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1.1 INTRODUCTION TO CEMENT INDUSTRY

The cement industry is one of the main beneficiaries of the infrastructure boom.
With robust demand andadequate supply, the industry has bright future. The Indian
Cement Industry with total capacity of 165 million tones is the second largest after
China. Cement industry is dominated by 20 companies who account for over 70% of
the market. Individually no company accounts for over 12% of the market. The
major players like L&T and ACC have been quiet successful in narrowing the gap
between demand and supply. Private housing sector is the major consumer of
cement (53%) followed by the government infrastructure sector. Similarly northern
and southern region consume around 20%-30% cement while the central and
western region are consuming only 18%-16%.

India is the 2nd largest cement producer in world after china .Right from laying
concrete bricks of economy to waving fly overs cement industry has shown and
shows a great future. The overall outlook for the industry shows significant growth
on the back of robust demand from housing construction, Phase-II of NHDP (National
Highway Development Project) and other infrastructure development projects.
Domestic demand for cement has been increasing at a fast pace in India. Cement
consumption in India is forecasted to grow by over 22% by 2009-10 from 2007-
08.Among the states, Maharashtra has the highest share in consumption at
12.18%,followed by Uttar Pradesh, In production terms, Andhra Pradesh is leading
with 14.72% of total production followed by Rajasthan. Cement production grew at
the rate of 9.1 per cent during 2006-07 over the previous fiscal's total production of
147.8 mt (million tons). Due to rising demand of cement the sales volume of
cement companies are also increasing & companies reporting higher production,
higher sales and higher profits. The net profit growth rate of cement firms was 85%.
Cement industry has contributed around 8% to the economic development of India.
Outsiders (foreign players) eyeing India as a major market to invest in the form of
either merger or FDI (Foreign Direct Investment). Cement industry has a long way to
go as Indian economy is poised to grow because of being on verge of development.

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The company continues to emphasize on reduction of costs through enhanced
productivity, reduction in energy costs and logistics expenses. The cement sector is
expected to witness growth in line with the economic growth because of the strong
co-relation with GDP. Future drivers of cement demand growth in India would be the
road and housing projects. As per the Working Group report on Cement Industry for
the formulation of the 11th Plan, the cement demand is likely to grow at 11.5 per
cent per annum during the 11th Plan and cement production and capacity by the
end of the 11th Plan are estimated to be 269 million tones and 298 million tones,
respectively, with capacity utilization of 90 per cent.

Despite the growth of Indian cement industry India lags behind the per capita
production. Supply for cement is expected to remain tight which, in turn, will push
up prices of cement by more than 50%. The most important factor for better prices
is consolidation of the industry. It has just begun and we will see more consolidation
in the coming years. Other budget measures such as cut in import duty from 12.5
per cent to nil etc. are all intended to cut costs and boost availability of cement.

Sadly the adverse effects of global slowdown have not speared this industry too. Demand is
sluggish, the government is keeping an eagle eye on prizes, domesticcoal and pet coke, prizes
have increased sharply and utilizations rates are down.The numbers coming out are a reflection
of grim times. ACC the countrys largestcement company thats controlled by Swiss giant
HOLCIM, registered 2% fall inaugust sales. It is the biggest fall since Feb 2007. Production fell
by 5%.
To stand against the problematic situation, government as well as cement industry
has taken some steps. Companies are focusing on cost of transportation. One of the
strategy is to decrease dependence on road & opt for sea logistics as that can cut
transportation cost by 30- 50 %. Some plants are adopting futuristic plan such as
setting up captive power plant, moving closer to the customers by creating clicker,
crushing, and capacity in key markets, to be more customer centric to generate
better revenue. India should push for stricter regulations of market place as to
control the prices of big companies and prevent them from forming cartels and

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exchanging information. To fight with the high inflation, government wants to import
more cement from Pakistan .However cement prizes are not very much high as
other items but still they are increasing. And the reason of high prize is surging cost
of raw material and transportation cost. Apart from this government also discussed
with cement industry not to have increase in prizes and keep consumer interest in
mind.
Now the question arise in front of the government is whether the demand by the
government is possible to increase through expenditure on infrastructure or not
according to the current state of economy when so many crises are going on or how
the government allocation of US$ 3.23 billion for the National Highway
Development, Project will keep the demand for cement alive? And to what extent
the prizes of cement should be increase so that consumer cant affect.

Cement industry in India has also made tremendous strides in technological up
gradation and assimilation of latest technology. Presently, 93 per cent of the total
capacity in the industry is based on modern and environment-friendly dry process
technology. The induction of advanced technology has helped the industry
immensely to conserve energy and fuel and to save materials substantially. Indian
cement industry has also acquired technical capability to produce different types of
cement like Ordinary Portland Cement (OPC), Portland Pozzolana Cement (PPC),
Portland Blast Furnace Slag Cement (PBFS), Oil Well Cement, Rapid Hardening

CURRENT SCENARIO
The Indian cement industry is the second largest producer of quality cement, which
meets global standards. The cement industry comprises 130 large cement plants
and more than 300 mini cement plants. The industry's capacity at the end of the
year reached 188.97 million tons which was 166.73 million tons at the end of the
year 2006-07. Cement production during April to March 2007-08 was 168.31 million
tons as compared to 155.66 million tons during the same period for the year 2006-
07.Despatches were 167.67 million tons during April to March 2007- 08 whereas
155.26 during the same period. During April-March 2007-08, cement export was

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3.65 million tons as compared to 5.89 during the same period.
Cement industry in India is currently going through a consolidation phase. Some
examples of consolidation in the Indian cement industry are: Gujarat Ambuja taking
a stake of 14 per cent in ACC, and taking over DLF Cements and Modi Cement; ACC
taking over IDCOL; India Cement taking over Raasi Cement and Sri Vishnu Cement;
and Grasim's acquisition of the cement business of L&T, Indian Rayon's cement
division, and Sri Digvijay Cements. Foreign cement companies are also picking up
stakes in large Indian cement companies. Swiss cement major Holcim has picked up
14.8 per cent of the promoters' stake in Gujarat Ambuja Cements (GACL). Holcim's
acquisition has led to the emergence of two major groups in the Indian cement
industry, the Holcim-ACC-Gujarat Ambuja Cements combine and the Aditya Birla
group through Grasim Industries and Ultratech Cement. Lafarge, the French cement
major has acquired the cement plants of Raymond and Tisco. Italy based
Italcementi has acquired a stake in the K.K. Birla promoted Zuari Industries' cement
plant in Andhra Pradesh, and German cement company Heidelberg Cement has
entered into an equal joint-venture agreement with S P Lohia Group controlled Indo-
Rama Cement.

PROCESS TECHNOLOGY
While adding fresh capacities, the cement manufacturers are very conscious of the
technology used. In cement production, raw materials preparation involves primary
and secondary crushing of the quarried material, drying the material (for use in the
dry process) or undertaking a further raw grinding through either wet or dry
processes, and blending the materials. Clinker production is the most energy-
intensive step, accounting for about 80% of the energy used in cement Production.
Produced by burning a mixture of materials, mainly limestone, silicon oxides,
aluminum, and iron oxides, clinker is made by one of two production processes: wet
or dry; these terms refer to the grinding processes although other configurations
and mixed forms (semi-wet, semi-dry) exist for both types. In the dry process, the
raw materials are ground, mixed, and fed into the kiln in their dry state. In the wet

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process, the crushed and proportioned materials are ground with water, mixed, and
fed into the kiln in the form of slurry.

