SUMMER TRAINING PROJECT REPORT

(KMBN308)
on
“To study the various screening approaches adopted by
Buckmint”
at
BUCKMINT, Noida

Submitted towards partial fulfillment for the award of degree

Master of Business Administration (MBA)
Batch: 2021-2023
of
Dr A.P.J. Abdul Kalam Technical University,
Lucknow (U.P.)

Submitted By
Name: AYUSHI SINGH
Class: MBA 2nd Sem
Roll No.: 2100140700007

Faculty of Management Science

Shri Ram Murti Smarak College of Engineering & Technology,
Bareilly, (U.P.) (College Code – 014)

1
2
 CERTIFICATE
This is to certify that Ms. Ayushi Singh, a regular student of MBA III

Semester (Batch 2021-23) has undergone summer training in Buckmint, Noida

on the topic “To study the various screening approaches adopted by

Buckmint” for a period of 4 weeks commencing from 1st September, 2022 to 30th

September, 2022.

This Summer Training Project Report embodies the facts and figure collected and

interpreted by her during the course of Training.

This certificate is issued by the undersigned on the basis of the summer training

certificate of the organization in which the student completed the summer training

during above period.

(Dr. Pankaj Agarwal)

Date: ……………….

(Dr. Anuj Kumar) Date:

HOD – MBA Department Place:

3
 DECLARATION

I, Ayushi Singh, student of MBA III Semester (Batch 2021-23), Faculty

ofManagement Science, Shri Ram Murti Smarak College of Engineering &

Technology, Bareilly, hereby declares that Summer Training Report on “To

study the various approaches adopted by buckmint” held at Buckmint, Noida

from 1st September, 2022 to 30th September, 2022 isan original and authentic

work done by me. No part of this document has been submitted elsewhere for any

other degree or course.

(Signature of the Student with date)

Name : Ayushi Singh

Roll No. : 2100140700007

4
 ACKNOWLEDGEMENT
With the completion of my Project entitled “To study the various approaches

adopted by Buckmint”, I would like to extend my sincere Gratitude and a word

of thanks to the HR Executive - Ms. Prashasti Gandhi who guided me in the

Buckmint Organization and helped me in showing how the work process is being

carried out there.

I am also thankful to our respected HOD – Dr. Anuj Kumar & Project Guide – Dr.

Pankaj Agarwal whose support was unflinching & very important in the

completion of my report and give it the final shape. I am deeply inspired by their

profound thoughts,which took me to light whenever the path became difficult for

me to grasp. I am thankful to all the Department Staff for rendering their support

directly or indirectly.

I would also like to thank my friends who have helped me make this Project. Last

but not least; I would like to thank my parents for always being my Inspiration.

AYUSHI SINGH

5
 TABLE OF CONTENT
PART A

CHAPTER 1: INTRODUCTION

1.1. INTRODUCTION TO BUCKMINT .......................................................................... 10

1.1.1. Genesis of the Organization .......................................................................... 10

1.1.2. Organization Structure and Hierarchies ......................................................... 22

1.1.3. Functional Areas ...........................................................................................24

1.1.4. Products/Services ..........................................................................................30

1.1.5. Business Processes ........................................................................................ 31

1.2. PROBLEM STATEMENT ......................................................................................... 34

1.3. OBJECTIVES OF THE STUDY ................................................................................ 35

1.4. SCOPES OF THE STUDY… ..................................................................................... 36

PART B

CHAPTER 2: RESEARCH METHODOLOGY

2.1. RESEARCH DESIGN ............................................................................................... 38

2.2. TYPES OF DATA ..................................................................................................... 39

2.3. DATA COLLECTION METHOD ............................................................................. 41

2.4. QUESTIONNAIRE DESIGN ..................................................................................... 43

2.5. SAMPLING DESIGN ............................................................................................... 52

2.5.1. Target Population .......................................................................................... 54

2.5.2. Sampling Technique..................................................................................... 55

2.5.3. Sample Size ................................................................................................. 62

6
CHAPTER 3: INTRODUCTION

3.1. DATA ANALYSIS AND INTERPRETTATION ....................................................... 68

CHAPTER 4: FINDINGS, CONCLUSION AND RECOMMENDATIONS

4.1. FINDINGS OF THE STUDY ..................................................................................... 83

4.2. CONCLUSION .......................................................................................................... 85

