Subhra and Alapan Project PDF
Subhra and Alapan Project PDF
Subhra and Alapan Project PDF
NAME: NAME:
DESINGATION: DESIGNATION:
SUBMITTED BY
NAME:
ROLLNO:
OF
BBA
I hereby declare that the project report entitled manpower recruitment and
retention policy submitted in partial fulfilment of the requirement for the degree of
bachelor of business administration to Utkal University, is my original work &
not submitted for the award of any other similar title of prizes.
Place: Name:
Certified that this project report “manpower recruitment and retention policy of
siddhi laxmi motors Mahindra, angul” is the bonafide work of “Subhrajyoti
behera” who carried out the project work under my supervision.
Signature:
Name:
Designation:
COMPANY CERTIFICATE
REF NO:
DATE:
Name:
ACKNOWLEDGEMENT
I am also grateful to Mr. / ms name of the person who are helping for
helping me and 00providing me useful information. I am also indebted to all the
employees of the organisation for their sincere help and cooperation.
Finally, I take this opportunity to thank the entire senior executive’s team
and every associate of this organisation who have helped me directly and indirectly
during this period of project preparation.
Name:
Roll no:
TABLE OF CONTENTS
CHAPTER-1 Introduction
● The objective of this research is that to know the hrm function how they are
retaining employee in an organisation. It may be noted that the roles of
company are to be maintain their task or not and also to find out the strength
of ourselves that how to work in a company with some practical knowledge.
● Farm equipment, which is engaged in the sales of tractors spare parts and
related services; IT services, which include business consulting and related
support activities.
● Infrastructure, including operation and commercial complex, project
management and development; hospitality, including sale of time share;
stitch, which consist of automotive components are other related products
and services two wheelers which consist of sale of two wheelers, spare parts
and related services and others which include logistics, after market and
investment.
CHAPTER – 2
PROFILE OF THE ORGANISATION
ORGANISATION STRUCTURE
Type --Public
Industry – Automotive
B.S.A Company
Ratio Analysis
Automotive
Mahindra & Mahindra Limited
Mahindra Scorpio
Mahindra Bolero
Mahindra Quanto
Mahindra Thar
Mahindra Xylo
Mahindra Verito
Mahindra e2o
Mahindra KUV100
Mahindra TUV300
MAHINDRA 605 DL
Competitors
1.Honda
2.Toyota
3.NissanMotors
4.Hyundai
5.Fiat
6.Mitsubishi
7.MarutiUdyog
8.TataMotors
CHAPTER – 3
RESEARCH
METHODOLOGY
RESEARCH METHODOLOGY:-
Title of the Study
The study is to find out the level of reatain employees towards the
maintain the vacancy with position. And to find out how employees are work in
organisation of Siddhi Laxmi Motors, angul.
ccording to our college rule and preparation it take 2 months to complete (From
A
dt 05.09.2017 to dt 05.11.2017.
Research Plan
ARCH PLAN
le Size
Scope of the study:-
The areas which we are taken is vast areas that influence the organisation
particularly man power recruitment which the organisation recruit their employees
within own locality with nearest city and retain them with give some facilities.
Limitations: -
When we are doing this project report some problem we are facing like:-
It is a vast areas to research on this topic within 2 months.
This project is more time taken and waste of time.
Data are not accurately given in the organisation
Employees are not participating with us.
CHAPTER -4
LITERATURE REVIEW
4. LITERATURE REVIEW:-
4.1 Employee Turnover and Retention Conceptual Framework
4.2 Factors Affecting Employee Turnover
4.3 Factors Affecting Employee Retention
4.4 Employee Turnover and Retention in Non-Profit Organizations
4.5 Turnover and Retention in Non-Profit Sector: Indian Scenario
4.6 Problem Areas and Research
Chapter Overview
The chapter provides a review of available literature in the area of employee
turnover and retention.
The first part of the chapter begins with a review of literature on
concepts/theoretical framework, defining turnover and retention.