Different types of cement that are produced in India are:
Ordinary Portland cement (OPC):
OPC, popularly known as grey cement, has 95 per cent clinker and 5 per cent
gypsum and other materials. It accounts for 70 per cent of the total consumption.
Portland Pozzolana Cement (PPC):
PPC has 80 per cent clinker, 15 per cent pozzolana and 5 per cent gypsum and
accounts for 18 per cent of the total cement consumption. It is manufactured
because it uses fly ash/burnt clay/coal waste as the main ingredient.
White Cement:
White cement is basically OPC - clinker using fuel oil (instead of coal) with iron oxide
content below 0.4 per cent to ensure whiteness. A special cooling technique is used
in its production. It is used to enhance aesthetic value in tiles and flooring. White
cement is much more expensive than grey cement.


REQUIREMENTS
Coal
The consumption of coal in a typically dry process system ranges from 20-25% of
clinker production. This means for per ton clinker produced 0.20-0.25 ton of coal is
consumed. This contributes 35-40% of the production cost. The cement industry
consumes about 10mn tons of coal annually. Since coalfields like BCCL supply a
poor quality of coal, NCL and CCL the industry has to blend high-grade coal with it.
The Indian coal has a low calorific value (3,500-4,000 kcal/kg) with ash content as
high as 25-30% compared to imported coal of high calorific value (7,000-8,000
kcal/kg) with low ash content 6-7%. Lignite is also used as a fuel by blending it with
coal. However this process is not very common.
Electricity
Cement industry consumes about 5.5bn units of electricity annually while one ton of
cement approximately requires 120-130 units of electricity. Power tariffs vary

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according to the location of the plant and on the production process. The state
governments supply this input and hence plants in different states shall have
different power tariffs. Another major hindrance to the industry is severe power
cuts. Most of the cement producing states like AP, MP experience power cuts to the
tune of 25-30% every year causing substantial production loss.
Infrastructure
To reduce uncertainty relating to power, most of the leading companies like ACC,Indian Rayon,
and Grasim rely on captive power plants. A few companies are alsoconsidering power-
generating windmills.
Limestone
This constitutes the largest bulk in terms of input to cement. For producing one ton
of cement, approximately 1.6 ton of limestone is required. Therefore, the cement
plant location is determined by the location of limestone mines. The major cash
outflow takes place in way of royalty payment to the central government and cess
on royalties levied by the state government. The total limestone deposit in the
country is estimated to be 90 billion tons. AP has the largest share -- 34%,
Karnataka 13%, Gujarat 13%, M.P 8%, and Rajasthan 6.5%. The plants near the
limestone deposit pay less transportation cost than others.
Transportation
Cement is mostly packed in paper bags now. It is then transported either by rail or
road. Road transportation beyond 200 kms is not economical therefore about 55%
cement is being moved by the railways. There is also the problem of inadequate
availability of wagons especially on western railways and southeastern railways.
Under this scenario, manufacturers are looking for sea routes, this being not only
cheap but also reducing the losses in transit. Today, 70% of the cement movement
worldwide is by sea compared to 1% in India. However, the scenario is changing
with most of the big players like L&T, ACC and Grasim having set up their bulk
terminals.
Infrastructure for Future
The consumption of cement is determined by factors influencing the level of
housing and industrial construction, irrigation projects, and roads and laying of

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water supply and drainage pipes etc. The level and growth of GDP and its sectoral
composition, capital formation, development expenditure, growth in population,
level of urbanization, etc, in turn, determine these factors. But the domestic
demand for cement is mainly from the housing activities and infrastructure
development. The government paved the way for the entry of the private sector in
road projects. It has amended the National Highway Act to allow private toll
collection and identified projects, bridges, expressways and big passes for private
construction. The budget gave substantial incentives to private sector construction
companies. Ongoing liberalization will lead to an increase in industrial activities and
infrastructure development. So it is hoped that Indian cement industry shall boom
again in near future.
Incentives in States
Most state governments, in order to attract investments in their respective states,offer fiscal
incentives in the form of sales tax exemptions/deferrals. In some states,this applies only to
intrastate sales, like Madhya Pradesh and Rajasthan. States likeHaryana offer a freeze on power
tariff for 5 years, while Gujarat offers exemptionfrom electric duty.
Installed Capacity
India is the worlds second largest cement producing country after China. The
industry is characterized by a high degree of fragmentation that has created intense
competitive pressure on price realizations. Spread across the length and breadth of
the country, there are 120 large plants belonging to 56 companies with an installed
capacity of around 135mn tons as on March 2002.

OPPORTUNITIES, THREATS, RISKS AND CONCERNS
The cement industry is going through its boom period with full capacity utilization.
Powered by the GDP growth of 8-9%, the annual demand for cement in the country
continues to grow at 8- 10%. As per NCAER study, under high growth scenario, the
demand for cement (including exports) is expected to increase to 244.82 million
tonnes by 2010-11. As per the study, the demand is expected to be much higher at
311.37 million tonnes, if the optimistic projections of the road and the housing
sectors are met. The industry has responded to this with substantial new capacity

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announcements. The materialization of these capacities, however, is likely to be
delayed due to a number of factors including timely delivery of equipment and
construction of the plant due to the heavy order book position of the suppliers. It is
expected that demand growth will outstrip supply till the materialization of such
new capacities. However, the current high level of international crude prices and its
impact on the domestic prices of petroleum products is likely to make a dent in the
profitability but its impact will have to be seen depending upon the ability of the
economy to pass on such cost increase to the consumer.
While the freight cost could be optimized on the imported coal through usage of
companys own ships for part of the quantity, the international prices of imported
coal and its volatility together with the strengthening of the dollar against rupee
could derail this. This could impact the delivery prices of imported coal and also the
cost of production. The Government has taken steps to increase the availability of
indigenous coal for its expanded capacity across various plants which can mitigate
the impact of such high cost of imported coal for the plants located near the coal
fields in India.

1.2 INTRODUCTION TO AMBUJA CEMENT

Ambuja Cements Ltd. (ACL) is one of the leading cement manufacturing companies in India.
The Company, initially called Gujarat Ambuja Cements Ltd., was founded by Narotam
Sekhsaria in 1983 with a partner, Suresh Neotia. Sekhsarias business acumen and leadership
skills put the company on a fast track to growth. The Company commenced cement production
in 1986. The global cement major Holcim acquired management control of ACL in 2006.
Holcim today holds little over 46% equity in ACL. The Company is currently known as Ambuja
Cements Ltd.

ACL has grown dynamically over the past decade. Its current cement capacity is about 25
million tonnes. The Company has five integrated cement manufacturing plants and eight cement
grinding units across the country. ACL enjoys a reputation of being one of the most efficient
cement manufacturers in the world. Its environment protection measures are on par with the

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finest in the country. It is one of the most profitable and innovative cement companies in India.
ACL is the first Indian cement manufacturers to build a captive port with three terminals along
the countrys western coastline to facilitate timely, cost effective and environmentally cleaner
shipments of bulk cement to its customers. The Company has its own fleet of ships. ACL has
also pioneered the development of the multiple bio-mass co-fired technology for generating
greener power in its captive plants.
ACL has always met tough challenges and seized the opportunities that have come its way. It has
nurtured the same spirit of enterprise and search for cutting-edge technology with which it
started. It thus continues to be the driving force and in many ways a benchmark for the cement
industry in India.