4.3. LIMITATIONS………………………………………………………………………...86

4.4. RECOMMENDATION ............................................................................................. 87

BIBLIOGRAPHY ...........................................................................................88

7
 EXECUTIVE SUMMARY

Human resources are the most important resource of every organization to gain a
sustainable competitive advantage over competitors. To manage this human resource there
are several practices that are used globally by different organizations to create a competent
workforce. These HR Practices are a set of principles that is used as a potential contributor
to find suitable personnel for and improve their commitment, productivity and loyalty
toward the company. This report contains how Human Resource is important to improvethe
functioning of Buckmint. The analysis is based on my journey as an Intern of Human Resource
Department. Our bookish knowledge tells us that, in theory there are practices like HRP,
Recruitment & Selection, Compensation & Benefit, Training & Development, and
Performance Management. There are sets of different versions and uses of these theories.
But my experience tells me, not many organizations follow those bookish theories. They
tend to modify them, update them and even just drop them when necessary.

During my internship I gained practical knowledge on how the humanresource of an

organization operates and coordinates its activities to ensure smooth functioning of the
organization at all levels by ensuring right numbers of people are available at the right time
to do the right job. Not only that I have also gained insight into the working culture of the
organization and observed how Buckmint handles its employees with value and
empowermentto ensure they are motivated best to the organization. The report starts with
the Genesis giving its background, mission, vision, its products and services, the hierarchy
and of the organization. The next section is the comprises the project, Human Resource
Management in Buckmint. The project encompassesintroduction to the topic, recruitment,
selection, training and development.

Each chapter contains detailed discussion and Organization Practice which basically
conveys how things aredone in the HR Department. The next part of the project carries
critical factors through Data Analysis and Interpretation regarding Human Resource
Management of Buckmint.

8
Finally, there is the conclusion and Limitations followed by references. In myreport, I
modestly tried to uphold all the HR activities and practices conducted and followed in
Buckmint, find the flaws which are drawing them back and make some recommendation
which may better their situation.

9
 CHAPTER 1
INTRODUCTION

1.1 Introduction to Organization

1.1.1 Genesis of the BUCKMINT

Developed countries have an extremely poor track record on climate action. In keeping

with this trend, the recently declared enhanced pledges for climate action, including

declarations of net-zero emissions by 2050, also fall woefully short of what is required to

ensure the safety of the planet. The pressure on developing countries to “do more” and

declare similar net-zero pledges are, therefore, nothing but shifting the burden of climate

action onto the backs of the world’s poorest populations.

Moreover, India has announced that it will reach carbon neutrality by 2070 as part of a five-

point action plan that included reducing emissions to 50% by 2030. There is a need to

analyse the decision in the interest of development needs of India.

Energy for Development

1. There is a strong link between energy use and development. No country has managed to

ensure reasonable levels of wellbeing for its people without increasing energy supply.

 This would not be a problem if India could produce energy in abundance

10
 without carbon-dioxide emissions.

 Unfortunately, energy sources that are available, which can then be directed for specific

purposes such as industrial production or transportation, often have other effects, most

notably the emission of carbon dioxide, the greenhouse gas most responsible for global

warming.

2. From 1850 till 2019, the world has emitted approximately 2,500 billion tons of carbon

dioxide. Developed countries, home to 18% of the global population, are responsible for

over 60% of these emissions.

 Their unconstrained use of fossil fuel resources has allowed these countries to modernize

their economies and achieve much higher levels of well-being than the remaining 82% of

the population that resides in the Global South.

3. The United Nations Framework Convention on Climate Change(UNFCCC) articulates the

principle of differentiation between rich and poor nations and the need for the former totake

lead in addressing the problem of global warming.

 However, almost three decades since the UNFCCC, the story of climate action has been

one of utter inaction by the world’s richest countries, who have repeatedly shifted targets

for emissions reductions and also for climate finance to the future.

 The recent focus on net-zero declarations and the pressure on all

countries to submit pledges for the same, is yet another attempt in the same direction.

11
 Net Zero Emission

1. Net-zero emissions refer to the balancing of anthropogenic carbon dioxide

emissions, either globally or in a region, with anthropogenic removals of theGHG so that the

net effect is zero emissions.

2. The push for such declarations from all countries began around 2019 at COP-25, when there

was one year left for the Paris Agreement to come into effect.