This is followed by the discussion on factors affecting employee turnover
and factors affecting employee retention.
Thereafter follows a discussion on employee turnover and retention in
non-profit organizations.
It then goes on to describe the scenario of employee turnover and retention
in Indian non-profit organizations.
In order to explain the reasons behind voluntary resignation, gives a list that
includes:-
● Incompatibility with corporate values
● Feelings of not being appreciated or value
● Not feeling part of the company
● Not knowing how one is doing for lack of feedback
● Inadequate supervision
● Lack of opportunity for growth
● Lack of training
● Unequal salaries and benefits
● Lack of flexible work schedules
● Unsatisfactory relationships at work
● Too much work and not enough staff
● Inadequate or substandard equipment, tools, or facilities
(a) They perceive that their organization is not achieving the public good that
attracted them;
(c) The espoused values are inconsistent with those practical in the
organization.
In terms of gender, the study carried out by Emmons and Parry (2006)
indicated that females are more disengaged and likely to leave than their
male counterparts (13% and 4% respectively).
According to the study, 13% of the female employees stayed with the
agency because of no alternative choice, while 13% indicated they no longer
have a feeling of belonging to the agencies for which they were working.
In the context of voluntary sector, Agenda Consulting (2005) noted that
good practice points in recruitment, selection and retention focus on the
following aspects:-
● Use of competency based interviews for recruitment
● Conducting staff surveys to find out why staff leave or stay
● Providing training to those who conduct interviews
● Being clear with employees on what they should expect
● Advertising jobs internally as a way to retain staff
Following research gaps were identified after an extensive literature review in the
field of employee turnover, specifically in the context of non-profit organizations,
and more particularly in the Indian context:-
Workforce planning
The results of this analysis then feed into a forecast of the required demand
for labour by the organisation and how this is likely to be supplied.
The strategic position and requirement of the organisation have the most important
influence on workforce planning:
▪ Labour environment:
What key population and employment trends (e.g. the increasing numbers of
people working on temporary or short-term contracts) affect the ability of
the business to recruit staff?
Timetables - to what extent does the strategic needs of the business require
short-term changes in the workforce - or can change be achieved over a
longer period.
The starting point for estimating supply is the existing workforce: an Organisation
should take account of:-
This then needs to be compared with the strategic requirements for the
organisation.
The result is the "workforce gap" (which is a forecast of too few or too
many workers).
● Job specification
● Job description
Job Specification
Job descriptions are necessary for all people in the organisation. A job
description defines a person's role and accountability.
Hiring:
Organisation basically has two main resources to get Human resources
Internal Promotion
Recruitment
Outsourcing
Internal Promotions:
Recruitment:
In this case organisation takes new employees in the organisation to fill the
vacant places.
Outsourcing:
During the employee selection process, a firm decides which of the recruited
candidates will be offered a position.
Validity refers to the quality of a measure that exists when the measure
assesses a construct. In the selection context, validity refers to the
appropriateness, meaningfulness, and usefulness of the inferences made
about applicants during the selection process.
It is concerned with the issue of whether applicants will actually perform the
job as well as expected based on the inferences made during the selection
process.
The closer the applicants' actual job performances match their expected
performances, the greater the validity of the selection process.
