPC U1: All soaps, shampoos etc.
2. HPC U2: Lakme (mainly)
3. Rural & Shakti (suburbs): Almost all products as in U1, but for suburb
selling
4. Water Division: Purit
5. Vending Division: Coffee-machines (mainly)
6. Ice-Cream Division: Kuwality-Walls
∋ TSOs are recruited the most, followed by (CL)TSOs & lastly ASCMs
∋ Mostly recruitment occurs in HPC U1, U2 & Rural, followed by Water &
then by Ice-Cream Divisions
∋ Importance is more on ERS & official website (i.e. internal sources) as
they are cost-effective & always fresh.
∋ Job-portals & consultancies are least used as they require huge amount of
cost & especially consultancies are avoided as a lot of time is consumed in
briefing the consultancies.
∋ Sales-force profile would be: 25-31yrs old, 1yr of experience or fresher,
graduate, industry preference depends on divisions/SBUs, from branded
employers like Dabur is appreciated
∋ Higher position recruitment is done through senior panels from the HO
∋ Attrition is high as FMCG guys can be absorbed in any kind of sales
profile

σ
Regional SCM
σ
General Manager

- 55 -


7. CADBURY
∋ Reasons of recruitment are mainly due to promotion, resignation, new
position & termination (in order)
∋ There is no proper trend, but people leaving & joining other industries
∋ Sales-force structure would be: SO—SSO—ASE—ASM
∋ For SOs recruitment is the highest
∋ They are using internal & job-portals and consultancies for recruitment,
but there is no picking order; it varies from situation to situation
∋ Sales-force profile would be: nearly 21yrs old, 1-2yrs of experience in
FMCG, MBAs

8. EMAMI
∋ Reasons of recruitment are: resignation, promotion, new position &
termination (in order)
∋ When people resign their first choice of joining would be another FMCG,
but people are switching to telecom & insurance
∋ Sales-force structure would be: SO—ASM—RSM—ZSM
∋ Their SBUs are HCD—health care division (constituting 25% of product
line) & CCD—consumer care division (constituting 75% of product line)
∋ For both SBUs recruitment rate is almost same
∋ As a source they don’t have ERS yet, but on the verge of launching; as
internal source they use their official website & soft-magazines
∋ They mostly rely on job-portals, followed by consultancies
∋ Sales-force profile would be: 24-26yrs old, 1yr of experience, graduate for
lower level positions, MBAs for middle level positions, no industry
preference as such but, FMCG is preferred
∋ Till middle level recruitment is done from the zonal-office, but for higher
positions ZSOs start the process but, HO makes the final decision
∋ Attrition rate in FMCG industry would be between 5 to 10%, for middle &
smaller stature organizations this rate is higher

- 56 -


B. Other Industries

1. RELIANCE COMMUNICATIONS
∋ Reasons of recruitment are: resignation, new position, promotion &
termination (in order)
∋ Sales-force structure would be: (SE—SH—ZSH—RSH) σ
∋ There are many SBU based sales-force like, Enterprise, Wireless, PCO
etc.
∋ Quite obviously they have to recruit more for SEs
∋ They have to recruit more for Wireless & Enterprise divisions
∋ They use their internal sources but, mainly recruitment is done through
consultancies, followed by job-portals
∋ They mainly use www.naukri.com, www.monsterindia.com & ABC
Consultancies; there is no proper picking order, every decision is driven
by 2 parameters i.e. cost & lead time
∋ Sales-force profile would be: 20-35yrs old, 2-5yrs of experience, graduate
preferably MBAs, from FMCG or Telecom background
∋ Annual Average Budget for Recruitment would be between 10-50 lacs
∋ They’ve got no organizational preference

2. SIEMENS
∋ In IT & Electronics Industry recruitment is divided into “Expansion” &
“Replacement”; mainly recruitment is of replacement in nature
∋ No, there is no proper trend in people leaving & joining some other
industries, mainly they remain in the industry but, search for niche
markets
∋ The main challenge is to stop employees moving to foreign competitors
∋ Some do tend to go for FMCG, Real-estate & Banking sector
∋ They work in 3 main sectors: Real-estate, Energy & Healthcare
∋ The main difference in between IT & FMCG recruitment is that in FMCG
industry the pool is homogeneous i.e. the main skill set is always centered
in selling, but in IT it’s all about multitasking in a specific technical
domain
∋ The team structure depends on 2 basic structures: Project-Matter-structure
& Vertical-structure
∋ IT organizations’ main source of recruitment is there Alumni-Channel
σ
SE = Sales Executive, SH = Sales Head, ZSH = Zonal SH, RSH = Regional SH