3. The very idea of net-zero declarations by individual countries and regions emerged from

the need to hide the inaction of developed countries for the past 30 years.

4. Even these declarations for the future are far from adequate to ensure the safety of the

planet. The “enhanced pledges” of the US, UK and EU (27) for2030, and their currently

declared intention of achieving net-zero emissions around 2050, imply that just these two

major regions will consume over 30%of even the remaining carbon budget.

 Together with China, they will emit at least 20% more carbon dioxide

than is available to the world to limit warming to below 1.5 degrees Celsius.

Way Forward

1. Development For All: The world needs much more ambition from rich countries

(developed countries) so that less developed countries get some room to develop.

 The world needs to eliminate the multiple forms of drudgery and

12
 deprivation that a large majority of our people are subjected to.

 This requires ensuring access to modern, affordable, and reliable amenities and services

to all. It is also critical to prepare for a world thatis quite likely to be more than 1.5 degrees

Celsius warmer. Our first defence against the climatic impacts in such a world will be

development.

2. Strengthening Climate Governance: India needs to build and strengthen its domestic

institutions for climate governance. This will require identifying linkages between

development needs and low carbon opportunities. In this context, a climate law can be

useful.

3. Reaffirming CBDR: In this upcoming climate change negotiations, India needs to

reaffirm the long-standing principle of “common but differentiated responsibility”

(CBDR) that requires richer countries to lead and argue against any pledge that risks

prematurely limiting Indian energy use for development.

4. Increase Renewable Capacity: According to the Council on Energy, Environment and

Waters implications of a Net-zero Target for India's Sectoral Energy Transitions and

Climate Policy' study, India's total installed solar power capacity would need to increase to

over 5,600 gigawatts to achieve net-zero by 2070.

 The usage of coal, especially for power generation, would need to drop by 99% by 2060,

for India to achieve net-zero by 2070.

 Consumption of crude oil, across sectors, would need to peak by 2050 and fall

substantially by 90% between 2050 and 2070. 

13
 Green hydrogen could contribute 19% of the total energy needs of theindustrial

sector.

A. India’s energy future must be determined by the developmental needs of itspeople and

their protection against the impacts of climate change.

 India’s efforts in the energy sector are evidence that it is punching farabove its weight

where climate action is concerned.

B. While India does its fair share to check global warming, this should not be a blank

chequeto developed countries to free ride on its efforts.

 It is essential that the fair share of India’s carbon space and consequently the energy

futureof its people be secured now.

Countries on the Cusp of Carbon Market

For decades, carbon markets have been seen as part of the solution to climate change. They

have mostly been dominated by the private sector, but this will soon change. More than

two thirds of countries are planning to use carbon markets to meet their Nationally

Determined Contributions (NDCS) to the Paris Agreement. Countries such as Chile,

Ghana, Jordan, Singapore and Vanuatu are already building end- to-end, state-of-the-art

digital infrastructure to support their participation in international carbon markets. These

innovative digital solutions are fast evolving as a new international carbon market nears

reality. Delegates at the 2021 global climate change meeting, COP26 in Glasgow,

approved Article 6 – the Paris Agreement’s rulebook governing global carbon markets.

The approval gave the green

14
light to a market where countries can trade carbon credits generated

by the reduction or removal of greenhouse (GHG) emissions from the atmosphere -- such

as by switching from fossil fuel to renewable energy or by increasing or conserving carbon

stocks in ecosystems such as a forest.

Reducing GHG emissions is becoming urgent as countries around the world experience the

intensifying impacts of climate change. “The pace of decarbonization and adaptation

needs to be accelerated and carbon markets provide an option to offset the costs of moving

away from fossil fuels and towards a green economic transition,” said World Bank Senior

Energy Specialist Monali Ranade.

Carbon markets help mobilize resources and reduce costs to give countries and companies

the space to smooth and low-carbon transition. It is estimated that trading in carbon credits

could reduce the cost of implementing NDCs by more than half – by as much as $250

billion by 2030. Over time, carbon markets are expected to become redundant as every

country gets to net zero emissions and the need to trade emissions diminishes.

Under Article 6, countries will be able to cooperate in different ways to achieve their

climate goals. The key to successfully reducing global GHG emissions through carbon

markets could be digital infrastructure that keeps verified data secure and ensures that

reductions are accurately accounted and tracked.