Selection methods:-
COMMERCIAL
Man power status(Actual), 2017
PERSONAL
SL ROLE PROFILE Actual Available
NO
1 Accessories Manager/Executive Personal 1 1
2 Accounts Manager/Executive 1 1
3 Activity Coordinator-Personal 1 1
4 Cashier 1 0
5 Corporate Sales FSC Personal 1 1
6 Delivery In charge/Executive 2 0
7 Digital Engagement Manager 2 0
8 Dronacharya Sales Trainer 1 1
9 Experience Executive Field HSUV 1 1
10 Field Sales Consultant 0 0
11 FSE Personal Compact Vehicle 2 1
12 FSC Personal MUV/SUV 3 2
13 General Manager Sales 1 1
14 Government Consultant 1 0
15 Gramveers Rural Sales 1 0
16 Home Installer 1 1
17 Host & Hostess 1 0
18 HR Manager 1 1
19 HR Executive 0 0
20 ICRE 2 0
21 Pantry/Driver/Peon/Security 4 4
22 Receptionist 1 0
23 Rural RRC Common 6 5
24 Rural RRC Personal 1 3
25 Sales Manager MUV/SUV 1 1
26 Sales Manager-Upcountry 1 1
27 SSC-Compact-Vehicle 1 1
28 SSC MUV/SUV 1 0
29 SSI Champion 1 1
30 Team Leader HSUV 1 1
31 Team Leader Compact Vehicle 1 1
32 Team Leader MUV/SUV 1 1
33 X-Mart Manager/champion 0 1
34 X-Mart Used car Evaluator 0 0
35 X-Mart Used Vehicle Sales Executive 1 1
36 X-Mart Used Vehicle Sales Manager 0 0
TOTAL 43 34
MANPOWER RECRUITMENT:-
For the best possible people who can fit within your culture and contribute in
your organization is a challenge and an opportunity.
Keeping the best people, once you find them, is easy if you do the right
things right.
These specific actions will help you with recruiting and retaining all the
talent you need. Here are ten tips for better recruiting.
Companies that select new employees from the candidates who walk in their
door or answer an ad in the paper or online are missing the best candidates.
They're usually working for someone else and they may not even be looking
for a new position. Here are steps to take to improve your candidate pool:-
The key is to build your candidate pool before you need it.
Pfau and Ira T. Kay, are convinced that you should hire a person who has
done this "exact job, in this exact industry, in this particular business
climate, from a company with a very similar culture."
They believe that "past behavior is the best predictor of future behavior" and
suggest that this is the strategy that will enable you to hire winners.
They say that you must hire the candidates whom you believe can hit the
ground running in your company. You can't afford the time to train a
possibly successful candidate.
Involve Your Employees in the Hiring Process
Your website portrays your vision, mission, values, goals, and products.
It is also effective for recruiting employees who experience a resonance with
what you state on your site.
Do create an employment section which describes your available positions
and contains information about you and why an interested person might
want to contact your company.
A recruiting website is your opportunity to shine and a highly effective way
to attract candidates today.
Check References When Recruiting Employees
The purpose of this section is to keep you out of trouble with the candidates
you are seeking and selecting and the employees you currently employee.
You really need to check references carefully and do background checks.
You need to pursue every avenue to assure that the people you hire can do
the job, contribute to your growth and development, and have no past
transgressions which might endanger your current workforce.
In fact, you might be liable if you failed to do a background check on a
person who then attacked another in your workplace.
● Retention rate;
● Turnover rate;
● Voluntary turnover rate;
● Average tenure of current employees;
● Average tenure of employees who have left;
● Special characteristics of employees who have left; and
● Vacancy rate.
Retention Rate
calculating your retention rate (stayers)
The number of “stayers” (employees who remain at the end of calculation
period) divided by the number of employees you had at the beginning of
your calculation period times 100 equals your retention rate.
If you have 100 employees starting the first day of the month, and 90
employees at the end of the month, you have lost 10 of employees. Your
retention rate is 90 percent.
Number of
Number of Divided personnel at Your
Times 100 Equals
stayers by beginning of retention rate
period
Calculating your retention rate can be interesting, but misleading. Using the
retention formula, it appears that you lost only 10 employees during the
month.
However, what happens if you hired 12 employees after the first day of the
month and 8 left before the end of the month, in addition to the other 10 that
left?
Turnover Rate:-
Calculating your turnover rate (leavers)
The number of “leavers” (employees terminating during your calculation
period) divided by the total number of people employed during your
calculation period times 100 equals your turnover rate.
You had 175 people in your employment in January. Fifty employees left by
the end of the month. A simple turnover rate is 50 divided by 175, which
The previous calculation shows the entire turnover rate, but not all turnover
is voluntary. Voluntary turnover is when the employee chooses to leave.