VISION, MISSION AND VALUES
Vision: To be the most admired and competitive company in our industry.
Mission: To create value for all:
Delighted customers
Inspired employees
Energized society
Enlightened partners
Loyal sharegolders
Healthy environment
Our Values
1. Delighted Customers
My actions speak more about my company than a mere advertisement.
My function, however remote to the customer, ultimately leads to satisfying him. My
connection to him is like God.
I may not see it. But, it exists.
2. Inspired Employees
I don't need orders to trust my colleagues.
I don't need orders to seek challenges.
Or to meet them either.
That, I know, is I CAN.

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3. Enlightened partners
I will build enduring relationships with my dealers and suppliers.
The full benefit of our engagement with dealers and suppliers will only come when they act
as partners in satisfying the customer. I will, therefore, create win-win associations between
my dealers, suppliers, my company and my customers.
4. Energised Society
I will energise, involve and enable people around me to realize their potential.
The communities around me are a part of my support system.
A small improvement in their life will have a multiplier effect for everyone.
5. Cleaner Environment - Pollution control
I will leave a cleaner planet for my children. For this, I dont need the rule book.
6. Cleaner Environment natural resources
I will use Nature responsibly and conserve its resources.
If I allow Nature to replenish itself, it will provide me with a permanent livelihood. And, the
benefit will extend even to my childrens children.
7. Safety
I will adopt zero harm practices at work and everywhere.
I never forget that my familys future depends on my safety.

MANAGEMENT TEAM
Suresh Neotia, Chairman Emeritus
Co-promoter and Chairman Emeritus of Ambuja Cements Limited, Mr. Neotia is a
businessman and an industrialist of repute. A member of the Central Board of the Reserve
Bank of India, Mr. Neotia is also known for his association with numerous cultural
institutions as well as charitable organisations. The President of India conferred upon him the
Padma Bhushan in the year 2008.

N. S. Sekhsaria, Chairman
An industrialist reputed for his business acumen, Mr. Sekhsaria is the main promoter of
Ambuja Cements Limited. He has created new benchmarks in the cement industry with path-

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breaking and innovative thinking and turned cement from a commodity into a brand. He is
Chairman of ACC Ltd. and also of Ambuja Cements Limited.

Paul Hugentobler, Vice Chairman
Mr, Hugentobler, a Swiss national, joined Holcim Group Support Limited in 1980 as Project
Manager and in 1994 was appointed Area Manager. He has been a member of the Executive
Committee of Holcim since January 2002 with responsibility for South Asia and ASEAN
excluding Philippines. He joined the Board in May 2006 and in September 2009 was made
Non-executive Vice Chairman.

Markus Akermann, Director
Mr. Akermann, a Swiss national, began his professional career in 1975 with the Swiss Bank
Corporation. In 1978, he moved to Holcim where he was active in roles like Area Manager
for Latin America and Holcim Trading. In 1993, he was appointed to the Executive
Committee with responsibility for Latin America and international trading. He was appointed
CEO of Holcim Limited in 2002. He joined the board in 2006.

M L Bhakta, Director
Mr. Bhakta is a senior partner of Messrs Kanga & Company, a leading firm of advocates and
solicitors in Mumbai. He has vast experience in the legal field, especially in matters relating
to corporate law, banking and taxation. He was Chairman of the Taxation Law Standing
Committee of LAW ASIA. He joined the board in 1985.

Nasser Munjee, Director
A Masters degree holder from the London School of Economics, Mr. Munjee is a board
member of a number of companies. He has a deep interest in rural development, housing
finance and urban issues, specially the development of modern cities and humanitarian
causes. He has been awarded the Best Non-Executive Independent Director 2009 award by
The Asian Centre for Corporate Governance. He joined the board in 2001.

Rajendra P Chitale, Director

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An eminent Chartered Accountant, Mr. Chitale is the managing partner of M/s M.P. Chitale
& Associates. He has served as a member of the Insurance Advisory Committee, the
Company Law Advisory Committee and other committees of the Government of
Maharashtra and the Government of India. He is on the board of several large corporations.
He joined the board in July 2002.

Shailesh Haribhakti, Director
Mr. Haribhakti Is the Executive Chairman of BDO Consulting Private Ltd and the Managing
Partner of Haribhakti & Co Chartered Accountants. He is on the Board of Directors of
several private and listed companies. He has been awarded the Best Non-Executive
Independent Director 2007 award by The Asian Centre for Corporate Governance. He
joined the Board in May 2006.

Omkar Goswami, Director
A professional economist, Dr. Goswami has taught and researched economics for nearly two
decades. In 1997, he moved away from formal academics to become the editor of Business
India, one of Indias prestigious business magazines. He has served as the Chief Economist
of the Confederation of Indian Industry and is on the Board of several large companies. He
joined the Board in July 2006.

Naresh Chandra, Director
A Padma Vibhushan awardee in 2007, Mr. Naresh Chandra is a postgraduate from the
Allahabad University. He has held several important positions within the Government of
India, including Governor of the State of Gujarat and Indias ambassador to the United
States. He is a Director on the Board of ACC and several other reputed companies. He joined
the board in July 2008.

Onne van der Weijde, Managing Director
A Dutch national, Mr. Onne joined Holcim in the year 1996 and after holding various
positions, he was appointed Director and General Manager for Holcim (India) Pvt. Ltd. in

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March 2005. He was the CFO of ACC between 2006 and 2008. He has a lot of experience of
the cement industry. He joined the Board in January 2009.

Executive Management Team
Mr. Onne van der Weijde, Managing Director
Mr. B.L. Taparia, Company Secretary & Head Corporate Services
Mr. Sanjeev Churiwala, CFO
Mr. Ghassan Broummana, Head - Technical Support Services
Mr. S.N. Toshniwal - Business Head (East)
Mr. J.C. Toshniwal - Business Head (North)
Mr. Ajay Kapur - Business Head (West & South)
Ms. Meenakshi Narain - Joint President (HR)
Mr. Shakti Arora, Head - Central Purchase Officer

1.3 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
HRM is seen by practitioners in the field as a more innovative view of workplace management
than the traditional approach. Its techniques force the managers of an enterprise to express their
goals withspecificity so that they can be understood and undertaken by the workforce, and to
provide the resources needed for them to successfully accomplish their assignments. As such,
HRM techniques, when properly practiced, are expressive of the goals and operating practices of
the enterprise overall. HRM is also seen by many to have a key role in risk reduction within
organisations The Human Resources Management (HRM) function includes a variety of
activities, and key among them is deciding what staffing needs you have and whether to use
independent contractors or hire employees to fill these needs, recruiting and training the best
employees, ensuring they are high performers, dealing with performance issues, and ensuring
your personnel and management practices conform to various regulations. Activities also include
managing your approach to employee benefits and compensation, employee records and
personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these
activities themselves because they can't yet afford part- or full-time help. However, they should
always ensure that employees have -- and are aware of -- personnel policies which conform to