This digital infrastructure comprises Monitoring, Reporting and Verification (MRV)

systems with GHG emissions and emission reductions data linked to national or

international Registries. New and fast evolving technologies– such as blockchain

technology – can further help ensure transparency and

15
 that carbon credits can only be claimed by one country: either the country that avoided or

removed the GHG emissions, or the country that bought it in the form of a carbon credit for

different uses.

Emissions Trading

A. Greenhouse Gas Emissions a new commodity

Parties with commitments under the Kyoto Protocol (Annex B Parties) have accepted

targets for limiting or reducing emissions. These targets are expressed as levels of allowed

emissions, or assigned amounts, at over the 2008-2012 commitment period. The allowed

emissions are divided into assigned amount units (AAUs).

Emissions trading, as set out in Article 17 of the Kyoto Protocol, allows countries that

have emission units to spare - emissions permitted them but not "used" - to sell this excess

capacity to countries that are over their targets. Thus, a new commodity was created in the

form of emission reductions or removals. Since carbon dioxide is the principal greenhouse

gas, people speak simply of trading in carbon. Carbon is now tracked and traded like any

other commodity. This is known as the "carbon market."

B. Other Trading Units in the Carbon Market

More than actual emissions units can be traded and sold under the Kyoto Protocols

emissions trading scheme.

The other units which may be transferred under the scheme, each equal to one tonne of

CO2, may be in the form of:

 A removal unit (RMU) on the basis of land use, land-use change and

16
 forestry (LULUCF) activities such as reforestation

 An emission reduction unit (ERU) generated by a joint implementation project

 A certified emission reduction (CER) generated from a cleandevelopment mechanism

project activity

Transfers and acquisitions of these units are tracked and recorded through the registry

systems under the Kyoto Protocol.

An international transaction log ensures secure transfer of emission reduction units

between countries.

A Blueprint for scaling Voluntary Carbon Markets to meet the Climate

Challenge

The trading of carbon credits can help companies—and the world—meet ambitious goals

for reducing greenhouse-gas emissions. Here is what it would take to strengthen voluntary

carbon markets so they can support climate action on a large scale.

More and more companies are pledging to help stop climate change by reducing their own

greenhouse-gas emissions as much as they can. Yet many businesses find they cannot fully

eliminate their emissions, or even lessen them as quickly as they might like. The challenge

is especially tough for organizations that aim to achieve net-zero emissions, which means

removing gas much greenhouse gas from the air as they put into it. For many, it will be

necessary to use carbon credits to offset emissions they can’t get rid of by

17
other means. The Taskforce on Scaling Voluntary Carbon Markets

(TSVCM), sponsored by the Institute of International Finance (IIF) with knowledge

support from McKinsey, estimates that demand for carbon credits could increase by a

factor of 15 or more by 2030 and by a factor of up to 100by 2050. Overall, the market for

carbon credits could be worth upward of $50billion in 2030.

The market for carbon credits purchased voluntarily (rather than for compliance purposes)

is important for other reasons, too. Voluntary carbon credits direct private financing to

climate-action projects that would not otherwise get off the ground. These projects can

have additional benefits such as biodiversity protection, pollution prevention, public-

health improvements, and job creation. Carbon credits also support investment into the

innovation required to lower the cost of emerging climate technologies. And scaled-up

voluntary carbon markets would facilitate the mobilization of capital to the Global South,

where there is the most potential for economical nature-based emissions-reduction

projects.

Given the demand for carbon credits that could ensue from global efforts to reduce

greenhouse-gas emissions, it’s apparent that the world will need a voluntary carbon market

that is large, transparent, verifiable, and environmentally robust. Today’s market,though,

is fragmented and complex. Some credits have turned out to represent emissions

reductions that were questionable at best. Limited pricing data make it challenging for

buyers to know whether they are paying a fair price, and for suppliers to manage the risk

18
they take on by financing and working on carbon-reduction projects

without knowing how much buyers will ultimately pay for carbon credits. In this article,

which is based on McKinsey’s research for a new report by the TSVCM, we look at these

issues and how market participants, standard- setting organizations, financial institutions,

market-infrastructure providers, and other constituencies might address them to scale up

the voluntary carbon market.