The reasons for voluntary turnover vary, and it can be caused by a number of
factors.
These may include lack of job training or advancement opportunities, little
feedback, job dissatisfaction or unmet job expectations, stress, or
compensation factors.
To pinpoint problem areas or make changes, you need to determine the rate
of those who left voluntarily for another job. Take the same example and
look at who left voluntarily.
Fifty total employees left, but only 12 were dissatisfied with the
organizational policy, compensation, and/or career opportunities. Good exit
interview strategies should help you determine which employees terminated
voluntarily.
Of the other 38, 15 retired, 7 moved to another part of the State, 8 were laid
off due to funding cuts, 3 were terminated for poor performance, and 5
became ill and could no longer work. These numbers indicate involuntary
turnover.
Number of Number of
Divided Your voluntary
voluntary people Times 100 Equals
by turnover rate
leavers employed
Vacancy Rate
For some positions, you may wish to determine a vacancy rate to see if there
is a trend in a job position. Or, you may wish to determine your overall
vacancy rate to see if there is a trend in your organization.
Number of
Divided Total number of Multiplied by Your vacancy
vacant Equals
by positions 100 rate
positions
(7 ÷ 25 ) X 100 = 28%
Retention, turnover, and vacancy rates provide insight into who is leaving
and when they leave, which gives you information to determine how to
intervene.
RETENTION PROGRAM:-
It is important to first pinpoint the root cause of the retention issue before
implementing a program to address it.
Once identified, a program can be tailored to meet the unique needs of the
organization. A variety of programs exist to help increase employee
retention.
Career Development –
Employee retention is not influenced by a single factor, but there are hosts of
factors which are responsible for retaining employees in an organization.
Management need to pay attention to factors such as compensation &
rewards, job security, training & developments, supervisor support culture,
work environment and organization justice etc.
Compensation to top workers is given by every organization but very few
organizations uses it strategically.
Some factor which influence to retention employee which are follows:-
Recruiting
Recruiting is the process of generating a sufficiently large group of
applicants from which to select qualified individuals for available jobs.
There are several ways you can go about the recruiting process. But first you
must decide on the type of employees you would like to recruit.
Therefore, employers need to develop strategies for recruiting the right
people — and retaining their current high performers.
One incentive you could offer is a sign-on bonus along with a time
commitment to the company, of course.
You could also create a good benefits package that can include:
▪ Health plans
• Flexible and dependent care spending accounts
▪ Retirement plans
▪ Paid vacation
▪ And, a flexible work environment
Recruiting Seasoned Professionals
When recruiting seasoned professionals you should increase visibility in
relevant professional associations, seminars and other activities to draw
competent and involved employees to research your company.
Another option would be to establish an employee referral program. This is a
very effective source, especially if those making the referrals are good
performers.
Your current employees have a vast network of professional acquaintances
and people usually make friends with people similar to themselves.
This process also ensures that the job candidate understands the culture of
the firm through his or her relationship with the referring employee.
2. Receiving applications:
Detailed applications are collected from the candidates which provide
the necessary information about personal and professional details of a
person.
3. Scrutiny of applications:
As the limit of the period within which the company is supposed to
receive applications ends, the applications are sorted out.
4. Written tests:
As the final list of candidates becomes ready after the scrutiny of
applications, the written test is conducted.
This test is conducted for understanding the technical knowledge,
attitude and interest of the candidates. This process is useful when the
number of applicants is large.
5. Psychological tests:
These tests are conducted individually and they help for finding out
the individual quality and skill of a person.
They are supposed to describe their expectations from the said job.
7. Reference check:
Generally, at least two references are asked for by the company from
the candidate.
Reference check is a type of crosscheck for the information provided
by the candidate through their application form and during the
interviews.
8. Medical examination:
Physical strength and fitness of a candidate is must before they takes
up the job.
9. Final selection:
At this step, the candidate is given the appointment letter to join the
organization on a particular date.