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current regulations. These policies are often in the form of employee manuals, which all
employees have.
Difference between HRM (a major management activity) and HRD (Human Resource
Development, a profession). HRD includes the broader range of activities to develop personnel
inside of organizations, including, eg, career development, training, organization development,
etc.
There is a long-standing argument about where HR-related functions should be organized into
large organizations, eg, "should HR be in the Organization Development department or the other
way around?"
The HRM function and HRD profession have undergone tremendous change over the past 20-30
years. Many years ago, large organizations looked to the "Personnel Department," mostly to
manage the paperwork around hiring and paying people. More recently, organizations consider
the "HR Department" as playing a major role in staffing, training and helping to manage people
so that people and the organization are performing at maximum capability in a highly fulfilling
manner.
Human resource management (HRM) is the strategic and coherent approach to the management
of an organization's most valued assets - the people working there who individually and
collectively contribute to the achievement of the objectives of the business. The terms "human
resource management" and "human resources" (HR) have largely replaced the term "personnel
management" as a description of the processes involved in managing people in organizations.
Human Resource management is evolving rapidly. Human resource management is both an
academic theory and a business practice that addresses the theoretical and practical techniques of
managing a workforce. Features

Feature:
Its features include:
Personnel administration
Personnel management
Manpower management
Industrial management

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But these traditional expressions are becoming less common for the theoretical discipline.
Sometimes even industrial relation and employee relations are confusingly listed as synonyms
although these normally refer to the relationship between management and workers and the
behavior of workers in companies.

Definiton
Synonyms such as personnel management are often used in a more restricted sense to describe
activities that are necessary in the recruiting of a workforce, providing its members with payroll
and benefits, and administrating their work-life needs, Torrington and Hall define personnel
management as
a series of activities which: first enable working people and their employing organisations to
agree about the objectives and nature of their working relationship and, secondly, ensures that
the agreement is fulfilled"
".......those decisions and actions which concern the management of employees at all levels in the
business and which are related to the implementation of strategies directed towards creating and
sustaining competitive advantage".
Academic theory
The goal of human resource management is to help an organization to meet strategic goals by
attracting, and maintaining employees and also to manage them effectively. The key word here
perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an
organization's employees, and the overall strategic direction of the company .
The basic premise of the academic theory of HRM is that humans are not machines, therefore we
need to have an interdisciplinary examination of people in the workplace. Fields such as
psychology,industrial engineering, industrial and organizational psychology,industria
lrelations,sociology,and critical theoriespostmodersition,poststructuring, play a major role. Many
colleges and universities offer bachelor and master degrees in Human Resources Management.

Function:
One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4
fields for the HRM function
Strategic business partner

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Change agent
Employee champion
Administration
However, many HR functions these days struggle to get beyond the roles of administration and
employee champion, and are seen rather as reactive than strategically proactive partners for the
top management. In addition, HR organizations also have the difficulty in proving how their
activities and processes add value to the company. Only in the recent years HR scholars and HR
professionals are focusing to develop models that can measure if HR adds value.

Critical Academic Theory
Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess the
debate of whether HRM is a modernist project or a postmodern discourse). In many ways,
critically or not, many writers contend that HRM itself is an attempt to move away from the
modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man
as individuals). Critiques include the notion that because 'Human' is the subject we should
recognize that people are complex and that it is only through various discourses that we
understand the world. Man is not Machine, no matter what attempts are made to change it
Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping, particularly
when considering empowerment, or perhaps more precisely pseudo-empowerment - as the
critical perspective notes. Many critics note the move away from Man as Machine is often in
many ways, more a Linguistic (discursive) move away than a real attempt to recognise the
Human in Human Resource Management.
Critical Theory, in particular postmodernism (poststructualism), recognises that because the
subject is people in the workplace, the subject is a complex one, and therefore simplistic notions
of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the
complex subject of power, power games, and office politics. Power in the workplace is a vast
and complex subject that cannot be easily defined. This leaves many critics to suggest that
Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but
in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the
trap of oversimplifying the relationship.


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Business Practice
Human resources management comprises several processes. Together they are supposed to
achieve the above mentioned goal. These processes can be performed in an HR department, but
some tasks can also be outsourced or performed by line-managers or other departments.
Recruitment (sometimes separated into attraction and selection)
Induction AND Oriention
Skils management
Training and development
Workforce planning
Personnel administration
Compensation in wage or salary
Time management
Travel management (sometimes assigned to accounting rather than HRM)
Payroll (sometimes assigned to accounting rather than HRM)
Employ benefits administration
Personnel cost planning
Performance appraisal

Strategic Workforce Planning involves analyzing and forecasting the talent that companies
need to execute their business strategy, proactively rather than reactively, it is a critical strategic
activity, enabling the organization to identify, develop and sustain the workforce skills it needs to
successfully accomplish its strategic intent whilst balancing career and lifestyle goals of its
employees.
Strategic Workforce Planning is a relatively new management process that is being used
increasingly to help control labour costs, assess talent needs, make informed business decisions,
and assess talent market risks as part of overall enterprise risk management. Strategic workforce
planning is aimed at helping companies make sure they have the right people in the right place at
the right time and at the right price
Through Strategic Workforce Planning organizations gain insight into what people the
organization will need, and what people will be available to meet those needs. In creating this
understanding of the gaps between an organizations demand and the available workforce

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supply, organizations will be able to create and target programmes, approaches and develop
strategies to close the gaps
Workforce analytics approach
The focus is to analyse current and historical employee data to identify key relationships among
variables and use this to provide insight into the workforce they need for the future..
Modeling approach
This approach incorporates forecasting and scenario planning. Forecasting uses quantitative data
to create forecasts incorporating multiple what-if and modeling the future. Scenario Planning
being the more useful tool where there are uncertainties, therefore incorporating quantitative and
qualitative.
Segmentation approach
Breaking the workforce into segments along the lines of their jobs and determining relevance to
strategic intent. Provides a technique for prioritizing.
Steps in Workforce Planning
Though there is no definitive Start here activity for any of the approaches to Strategic
Workforce Planning, there are five fundamentals activities that most Workforce Plan models
have:
Environment Scan
Current Workforce Profile
Future Workforce View
Analysis and Targeted Future
Closing the gaps
Envoriment scanning
Environment Scanning is a form of business intelligence. In the context of Workforce Planning it
is used to identify the set of facts or circumstances that surround a workforce situation or event.
Current Workforce Profile
Current State is a profile of the demand and supply factors both internally and externally of the
workforce the organization has today.