- 57 -


∋ They also use – advertisements, consultancies, job-portals & ERS, but
there’s no picking order
∋ Recruitment for an IT organization is not only driven by HR needs but
also by publicity stunts
∋ Below zonal heads recruitment is done from zonal-offices otherwise it’s
done from HO; “you can’t recruit your boss”
∋ Generally in IT industry recruitment is always done in bulk as, if you need
to increase your productivity you need to increase the head-count, which is
not so in FMCG
∋ IT can also recruit in bulk, as IT has more budget as it has almost 35%
profit-margin

3. TATA-AIG
∋ Reasons of recruitment are mainly due to new position, resignation,
termination & promotion (in order)
∋ ABDM σ —BDM—Sr.BDM—SM σ —Sr.SM—BSM σ —AM—RM—ZSM
∋

ALT. CHANNEL

Corp.
AGENCY

BANK UBI
ALT. BA
CHANNEL
PNB
UMM
BA UMM
HSBC

Figure 45: SBU structure in TATA-AIG (full-forms are not available)

σ
Assistant Business Development Manager
σ
Sales Manager
σ
Branch Sales Manager

- 58 -


∋ As UMM is new so, lot of branches are coming-up, hence massive
recruitment for this new position, & that’s why new position ranks first for
recruitment
∋ They mainly use ERS as, the pool is reliable & fetches authentic people,
has got at least little bit of experience, their rate of resignation is lesser
∋ When the recruitment is in bulk, then only they go for consultancies to
save time, they prefer job-portals the least
∋ The sales-force profile would be: 25-26yrs old, 1-2yrs of experience, post-
graduate/graduate, from any sales background, PHARMA is preferred
∋ For higher position recruitment they generally look for 2 criteria i.e.
reference & track-record
∋ The candidates for higher positions must possess management skills &
leadership qualities
∋ Attrition rate in insurance sector is very high, about 50-60%, this is due to
high targets in insurance sector but, the truth is “less pressure” is a mirage

C. Findings

1. Reasons for recruitment
1. Micro-Analysis (considering only FMCG Industry)
MICRO-ANALYSIS

TERMINATION
10%
RESIGNATION
NEW-POSITION 38%
23%

PROMOTION
29%

RESIGNATION PROMOTION NEW-POSITION TERMINATION

Figure 46: Micro-analysis of data-gathered by interviewing HR managers

As we can see from the pie-chart that the main (38%) reason for
recruitment is resignation, next in line is promotion with 29%, which is
generally beneficial for both the employer & the employee, employee gets
higher package & designation & the employer gets employee commitment
in return. Next comes new position with 23%, as these are well established
organizations, unless & until they expand or diversify, these category will
remain low in %, another reason being that a sales profile is a sales profile

- 59 -


you can’t add much more to it, as Cavinkare is expanding in WB, majority
of the credit goes to it. The last position goes to termination, which is at
only 10%, this is generally not preferable both employer & employee as
employee loses his/her job & employer loses its image & it also points to
the inefficiency of the recruitment process.
2. Macro-Analysis (considering all the organizations, even non-FMCG)
MA CRO-A NA LY SIS

TERMINA TION
10%
RESIGNA TION
NEW-POSITION 37%
26%

PROMOTION
27%

RESIGNA TION PROMOTION NEW-POSITION TERMINA TION

Figure 47: Macro-analysis of data-gathered by interviewing HR managers

If we compare the previous pie-chart with this one, we’ll find that
resignation went down by 1% & promotion went down by 2%. This 3%
down-turn has added up to new position & it has become 26%. This
increase is due to boom in Telecom & Insurance industry, & they are
comparatively newer than FMCG industry, so there is a lot of scope for
newer positions.

2. Is there any TREND?
Is there any trend in the way people leave FMCG industry & tend to join
industries like Telecom or Insurance?
This is what FMCG HR-managers replied:
TREND EXISTS ?

NO
38%

YES
62%

YES NO

Figure 48: Is there any TREND?

As we can see majority (62%) of the HR managers I’ve interviewed have
voted for the existence of a trend.

- 60 -


3. Existence of SBU-centric Sales-Force
There are some organizations, like Eveready, who don’t have separate sales-
force for each division in their organization. In Eveready the same sales-
person is responsible for the sell of all the products, which is different for
sales-person in DIL; they have separate sales-force for CCD & CHD.
SALES FORCE FOR SBU'S ?

NO
40%

YES
60%

YES NO

Figure 49: Existence of SBU centric Sales-Force

60% of the organizations I’ve made a visit to have SBU-centric sales-force.
This of course affects recruitment as for different divisions you have separate
job-description, job-specifications, source, target-pool & working
environment; though sales profiles are generally homogeneous in nature,
there’d be small demarcations in the recruitment process.