The appointment letter specifies the post, title, salary and terms of
employment.
10. Placement:
This is a final step. A suitable job is allocated to the appointed
candidate so that they can get the whole idea about the nature of the
job.
They can get adjusted to the job and perform well in future with all
capacities and strengths.
CHAPTRER -5
DATA ANALYSIS AND INTERPRETATION
DATAANALYSIS AND INTERPRETATION:-
1.
r er of employee
INTERPRETATION
In the above we found that in this organisation the total no of employees are 65, where are in gender bias
male is 55 and female is 10.
employees ENTAGE
INTERPRETATION
In the above diagram we found that through our research progam that is 25 people are tell no where as 40
people are yes .
3.does your organisation has any provision of reservations for special group such as schedule caste,
physical handicraft, schedule tribe ST. and OBC?
er of employees tage
INTERPRETATION
In the above pie chart we found that 31% employees are said that YES where as 69% employees are said
that NO.
yment Exchange
s Recruitment
isement
yee Referral’s
INTERPRETATION
IN the above diagram found that the recruitment process is more used walk-in where as all other things
less than like employee referall and advertisement oters are employeement exchange and campus
recruitment is ued.
ces ation
e job training
he job training
study
room training
Interpretation
In the above diagram the training program is undergone in the organisation as more
in off-the job program where as on the job program are to less and other like
case study and classroom training are also used.
ONAL CENTAGE
Interpretation
In the above diagram we found that 77% people are said that satisfied and 23% are
not satisfied.
ORTANCE CENTAGE
Interpretation
In the above pie chart we found that 100% people said that mt gives importance to
the employees.
PING CENTAGE
Interpretation
In the above pie chart we found that 69% people are get new skills and knowledge
where as 31% are not known.
8.HOW WOULD YOU RATE YOUR OVERALL JOB SATISFACTION IN THE
HR DEPARTMENT IN THIS ORGANIZATIONS?
SFACTION MBER
ELLENT
AGE
RIBLE
Interpretation
In the above diagram it showing that people satisfied their work as more with
excellent 30, good 20 in this bias average is 10 and terrible is 5.
Y SATISFIED
SFIED
E WHAT SATISFIED
SATISFIED
Interpretation
In this following wemployees are satisfied by their compensation with satisfied is
more.
A REGULAR BASIS
EN
ELY
Interpretation
In the above pie chart we found that employees are motivated is on 77% in regular
basis where as 15% often, a nd8% rarely motivated for their work
CHAPTER -6
FACT AND FINDINGS
6. FACTS AND FINDINGS:-
act-Finding Project has engaged in systematic
For nearly a decade, HRI’s F
human rights fact-finding investigations and prepared research reports
analysing human rights violations and proposing.
Law and policy reforms based on documentation – including interview
testimony – of the lived experience of persons whose human rights have
been violated.
We found that siddhi laxmi motors Mahindra show room mainly focus on
the employee reference for recruitment.
They are maintaining the all formalities like c.v collection, preliminary
interview and personal interview for selection.
They are providing all facilities such as like good working condition, safety,
first aid box, facilities etc.
They are providing training and development programme to their employee
to enhance their knowledge & skill.
CHAPTER-7
SWOT ANALYSIS
OF
MAHINDRA RISE
7.1 Strength of Mahindra Ltd:-
CHAPTER-8
CONCLUSION
8. CONCLUSION:-
The seven companies studied so far have acted as a pilot study for the hypotheses
that we have proposed. We have found that:
But the policies, standards, rules, and guidelines need to reflect that different
processes and practices are required.
CHAPTER-9
RECOMEEDATION & SUGGESTION
9. RECOMEEDATION & SUGGESTION:-
After a brief study I would like to suggest some point that would
be beneficial for the organisation.
They should focus on other medium for recruitment like e-mail
method, social media method to connect the candidate.
Also potentially provide good service to the customer and
employee.
BIBLIOGRAPHY:-