20


Future Workforce View
Future View is determining the organizations needs considering the emerging trends and issues
identified during the Environment Scanning.
Future View is often where the different approaches identified above are applied: Quantitative
futuring: understanding the future you are currently tracking to by forecasting; Qualitative
futuring: scenario planning potential alternative futures in terms of capabilities and
demographics to deliver the business strategy.
Analysis and Targeted Future
Qualitative and quantitative futuring creates the content for an organizational unit to analyse and
identify critical elements. As the critical elements are identified the Targeted Future begins to
take form. The targeted future is the future that the organization is going to target as being the
best fit in terms of business strategy and is achievable given the surrounding factors
(internal/external, supply/demand).
Closing the Gaps
Closing the gaps is about the people management (human resources) programs and practices that
deliver the workforce needed for today and tomorrow. The process is about determining
appropriate actions to close the gaps and therefore deliver the targeted future.
There are 8 key areas that Closing the Gaps needs to focus on -
Resourcing, Learning and Development, Remuneration, Industrial Relations, Recruitment,
Retention, Knowledge Management, Job design.
Recruitment refers to the process of sourcing, screening, and selecting people for a job or
vacancy within an organization. Though individuals can undertake individual components of the
recruitment process, mid- and large-size organizations generally retain profesional recruities.
The recruitment industry has four main types of agencies. Their recruiters aim to channel
candidates into the hiring organisations application process. As a general rule, the agencies are
paid by the companies, not the candidates. The industries practice of information asymmetry and
recruiters' varying capabilities in assessing candidate quality produces the negative economic
impacts described by The Market for Lemons.



21

PURPOSES AND IMPORTANCE:
In gerenal purposes of recuritment is to provide a pool of potencially qualifide job candidates.
Specifically the purposes are to;
1. Determining the present and future recuritement of the organization in conganction with
its personel planning and job-analysis acativities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the suscess rate of the selection process by reducing the number of visibley
under qualified or ovetqualified job application.
4. Help reduce the probability that job applicants, once recruited and selected ,will have the
organazation only after a short period of time.
5. Meet organazations legal and social obilagations regarding the composition of its
workforce.

TRADITIONAL RECRUITMENT
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 agencys books. Recruitment Consultants then endeavour to match their pool of
candidates to their clients' open positions. Suitable candidates are with potential employers.
Remuneration for the agency's services usually takes one of two forms:
A contingency fee paid by the company when a recommended candidate accepts a job with the
client company (typically 20%-30% of the candidates starting salary), which usually has some
form of guarantee, should the candidate fail to perform and is terminated within a set period of
time.
An advance payment that serves as a retainer, also paid by the company.
It may still be legal for an employment agency to charge the candidate instead of the company,
but in most places that practice is now illegal, due to past unfair and deceptive practices.

Online recruitment websites
Such sites have two main features: job boards and a rsum/Curriculum Vitae (CV) database.
Job boards allow member companies to post job vacancies. Alternatively, candidates can upload

22

a rsum to be included in searches by member companies. Fees are charged for job postings and
access to search resumes.
In recent times the recruitment website has evolved to encompass end to end recruitment.
Websites capture candidate details and then pool then in client accessed candidate management
interfaces (also online). Key players in this sector provide e-recruitment software and services to
organisations 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.
The online software provided by those who specialise in online recruitment helps organisations
attract, test, recruit, employ and retain quality staff with a minimal amount of administration.
Online recruitment websites can be very helpful to find candidates that are very actively looking
for work and post their resumes online, but they will not attract the "passive" candidates who
might respond favorably to an opportunity that is presented to them through other means. Also,
some candidates who are actively looking to change jobs are hesitant to put their resumes on the
job boards, for fear that their current companies, co-workers, customers or others might see their
resumes.

Headhunters
Headhunters are third-party recruiters often retained when normal recruitment efforts have failed.
Headhunters are generally more aggressive than in-house recruiters. 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 candidates annual compensation). Due to their higher costs,
headhunters are usually employed to fill senior management and executive level roles, or to find
very specialized individuals.

23

While in-house recruiters tend to attract candidates for specifisc jobs, headhunters will both
attract candidates and actively seek them out as well. To do so, they may network, cultivate
relationships with various companies, maintain large databases, purchase company directories or
candidate lists, and cold call.

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 employee referral
schemes, 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).

There are the main recruiting stages:
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. 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 .
Screening & selection
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and
computer skills. Qualifications may be shown through rsums, 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.
Agencies are particularly suitable for recruitment of executives and specialists. It is also known
as RPO (Recruitment Process Outsourcing)


24

SOURCES OF RECRUIMENT
Employment exchanges
Government establishes public employment exchanges throughout the country. These exchanges
provide job information to job seekers and help employers in identifying suitable candidates.
Labour contractors
Manual workers can be recruited through contractors who maintain close contacts with the
sources of such workers. This source is used to recruit labor for construction jobs.
Unsolicited applicants
Many job seekers visit the office of well-known companies on their own. Such callers are
considered nuisance to the daily work routine of the enterprise. But can help in creating the talent
pool or the database of the probable candidates for the organization.
EMPLOYEE REFERRALS / RECOMMENDATIONS
Many organizations have structured system where the current employees of the organization can
refer their friends and relatives for some position in their organization. Also, the office bearers of
trade unions are often aware of the suitability of candidates. Management can inquire these
leaders for suitable jobs. In some organizations these are formal agreements to give priority in
recruitment to the candidates recommended by the trade union.

RECRUITMENT AT FACTORY GATE
Unskilled workers may be recruited at the factory gate these may be employed whenever a
permanent worker is absent. More efficient among these may be recruited to fill permanent
vacancies. Factors Affecting Recruitment
Effective human resource planning helps in determining the gaps present in the existing
manpower of the organization. It also helps in determining the number of employees to be
recruited and what qualification they must possess.

RECURITMENT PROCESS PARLES RUDRAPUR PLANT
Here the company adopted to system for recruited their staff and worker .for staff member the
company adopted generally the traditional process like by the test , G.D , interview and for the
worker level the company adopted the flowing process.
On gate

25

By the contractor
By the camp
On the reference
Thus the recruitment process of the Parles in as like as the other company but one thing
different the camp based selection process .I think this a different kind of process and unique it
self . The company run the camp in the rural and remote area in state for the
Recruitment they conducts one week program and this time interval the select number of
candidate. This helps not only the company but also the life of rural people who cut of the rest
world due to several reasons. This also helps increasing the economic and social condition of the
remote area which ultimately helps the nation development.
By this process the company also full fills the social objective of the company.

FACTOR AFFECTING THE RECRUITMENT PROCESS:
SIZE OF THE FIRM
The size of the firm is an important factor in recruitment process. If the organization is planning
to increase its operations and expand its business, it will think of hiring more personnel, which
will handle its operations.
COST
Recruitment incur cost to the employer, therefore, organizations try to employ that source of
recruitment which will bear a lower cost of recruitment to the organization for each candidate.
Influence the recruiting efforts of the organization. If there is surplus of manpower at the time of
recruitment, even informal attempts at the time of recruiting like notice boards display of the
requisition or announcement in the meeting etc will attract more than enough applicants.
IMAGE / GOODWILL
Image of the employer can work as a potential constraint for recruitment. An organization with
positive image and goodwill as an employer finds it easier to attract and retain employees than an
organization with negative image. Image of a company is based on what organization does and
affected by industry. For example finance was taken up by fresher MBA's when many finance
companies were coming up.



26

POLITICAL-SOCIAL- LEGAL ENVIRONMENT
Various government regulations prohibiting discrimination in hiring and employment have direct
impact on recruitment practices. For example, Government of India has introduced legislation for
reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc.
Also, trade unions play important role in recruitment. This restricts management freedom to
select those individuals who it believes would be the best performers. If the candidate can't meet
criteria stipulated by the union but union regulations can restrict recruitment sources.