- 61 -


4. Source-preference
No source of recruitment is good or bad, each has its own limitations &
scopes, it all depends on the situation. Some sources don’t even exist for
certain industries, for example FMCG industry can’t use alumni channel
whereas it’s IT industries first choice. Apart from existence & non-existence,
certain sources you can’t use in certain situations like, when you need
candidates in bulk, job-portal won’t be a good option as you have to find out
each an every candidate from the portal which is tedious & time-consuming.
Considering all the situations, following result we can arrive at, after
interviewing the HR managers of respective organizations:
1. Micro-Analysis (considering only FMCG Industry)

M I C R O - A N A L YS I S

ERS
CONSULTANCY
23%
30%

J OB- PORTAL
47%

ERS J OB- PORTAL CONSULTANCY

Figure 50: Source-preference
As we can see FMCG organizations rely mainly (47%) on job-portals, the
reason being this that they don’t need candidates in bulk as required by other
Industries like, IT, where people are the main constituent for expansion or
diversification, and FMCG is stable enough for undergoing any drastic
change. In FMCG industry, HR doesn’t have any robust structure, manpower
& plenty resources, like IT & other industries, for ERS database maintenance
& updates. Industries like IT have wider range of resources for HR, which can
be utilized to make new strategies. Consultancies are the next preferred source
with a preference % of 30%, used during tight lead-times. As stated earlier
ERS is the least used sources of all.

- 62 -


2. Macro-Analysis (considering all the organizations, even non-FMCG)

M ACRO-ANALYSIS

ERS
CONSULTA NCY
26%
32%

JOB-PORTA L
42%

ERS JOB-PORTA L CONSULTA NCY

Figure 51: Macro-Analysis of Source-Preference

If we compare this pie-chart with the one in the previous page, it’s crystal
clear that use of job-portal has decreased by 5%, which got redistributed in
consultancies preference (thus, increasing it by 2%) & in ERS preference
(thus, increasing it by 3%).IT industries use a lot of Alumni channel &
Insurance sector uses a lot of internal sources for reliability issues, hence
increasing the ERS %. In case of IT, Telecom & Insurance which are
comparatively new & unstable sectors thus they need candidates in bulk, thus
increasing the usage of consultancies.

- 63 -


D. Recruitment from Consultancies’ Perspective
Data available: went for an interview with New Management Development
Consultancies.

1. Client-Consultancy Interaction
The consultancy always needs to concentrate on the following points, while
dealing with the client:
1. deadline for the concerned vacancy, i.e. the lead-time for the given vacancy
2. proper & thorough knowledge of Job-Description & Job-Specification
3. proper knowledge of the remuneration-range
4. consultancy-fees which will balance the effort put & cost bared by it
5. it should also take into account the individual choices of the concerned HR-
managers

2. Candidate-Consultancy Interaction
The consultancy always needs to concentrate on the following points, while
dealing with the candidate:
1. in remote areas they need to create candidates, by counseling them, as in
FMCG sector there is a number organizations & in remote areas it’s really
hard to find good candidates
2. they always have to map candidates for future or present requirements
3. they have to keep & maintain satellite agents in remote places
4. they have to understand a candidate’s needs
5. they need to convince the candidates so that all the 3 parties arrive at a win-
win situation
6. they need to find references, constantly, for head-hunting
7. they need to follow-up both the candidates & clients

3. Consultancies own responsibilities
1. they are always in a sandwiched situation, acting as a bridge between the
clients & the candidates & trying to match one’s expectation with that of the
other
2. generally it’s a ground level work; they don’t use any special tool for this,
only use simple database software
3. they need to find out CVs which the organizations don’t have any access to,
because if the organization can find the candidates themselves they don’t get
paid; they have their own database, they don’t search from job-portals
4. they always maintain a stock, to meet up to the deadline & to keep the client
interested

- 64 -


5. when they have more than one client asking for the same profile at the same
time, when they’re short on resources, they have to prioritize & make a trade-
off
6. they also interview & train the candidate for final interview so, that the
candidate gets selected
7. sometimes they put advertisements on behalf of their clients or sometimes put
joint-advertisements also
8. sometimes they take the screening tests for bulk recruitment, they do this on
behalf of their clients & for some IT firms, for entry level positions, this is a
very common practice

E. Expectation levels relating to Consultancies
Further data collected from consultancies by interviewing 4 consultancies; The Head
Hunters (M/s Nilanjana), Career Point (Mr.Subrata), New Management Development
Consultancy (Mr. Subhadip Das), Udayan Basu & Associates (M/s Dipanwita
Sarkar).