Carbon Credits can help companies to meet their Climate- Change Goals

Under the 2015 Paris Agreement, nearly 200 countries have endorsed the global goal of

limiting the rise in average temperatures to 2.0 degrees Celsius above preindustrial levels,

and ideally 1.5 degrees. Reaching the 1.5-degree target would require that global

greenhouse-gas emissions are cut by 50percent of current levels by 2030 and reduced to

net zero by 2050. More companies are aligning themselves with this agenda: in less than

a year, the number of companies with net-zero pledges doubled, from 500 in 2019 to more

than 1,000 in 2020.

To meet the worldwide net-zero target, companies will need to reduce their own emissions

as much as they can (while also measuring and reporting on their progress, to achieve the

transparency and accountability that investors and other stakeholders increasingly want).

For some companies, however, it’s prohibitively expensive to reduce emissions using

today’s technologies, though the costs of those technologies might go down in time. And

at some businesses, certain sources of emissions cannot be eliminated. For example,

19
making cement at industrial scale typically involves a chemical

reaction, calcination, which accounts for a large share of the cement sector’s carbon

emissions. Because of these limitations, the emissions-reduction pathway to a 1.5-degree

warming target effectively requires “negative emissions,” which are achieved by

removing greenhouse gases from the atmosphere.

Purchasing carbon credits is one way for a company to address emissions it is unable to

eliminate. Carbon credits are certificates representing quantities of greenhouse gases that

have been kept out of the air or removed from it. While carbon credits have been in use for

decades, the voluntary market for carbon credits has grown significantly in recent years.

McKinsey estimates that in 2020, buyers retired carbon credits for some 95 million tons of

carbon-dioxideequivalent (MtCO2e), which would be more than twice as much as in 2017.

While the increase in demand for carbon credits is significant, analysis by McKinsey

indicates that demand in 2030 could be matched by the potential annual supply of

carbon credits: 8 to 12 GtCO2 per year. These carbon credits would come from four

categories: avoided nature loss (including deforestation); nature-based sequestration, such

as reforestation; avoidance or reduction of emissions such as methane from landfills; and

technology-based removal of carbon dioxide from the atmosphere.

However, several factors could make it challenging to mobilize the entire potential supply

and bring it to market. The development of projects would have to ramp up at an

unprecedented rate. Most of the potential supply of

20
avoided nature loss and of nature-based sequestration is concentrated in a small number of

countries. All projects come with risks, and many types could struggle to attract financing

because of the long lag times between the initial investment and the eventual sale of credits.

Once these challenges are accounted for, the estimated supply of carbon credits drops to 1 to

5 GtCO2 peryear by 2030.

These aren’t the only problems facing buyers and sellers of carbon credits, either. High-

quality carbon credits are scarce because accounting and verification methodologies vary

and because credits’ co-benefits (such as community economic development and

biodiversity protection) are seldom well defined. When verifying the quality of new

credits—an important step in maintaining the market’s integrity—suppliers endure long

lead times. When selling those credits, suppliers face unpredictable demand and can

seldom fetch economical prices. Overall, the market is characterized by low liquidity,

scarce financing, inadequate risk-management services, and limited data availability.

These challenges are formidable but not insurmountable. Verification methodologies

could be strengthened, and verification processes streamlined. Clearer demand signals

would help give suppliers more confidence in their project plans and encourage investors

and lenders to provide with financing. And all these requirements could be met through

the careful development of an effective, large-scale voluntary carbon market.

21
 BUCKMINT- Climate Solutions, powered by Blockchain

BUCKMINT is a pioneering climate technology company that brings carbon credits onto

the blockchain. Its mission is to make carbon markets accessible and transparent, enabling

the efficient and early flow of capital to be invested directly into projects that combat

climate change. BUCKMINT is committed to driving real impact for people, biodiversity,

and the planet.

BUCKMINT operates at the intersection of carbon and new technology to protect the

earth’s natural carbon sinks and scale quality carbon reduction and removal projects.

Buckmint was founded and built by a team with collective experience across carbon,

sustainability and technology. Our goal is to accelerate

decarbonization through the preservation and protection of earth’s natural ecosystems,

which are among the most immediate and cost-effective carbon sinks, while investing

in longer term carbon removal and reduction projects. Realizing that a key impediment

to scaling carbon solutions is the opaque over-the-counter market forcarbon credits, we

set out to bring carbon credits onto blockchain to create democratized access, price

transparency, immutable tracking of credits as they change hands, and incentivize high

impact climate change mitigation projects.