UNEMPLOYMENT RATE
One of the factors that influence the availability of applicants is the growth of the economy
(whether economy is growing or not and its rate). When the company is not creating new jobs,
there is often oversupply of qualified labor which in turn leads to unemployment.
COMPETITORS
The recruitment policies of the competitors also affect the recruitment function of the
organizations. To face the competition, many a times the organisationsS have to change their
recruitment policies according to the policies being followed by the competitors.

RECENT TREND:
Company need not plan for human resources much in advance.
Value creation, operational flexibility and competitive advantage
turning the management's focus to strategic level processes of HRM
Company is free from salary negotiations, weeding the unsuitable resumes/candidates.
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
organisations today. Poaching means employing a competent and experienced person already
working with another reputed company in the same or different industry; the organisation 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

27

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- 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 internal of recruitment are:
Low cost.
No intermediaries
Reduction in time for recruitment.
Recruitment of right type of people.
Efficiency of recruitment process.

RECRUITMENT POLICY
1. The recruitment policy of an organization specifies the objectives of recruitment and provides
a framework for implementation of recruitment programmed. It may involve organizational
system to be developed for implementing recruitment programmed and procedures by filling
up vacancies with best qualified people.
2. 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.
3. 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.
4. There is no contract of recruitment established in recruitment WHEREAS selection results in a
contract of service between the employer and the selected employee.


28



29

REVIEW OF LITERATURE


Janifer A Chatman (2007) according to him to investigate how the fit of an employee with his
or her organization a a whole is established and maintained and what the consequences are in
organizations, this study tracked the early careers of 171 entry-level auditors in eight of the
largest U.S. public accounting firms and assessed the confgruence of their values with those of
the organization. Person-organization fit is shown to be created, in part, by selection
(assessments of who the person is when he or she enters the organization) and socialization (how
the organization influences the person's values, attitudes, and behaviors during membership.
Results show some support for three general hypotheses: First, recruits whose values, when they
enter, match those of the firm adjust to it more quickly; second, those who experience the most
vigorous socialization fit the firm's values better than those who do not; and third, recruits whose
values most closely match the firm's feel most satisfied and intend to and actually remain with it
longer.

Methews (2008) concluded that organizations devote substantial resources to establishing and
maintaining a "good fit" between people and their jobs because they assume that certain people
are better suited to perform some jobs than others . Numerous fit theories have been advanced,
focusing on careers, job choice and organizational climate. These theories draw on interactional
psychology in that they consider how individual and situational characteristics combine to
influence a focal individual's response in a given situation. Pervasive influences on individual
behaviors and attitudes may also arise from the organization's social environment, specifically
from its central values. Conceptualizing the situation as the organization's values and considering
person-organization fit is thus a meaningful, yet less-researched level of analysis.

George (2008) concluded that person-organization fit is defined as the congruence between
patterns of organizational values and patterns of individual values, defined here as what an
individual values in an organization, such as being team-oriented or innovative. Although
multiple aspects of organizations and people influence behavior and attitudes, person-
organization fit is a meaningful way of assessing person-situation interaction because values are

30

fundamental and relatively enduring and because individual and organizational values can be
directly compared. Person-organization fit focuses on how the patterning and content of a
person's values, when juxtaposed with the value system in a particular organizational context,
affect that individual's behaviors and attitudes.

Milen (2009) concluded that recruitment is the process of identifying that the organisation needs
to employ someone up to the point at which application forms for the post have arrived at the
organisation. Selection then consists of the processes involved in choosing from applicants a
suitable candidate to fill a post. Training consists of a range of processes involved in making sure
that job holders have the right skills, knowledge and attitudes required to help the organisation to
achieve its objectives. Recruiting individualsto fill particular posts within a business can be done
either internally by recruitment within the firm, or externally by recruiting people from outside.

Sharma (2009) concluded that recruitment makes it possible to draw upon a wider range of
talent, and provides the opportunity to bring new experience and ideas in to the business.
Disadvantages are that it is more costly and the company may end up with someone who proves
to be less effective in practice than they did on paper and in the interview situation.

James (2010) defines in his article Recruitment and Selection: Wooing and hiring the right
talent in HR thoughtleader, written by John Viktorin and Lee Downs, the four steps are
Define, Attract, Interview, and Select. Define involves determining why you need to hire
and what talent youre looking for compared to requirements of the job and how your company
measures motivational fit in candidates. Attract How will you communicate that you are hiring
or filling a position, i.e. will you recruit internally or externally, as well as will you outsource the
recruiting or perform it through your current HR department. Interview prior to conducting the
actual interview, you need to determine what selection criteria will be used in order to properly
assess which candidates are the proper fit. You also need to determine what tools will be used to
conduct the interview, as well as prepare and communicate the guidelines that will be used
during the interview. Select is the process discussing the qualified candidates by consulting all
involved in the decision-making process. This is where you would also conduct reference
checks, provide candidates with realist job previews, and offer the job to the right person.

31


The perusal of literature revealed that most of the study was conducted in foreign context and the
present study tries to study the biscuit industry by Indian context. It also revealed the importance
of promotion in the economic growth of organizations. It stated that a wrongly positioned
employee could harm the image of the company. The review of literature had not revealed that
there is significant scope of sales expansion in other states also.



32


NEED, SCOPE AND OBJECTIVES


33

NEED, SCOPE AND OBJECTIVES OF THE STUDY

3.1 NEED
Research came identified from review of literature. After conducting a review of researches done
by various professionals a gap has been identified. Study relating to HR Policies related to
Recruitment and Selection of Ambuja Cement Ltd. has been conducted but study related to
attitude towards Ambuja products has not been done yet. A need was felt to cover the areas
neglected. So, in the present research this gap has been filled.

3.2 SCOPE
The scope of the study was limited to Ambuja Cement Plant, Haryana.

3.3 OBJECTIVES
The main objectives of the study were as follows:

To understand about the recruitment & selection process of the company.
To search the company performance and their talent pool requisition
To indicate the true efficiency.
To understand the employees thinking towards the present recruitment policies of the
company.






34

RESEARCH METHODOLOGY


35

RESEARCH METHODOLOGY

4.1 Research
Research is a procedure of logical and systematic application of the fundamentals of science to
the general and overall questions of a study and scientific technique, which provide precise tools,
specific procedures, and technical rather philosophical means for getting and ordering the data
prior to their logical analysis and manipulation different type of research designs is available
depending upon the nature of research project, availability of manpower and circumstances.
According to D. Slesinger and M. Stephenson research may be defined as the manipulation of
things, concepts or symbols for the purpose of generalizing to extend, correct or verify
knowledge, whether that knowledge aids in the construction of theory or in the practice of an
art. Thus it is original contribution to the existing stock of knowledge of making for its
advancement.

4.2 Research Design
Research Design is an arrangement of conditions for collection and analysis of data in a manner
that aims to combine relevance to the research purpose with economy on procedure. The
research problem having been formulated in clear-cut term helps the researcher to prepare a
research design. The preparation of such a design facilitates in conducting it in an efficient
manner as possible. It is a blue print for the fulfillment of objectives and answering questions
.this research is:

4.3 Descriptive Research:
Present research is descriptive research because in this research it has been described that which
method of recruitment and selection is being followed in Ambuja Cement Limited and various
factors considered for the same.