1. What a consultancy expects from its Client
1. Specific, Updated & Perfect Job-Description without any confusion
2. Intimation before the interview & after the interview from clients end
3. Exact or proper scheduling, as the candidates are in sales & thus, highly
mobile, if somehow the interview is not held on the appointed date, the
candidate may not be available. Thus, a bitter relation among the two may
crop up, the consultancy fails to achieve the targeted turnout, delayed billing
& the organization losses the candidate
4. Feed back or follow-up is one of the major resources which a consultancy
needs to deliver properly. If the candidate is rejected, then on what grounds &
if, the candidate is selected, then an insight on his qualities. This information
is very important for the consultancy for delivering in future as every CV is
like gold to it & it doesn’t want to waste CVs
5. Timely payment & over all satisfaction in terms of approach & time given for
briefing
6. Good number vacancies, with good remuneration packages.
7. Leading & growing organizations
8. Pro-activity from the other end, consultancies want to work as a team with the
clients
9. Trust & faith on the consultancy’s abilities
10. Transparency in terms of all the proceedings regarding the recruitment

- 65 -


Which organizations/industry are recruiting from DIL?
Data collected form www.naukri.com: collected CVs of employees who had been
with DIL, but left during 06-08 & now, are working with some other organization.

Table 34: Sample set for, recruitment process of others from DIL
SL.NO. CO./ORG. DOL DESIG.in DIL STATE in DIL
1 Agro Tech Foods Limited Feb-07 SO WB
2 AIRCELL/Dishnet wireless Ltd Jul-07 SSO BHR
3 AIRCELL/Dishnet wireless Ltd Feb-07 SSO BHR
4 AIRCELL/Dishnet wireless Ltd Nov-07 SO JKD
5 Bajaj Consumer Care Ltd Mar-07 ASE BHR
6 BHARTI AIRTEL SERVICE LIMITED Aug-07 SSO JKD
7 BHARTI AIRTEL SERVICE LIMITED May-08 SO NE
8 BHARTI AIRTEL SERVICE LIMITED Nov-06 SSO ORS
9 Cadbury Inia Ltd Jul-06 SO BHR
10 CavinKare Pvt Ltd Jun-06 SO NE
11 COLGATE-PALMOLIVE Dec-07 SO NE
12 COLGATE-PALMOLIVE Mar-07 SO ORS
13 EMAMI Ltd Dec-07 SO JKD
14 EMAMI Ltd Jan-06 ASE JKD
15 EMAMI Ltd May-07 ASE ORS
16 EMAMI Ltd Dec-07 ASE ORS
17 EMCURE PHARMACEUTICALS LTD Sep-06 ASM WB
18 FABER CASTELL (I) PVT. LTD Jan-07 SSO WB
19 GSK Sep-07 SO WB
20 HCL INFOSYSTEMS LTD-NOKIA SALES Jan-07 SO WB
21 Hindustan Coca Cola Beverages Pvt Ltd May-06 SO NE
22 ICI INDIA LIMITED Feb-07 ASE NE
23 ICICI BANK LTD Nov-06 SO JKD
24 ICICI BANK LTD Dec-07 SSO ORS
25 ICICI BANK LTD Mar-06 SO WB
26 KEVENTER AGRO LIMITED May-08 SO WB
27 Kotak Life Insurance Apr-06 SSO WB
28 KS OILS LTD Oct-07 SO BHR
29 loreal india pvt ltd May-07 SO WB
30 Marico Limited Jan-07 SO NE
31 Marico Limited Jan-07 SO ORS
32 Marico Limited May-06 SO WB
33 Marico Limited May-06 SO WB
34 Marico Limited Apr-06 SSO WB
35 Marico Limited Sep-06 SO WB
36 Marico Limited Jan-08 SO WB
37 NESTLE INDIA LTD Mar-07 SO ORS
38 Pepsico International Jun-07 SSO JKD
39 PHILIPS INDIA LTD (LIGHTING) Dec-07 SO BHR
40 PHILIPS INDIA LTD (LIGHTING) Feb-07 SO JKD
41 Ranbaxy Laboratories Ltd Mar-08 OPM BHR
42 Reckitt Benckiser India Limited Apr-07 ASM ORS
43 Reliance Telicom Limited/Reliance Communication Limited Aug-07 SO BHR
44 Reliance Telicom Limited/Reliance Communication Limited Jul-07 SO WB
45 Reliance Telicom Limited/Reliance Communication Limited Dec-07 TSI BHR
46 Reliance Telicom Limited/Reliance Communication Limited Jan-07 ASM BHR
47 Reliance Telicom Limited/Reliance Communication Limited Sep-07 SO BHR
48 Reliance Telicom Limited/Reliance Communication Limited Mar-07 ASE ORS
49 Reliance Telicom Limited/Reliance Communication Limited Jun-07 SO WB
50 Roche Diagnostics India Pvt Ltd Mar-07 SSO BHR
51 Sify Technologies Ltd Jan-08 SO JKD
52 SSL-TTK LTD Mar-06 SO WB
53 Tata Tele Services Ltd Feb-06 SO JKD
54 Tata Tele Services Ltd Feb-08 SO WB

The above list of ex-employees of DIL is the sample set.

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