1.1.2 Organization Structure and Hierarchies

An organizational structure is a system that outlines how certain activities are directed in

order to achieve the goals of an organization. These activities can include rules, roles, and

responsibilities. The organizational structure also determines how information flows

between levels within the company. For example, in a centralized structure, decisions

flow from the top down, while in a decentralized structure, decision-making power is

distributed among various levels ofthe organization.

22
 Key People

 Ankit Srivastava- Founder

 Avijit Langeh- Cofounder & Managing Head

Organization Mission

Buckmint is a pioneering climate tech company. Their mission is to use blockchain to

make carbon markets accessible to everyone, so that decarbonization activities and natural

ecosystems become more highly valued, and new projects to protect and restore nature are

unlocked worldwide.

Organization Vision

To create an open, transparent, and liquid market for carbon - one in which verified carbon

credits from projects that prevent deforestation and restore natural ecosystems are on-

chain, and within reach of institutional and retail buyers.

Organization Values

 Reliability

 Teamwork

 Respect for individual

 Quality

 Responsible Citizenship


23



Hierarchy

Hierarchical based organization structure being followed in the Buckmint. It’s the most

common type of organizational structure––the chain of command goes from the top down

and each employee has a supervisor.

 Better defines levels of authority and responsibility.

 Shows who each person reports to or who to talk to about specific projects.

 Motivates employees with clear career paths and chances for promotion.

 Gives each employee a specialty.

 Creates camaraderie between employees within the same department.

1.1.3 Functional Areas

1. Human Resource Management

Human resource management of Buckmint involves all management decisions and

practices that directly affect or influence the people, or human resources, who work for

the organization. In modern years, amplified concentration has been devoted to how

organizations manage Human Resources. This augmented focus comes from the

comprehension that an organization’s employees facilitate an organization to attain its

goals and the management of these human resources is vital to an organization’s success.

Human Resource Management function that helps managers recruit, select, train and

develop members for an organization.

24
 Functions of HR in Buckmint:

The functions of human resource management are:

(1) Staffing: Staffing in HRM Activities in HRM concerned with seeking and hiring qualified

employees is Staffing. A Buckmint needs a well-defined reason for needing individuals

who possess specific skills, knowledge and abilities to specify the job. Recruiting is the

initial step of staffing. Recruitingis the process of locating, identifying, and attracting

capable employees.

Buckmint finds new employees on the World Wide Web

(2) Training and Development: Training in Buckment is one of the important activities of

human resource management. In the training process company tryto motivate and train the

employees in a manner so that they can work more effectively in the future. Under the

training process there are some steps theyare given below:

(a) Employee Orientation: Employee orientation provides new employees with the basic

background information they need to perform their jobs satisfactorily. Companies arrange

an orientation program for theemployees. In an orientation program the employees-

 feel welcome

 understand the organization in a broad sense

 be clear about what the firm expects in terms of work and behaviour

 begin the process of socialization

25
(b) Employee Training: There is some process, method and

techniques of employee training. A company follows the all the steps of training to provide

the employees a good look on their work.

(3) Motivation in HRM: Motivation is to inspire people to work, individuals insuch as to

produce best results. It is the willingness to exert high level of effort towards

organizational goals, conditioned by the efforts and ability to satisfy some individual

needs. An important part of the retention of staff, reducing staff turnover and minimizing

absenteeism at work is ensuring thatstaff are properly motivated

(4) Maintenance of Employees: To maintain the employees, a company must look after the

employees’-

(a) Health and Safety: For employees health and safety there HR policy need to be very clear

to all staff so that they feel safe to work here. Theycan put their attention and productivity

properly towards the task.

(b) Communication: The communication between the employees and top- level management

should be clear and transparent. There should no gap between top level management and

low-level management.

(c) Employee’s Relation: Employees should be committed to their companies and the

companies also should understand the needs and wants of the employees. In some

companies, employees and labors create laborunion for better relationship among the

workers and employees.

By doing all these 4 functions, Human Resource Management complete its job.