4.4 Sampling Design
The following factors have to decide within the scope of sample design:
i) Universe- universe stands for the name of company. In this study the company was
Ambuja Cement Ltd.

36

ii) Sample Frame-Sample frame refers from where the questionnaires are to be filled. Our
sample frame consists of family, friends and classmates
iii) Sampling Unit: It indicates who is to be surveyed. The researcher must define the target
population that will be sampled. In this project sampling unit is the employees working in
Ambuja Cements Limited.
iv) Sample Size: A sample of minimum respondents was selected from various divisions of
Ambuja. An effort has been made to select respondents evenly. The survey was carried
out on 100 respondents.
v) Sampling Technique: For the purpose of research convenient sampling is used.
Technical associates working in different divisions of Ambuja Cements. Ltd. Have been
approached to get the questionnaire filled.

4.5 Data Collection
There are two types of data sources. :

4.5 a) Secondary data:
It includes information which had already been collected by someone else and which had already
been passed through the statistical process. In this case one is not confronted with the problems
that are usually associated with the collection of original data. Secondary data either is published
data or unpublished data. Secondary data was collected through internet and by using
companys manuals.

4.5 b) Primary data:
It includes information collected afresh and for the first time, and thus happen to be original in
character. It is the backbone of any study. It was obtained from respondents that are executives
of each department with the help of widely used and well-known method of survey, through a
well-structured questionnaire.




37

4.6 Limitations of the study
The limitations of the study were as follows:
This project is based on the method of recruitment and selection policies and due to
constraint of time is not possible to work on all tools and techniques of recruitment policies.
The data collection is also limited.
This project report is based on my own perception and finding so it cannot used for
generalizing purpose.
Data are extracted from various employees and secondary sources so any error in the
statement will subsequent affect the company R&S process.



38

DATA ANALYSIS AND ITS INTERPRETATION


39

DATA ANALYSIS AND ITS INTERPRETATION

Q1. Did you satisfied with the present recruitment process adopt by the company?

Table 5.1 Satisfied with recruitment process.

Response No. of respondents
Yes 50
No 30
Cant Say 20

Figure 5.1 Satisfied with recruitment process.




Analysis and Interpretation
From the above table and figure it is quite clear that 50% of the respondents are satisfied with the
present recruitment process adopt by the company, 30% of the respondents are not satisfied with
the present recruitment process adopt by the company while remaining 20% of the respondents
could not say anything.

0
10
20
30
40
50
60
yes no can't say
No. of Respondents
No. of Respondents

40

Q2. How did you recruited in this company?

Table 5.2 Recruited in this company
Recruitment Process No. of Response
Internally 20
By test and interview 45
On the reference 20
On gate 15

Figure 5.2 Recruited in this company



Analysis and Interpretation
From the above table and figure it is quite clear that 20% of the respondents are recruited
internally in this company, 45% of the respondents are recruited by test and interview, 20% of
the respondents are recruited on the reference and remaining 15% of the respondents are
recruited on gate.


0
5
10
15
20
25
30
35
40
45
50
Internally By test and
interview
On the
reference
On gate
No. of Respondents
No. of Respondents

41

Q3. In whole recruitment process which part you feel very interesting?

Table 5.3 Part of the recruitment process you feel interesting.
Recruitment Process No. of Respondents
Written Test 20
GD 40
Interview 20
All 20


Figure 5.3 Part of the recruitment process you feel interesting.



Analysis and Interprtation:
From the above table and figure it is clear that 40 % of the employees feel GD a very interesting
in the recruitment process part and remaining 20% each feel written test, interview and all the
above process the interesting part of recruitment process.



0
5
10
15
20
25
30
35
40
45
Written
test
GD Interview All
No. of Respondents
No. of Respondents

42

Q4. In recruitment process which part you feel lengthy?

Table 5.4 Part you feel lengthy.

Recruitment Process No. of Respondents
Written Test 40
GD 40
Interview 20
All 20

Figure 5.4 Part you feel lengthy.





ANALYSIS AND INTERPRETATION

From the above table and figure it is clear that 40 % of the employees feel that written is the
lengthy in the recruitment process and remaining 20% each feel Gd, interview and all the above
process is the lengthy part in recruitment process.

0
5
10
15
20
25
30
35
40
45
Written
test
GD Interview All
No. of Respondents
No. of Respondents

43

Q5. Test question asked in test are level to the post offer?

Table 5.5 Question asked are level to the post offer.

Response No. of respondents
Yes 50
No 30
Cant Say 20

Table 5.5 Question asked are level to the post offer





ANALYSIS AND INTERPRETATION
From the above table and figure it is quite clear that 50% of the respondents are agree that the
question asked in the test are level to the post offer, 30% of the respondents are not are agree that
the question asked in the test are level to the post offer while remaining 20% of the respondents
could not say anything.

0
10
20
30
40
50
60
yes no can't say
No. of Respondents
No. of Respondents

44

Q6. The post offer and the salary are equal to the employement notice?

Table 5.6 The post offer and the salary are equal to the employement notice

Response No. of respondents
Yes 70
No 30

Figure 5.6 The post offer and the salary are equal to the employement notice





ANALYSIS AND INTERPRETATION

From the above table and figure it is quite clear that majority of the respondents are agree that
the post offer and salary are equal to the employement notice and remaining 30% of the
respondents are not agree that the post offer and salary are equal to the employement notice.

0
10
20
30
40
50
60
70
80
yes no
No. of Respondents
No. of Respondents

45

Q7. What is your experience about the company at the time of joining?

Table 5.7 Experience about the company at the time of joining

Response No. of respondents
Good 25
Fair 40
Best 15
Not Good 20

Figure 5.7 Experience about the company at the time of joining




ANALYSIS AND INTERPRETATION

From the above table and figure it is quite clear that 25% of the employees are having a good
experience about the company at the time of joining, 40% of the employees are having a fair
experience, 15% of the employees employees are having a best experience and remaining 20%
employees are not having a good experience about the company at the time of joining.

0
5
10
15
20
25
30
35
40
45
Good Fair Best Not Good
No. of Respondents
No. of Respondents

46

Q8 . Do you satisfied with the induction and orientation process?

Table 5.8 Satisfied with the induction and orientation process.

Response No. of respondents
Yes 60
No 40

Figure 5.8 Satisfied with the induction and orientation process.





ANALYSIS AND INTERPRETATION

From the above table and figure it is quite clear that 60% of the respondents are satisfied with
induction and orientation process and remaining 40% of the respondents are not satisfied with
induction and orientation process of the company.

0
10
20
30
40
50
60
70
Yes No
No. of Respondents

47

Q9. Do you want to give any suggestions for the company to improve recuitment and
selection process?

Table 5.9 Suggestions for the company

Response No. of respondents
Yes 80
No 20

Figure 5.9 Suggestions for the company





ANALYSIS AND ITS INTERPRETATION

From the above table and graph it is quite clear that majority of the respondents i.e. 80% want to
give suggestions for the company to improve recuitment and selection process and remaining
20% of the respondents do not want to give any suggesstions.

0
10
20
30
40
50
60
70
80
90
Yes No
No. of Respondents

48



FINDINGS OF THE STUDY


49

FINDINGS OF THE STUDY

After conducting the study on Recruitment and Selection Process in Ambuja Cement the
findings were as follows.

It is quite clear that 50% of the respondents are satisfied with the present recruitment process
adopt by the company, 30% of the respondents are not satisfied with the present recruitment
process adopt by the company while remaining 20% of the respondents could not say
anything.
It is quite clear that 20% of the respondents are recruited internally in this company, 45% of
the respondents are recuited by test and interview, 20% of the respondents are recuited on the
reference and remaining 15% of the respondents are recruited on gate.
It is clear that 40 % of the employees feel GD a very interesting in the recruitment process
part and remaining 20% each feel written test, interview and all the above process the
interesting part of recruitment process.
It is clear that 40 % of the employees feel that written is the lenghty in the recruitment
process and remaining 20% each feel Gd, interview and all the above process is the lenghty
part in recruitment process.
It is quite clear that 50% of the respondents are agree that the question asked in the test are
level to the post offer, 30% of the respondents are not are agree that the question asked in the
test are level to the post offer while remaining 20% of the respondents could not say
anything.
It is quite clear that majority of the respondents are agree that the post offer and salary are
equal to the employement notice and remaining 30% of the respondents are not agree that
the post offer and salary are equal to the employement notice.
It is quite clear that 25% of the employees are having a good experience about the company
at the time of joining, 40% of the employees are having a fair experience, 15% of the
employees employees are having a best experience and remaining 20% employees are not
having a good experience about the company at the time of joining.

50

It is quite clear that 60% of the respondents are satisfied with induction and orientation
process and remaining 40% of the respondents are not satisfied with induction and
orientation process of the company.
It is quite clear that majority of the respondents i.e. 80% want to give suggestions for the
company to improve recuitment and selection process and remaining 20% of the respondents
do not want to give any suggesstions.


51

CONCLUSION AND RECOMMENDATIONS


52

CONCLUSION AND RECOMMENDATIONS

7.1 CONCLUSION
At the end I reach to the conclusion that Ambuja Cements Limited no doubt world famous
cement company. It has unique place in every Indian. By strong financial and structural position
it is top to his competitor. In era of globalization the company growth and feature are safe. The
price policies fowled by the company do separate to its competitor. The recruitment and
selection policies are very good. Talent search in rural area, in my concerned first time adopted
by any company in India.
In hole training period I learn a lot in Ambuja and find that some of the area where the company
required improvement like
Induction Process : It has been rightly said that if the beginning of a new voyage in our lives be
good, all goes well after that. The true in many organizations, which go an extra mile when they
have new employees on board. If a new hire gets inducted into the organization in a proper
manner, he/she feels more connected to the organization and eventually, loyalty and long-terms
association follow.
After joining a new organization, many of us find ourselves thrown into a new environment, with
a lot of apprehensions. This is where induction trainee can help familiarize us with the
organizations philosophy, along with key business processes and our work responsibilities.
It is absolutely necessary to unbolt the door to international business customs and practices so as
to enable international managers to conduct business successfully around the world.
Cross Culture Issues: Today, when business has become global, to achieve success, one not
only needs to communicate in a language that can be understood, but also needs to know the
customs and the non-verbal practices of every culture.



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7.2 RECOMMENDATIONS
After conducting the study, the main recommendations were as follows:
Alignment of talent acquisition strategy with the overall corporate strategic plan.
Measuring workforce performance on the basis of quality of hire and time per hire.
Elimination of traditional paper methods and using latest technological developments.
Focusing on a long term plan.
Managing workforce wholly.
Reducing the application process and workload for the job. Invite interested job seekers to
create a self-profile which can be used in case a suitable job vacancy arises.



54

References


55

REFERENCES

Hunter, J.E., Schmidt, F. L., & Pearlman, K. . Task differences as moderators of aptitude test
validity in selection: A red herring. Journal of Applied Psychology, 66, 166-185.
Schmidt, F. L., Law, K., Hunter, J. E., Rothstein, H. R., Pearlman, K., McDaniel, M. .
Refinements in validity generalization methods: Implications for the situational specificity
hypothesis. Journal of Applied Psychology, 78, 3-12.
Hunter, J. E. Cognitive ability, cognitive aptitude, job knowledge, and job performance.
Journal of Vocational Behavior, 29, 340-362.
Hunter, J. E., & Schmidt, F. L. . Intelligence and job performance: Economic and social
implications. Psychology, Public Policy, and Law, 2, 447-472.
Flanagan, J. C. . The Critical Incident Technique. Psychological Bulletin, 51, 327-358.
O'Driscoll, M. P., & Cooper, C. L. . Coping with work-related stress: A critique of existing
measures and proposal for an alternative methodology. Journal of Occupational and
Organizational Psychology, 67, 343-354.
Michelson, B. J. . Leadership and power base development: using power effectively to
manage diversity and job-related interdependence in complex organizations. Retrieved from
http://www.au.af.mil/au/awc/awcgate/au-24/michelson.pdf
Christopher Duffy, The Business Experience in the Age of Reason, 1988.
Mark J. Eitelberg, Manpower for company occupations, 1988.
David R. Segal, Recruiting for Uncle Sam, 1989.
www.ambuja.com
www.googlescholars.com
www.answers.com







56

questionnnaire


57

QUESTIONNAIRE

Dear respondent,
I, Ravjot Singh Sangha, M.Com student of Lyallpur Khalsa College,
Jalandhar is conducting a survey on the topic Recruitment and Selection Process as a part
of our curriculum. Your cooperation is required in this endeavor and we assure that the following
questionnaire will not take much of your time.

DEMOGRAPHIC PROFILE

Name_______________________________

Age

Less than 20 years 20-40 years

40-60 years More than 60 years

Gender

Male Female
Designation:
Manager Executive Supervisor


Q1) Age distribution of workers at Ambuja Cement.
18-20 years
21-25 years
26-30 years
Above 30 years


58

Q2) Are you educated?
Yes
No
Q3) If yes, what is your qualification?
10
th

12
th

Graduate.
Post Graduate

Q4) Did you satisfied with the present recruitment and selection process adopt by the company?
Yes
No
Cant Say

Q5) How did you recruit in this company?
Internally
By test and interview
On the reference
On gate

Q6) In whole recruitment process which part you feel very interesting?
Written test
GD
Interview
All

Q7) In recruitment process which part you feel lenghty?
Written test
GD
Interview
All

59

Q8) Are you satisfied with working conditions?
Yes
No
Cant say
Q8) do you feel that the post offer and the salary are equal to the employment notice?
Yes
No

Q9) What is your experience about the company at the time of joining?
Good
Fair
Best
Not Good

Q10) Are you satisfied with the provision of medical facilities provided at Parle?
Yes
No
Cant Say

Q11) Which language do you prefer during recruitment process?
Hindi
English
Both

Q12) Do you satisfied with the induction and orientation process?
Yes
No

Q13) Does the company takes any action after getting feedback from the employees?
Yes
No
Cant Say

60


Q14) Any suggesstions for the company to improve recuitment and selection process

Thank you.