26
 Units in HR Division

There are three units in Human Resource Division of Buckmint:

 HR Staffing
 HR Operation
 Training & Development

2. Marketing

Marketing is the process of getting potential clients or customers interested in your

products and services. The keyword in this definition is "process". Marketing involves

researching, promoting, selling, and distributing your products or services. This discipline

centers on the study of market and consumer behaviors and it analyzes the commercial

management of companies in order to attract, acquire, and retain customers by satisfying

theirwants and needs and instilling brand loyalty.

3. Financial Management

Financial management is crucial for the success of any organization, be it private,

government or non-government

Buckmint should realize that managing their finances is of critical importance and they

should incorporate necessary measures towards risk management, resource mobilization

and budgeting. It is the responsibility of Organization leaders to plan their expenditures

and investments and manage funds in a way that leads to a sustainable enterprise.

27
 Buckmint uses several options that can use for managing their finances, this could be

either managing them on your own, hire a full-time employee, hirea part time accountant or

a third party who manages all finance related activities for you, for example a Chartered

Accountant.

Importance of Financial Management at BUCKMINT

As a Private Limited Company, you might be thinking that your primary task is to simply

build the product to be shipped to the customers and not financial management. But unless

your finances and funds are sorted, you cannot achieve your objectives. Here are some

points indicating the importance of financial management for Buckmint.

 Being accountable to the investors: Most Private Limited Companies rely completely
on funding and therefore having proper accounting systems in place becomes all the more

important. As a Pvt Ltd Company, you need to be

accountable to the Investors and the Stakeholders who support your company’s vision.

 Securing future: The present financial condition of any organization determines its
future. In a similar manner, Buckmint should also opt for sustainable use of finance. This

simply means that Organizations should spendin their present ventures, keeping in mind

the future. After all, it is quite

important to have future plans and become well secured as well as future- ready.

 Eliminating fraud and theft: Malpractices and illegal deeds such as overuseof resources,
fraud and theft have become prevalent among companies. Firm

28
 checks are mandatory, for minimizing such illicitness and preventing abuse of resources.

With complete financial planning, coordination and control, these issues can be easily

addressed.

 Making productive decisions: With sound financial management, Buckmintcan make

more productive decisions concerning resource allocation, fund raising, fund mobilizing

and other undertakings. Good decision-making skill enables right amount of funds to be

invested at the right place. Funds are therefore efficiently and optimally utilized.

 Achieving objectives: Every company is guided by certain policies and procedures, which
are related to its overall objectives. Each decision that is undertaken by the authority is

driven towards successful achievement of its set goals and objectives. Without organizing

finance, it will be difficult for

the organization and its employees to reach its aim and fulfill purpose of its existence.

 Enhancing credibility: Managing finance is a matter of skills and tactics that ideally
changes from time to time. With excellent finance management,Buckmint enhance their

image that enhances its value and making them morecredible. By framing well defined

financial plans and policies, organizations

also earn good reputation within its community. They can also improve their current

position and look forward to gain trust, faith and reliability.

29
1.1.4 Products/Services

BUCKMINT is a tokenization platform for carbon credits, which makes it easier for

individuals and businesses to purchase or sell carbon credits for trading and offsetting

needs. Their main aim is to help towards making a carbon neutral world by channelizing

untapped capital towards green and renewable projects.

The function of Buckmint is to focus on all the issues concerning carbon emissions and

greenhouse gases. They work to promote and improve the social and financial conditions

of the society on a broad scale by letting peopletrade carbon emissions easily. But even

today, there is uncontrolled greenhouse gases and carbon is being emitted into the

atmosphere and peopleare struggling to reduce them by some extent. This is when the

Buckmint comes up to help. They do their job to fill the gaps left in thevoluntary carbon

markets by letting people trade carbon emissions easily in the form of tokens.

Sustainable Development

This area needs the maximum attention because nobody is compromising theirpresent

needs and is destroying natural resources to achieve their selfish goals.

Therefore, Buckmint is helping individuals and businesses to offset their carbon footprint

in order to balance the overutilization of natural resources which is the reason to

environmental threats which later cause natural calamities.

30
1.1.5 Business Processes

Many people starting Private Limited companies think that startups are not businesses,

and therefore they don’t have to be run like a business. But every organization has the

same basic challenge: in order to do things, it needs resources. Those resources can take

different forms. In Buckmint, they are commonly: employees; product development;

funding amount.

The organization has to be designed so as to be able to raise substantial resources as inputs,

process them efficiently, and deliver them as outcomes toa target set of beneficiaries.

This process can be collaborative. It can be stake holder-driven. But resources still have to

flow.

1. Resources Flow

A private sector business model looks like this:

Technical Economic Customers

Business
Outputs
Inputs Model

Money

Figure- 4

Technical inputs means that those inputs take three principal forms:

 Resources: The raw materials for doing things.

31
  Capabilities: The capacity to do things.

 Innovation: New ways of doing things.

But even capacity-building and innovation within the organization still need resources, so

the bottom line is: every organization has to access resources asinput, just as every animal

has to eat.

There are following 5 components of a business model:

(1) To articulate the value proposition.

(2) To identify a market segment.

(3) To define the structure of the firm’s value chain.

(4) To specific the revenue generation mechanisms.

(5) To describe the position of the firm within the value network.

2. Fundraising Options

 Friends & Family

 Angel Investors

 Micro VCs/VCs

 Retail Investors (post IPO)

3. Corporate Communication

Corporate communication is the perception of a company by creating a brand identity and

maintaining communication with the general public. Corporate

32
communication teams build the company image, communicate with internal and external

audiences to maintain a positive reputation in the industry, and bridgethe gap between

employees and management.

A Buckmint corporate communication strategy can go a multitude of ways often

consisting of written (website, press releases, memos), verbal (interviews, videos, press

conferences) and visual (photographs, infographics,illustrations).

To build a strong brand identity, internal and external communication need to be aligned.

Role of corporate communication in BUCKMINT

Buckmint whose mandate is to do environmental work need to ensure that they are

proactive in communication. The role of communication in organization is to share

information, tell stories, protect the brand’s reputation, and engage in conversations that

inspire people to join their organization in fulfilling its mission.

33
1.2 Problem Statement
The working forces of BUCKMINT play a significant role in the continuous progress of

the organization. Hence it is essential to keep them motivated and keep their spirits high. I

have selected the topic of this report is “To study the various screening approaches adopted

by Buckmint.” I tried to integrate my theoretical knowledge of HR and combine it with

practical examples as observed during my internship. I have tried to cover all the major

functions of Human Resource Management- recruitment, selection, compensation and

benefits, training and development and convey my understandings of the different

functions of Human Resource Management through this project. I have also tried to provide

some recommendations based on my knowledge followed by the conclusion which I

gathered during my internship.

34
1.3 Objectives of the study

There have been some objectives set forward in doing this report so that it can be

determined what tasks have to be done. The objectives of the report are:

 To familiarize with Buckmint, its operation and activities, management style and

endeavor to realize the gap between the theoretical knowledge with the real business

world.

 To understand the screening approaches used by the organization

 Identifying inherent problems improve the performance of the staff.

 To build effective management systems, Policies and plans and improve long-term

sustainability and resource mobilization.

 Developing Employees practices.

 To understand and assess organizational behaviour and functioning of Buckmint

regarding screening

35
1.4 Scope of the study

Human Resource Information system is an integrated system designed to provide

information used in HR decision making it is a tool through which an HR department

can take the information of the employees when company requires any personal or any

official information.

• Personnel Management and administration

• Industrial management

• Manpower management

• Organizational management

• Cordial employee relations.

The scope of HRM is comparatively wider with enhanced vision so far as the following

fields are concerned:

1. Human Resource Planning (HRP)

2. Job Analysis

3. Job Evaluation

4. Recruitment and Selection

5. Performance Appraisal

6. Training and Development

7. Employee Compensation

8. Employee Motivation

36
9. Employee Welfare

10. Industrial Relation

11. Organizational Development

12. Career Development

13. Job Design

14. Performance Management Systems

15. Employee Assistance

16. Labour Relations

17. HR Research and Information Systems and Audit

18. Succession Planning

19. Quality of Working Life

20. Personnel Welfare.

37
 CHAPTER 2

RESEARCH METHODOLOGY

1.1 Research Design

The research design was an analytical survey. Analytical surveys also referred to as

diagnostic studies attempt to describe and explain why certain situations exist. In this

approach two or more variables are usually examined to test research hypothesis. The

results allow researchers to examine the interrelationships among variables and to draw

explanatory inferences. In this study, the researcher sought to establish the relationship

between prior quality keyword skills; socio-demographic characteristics; and level of

customer engagement effect on online business attainment.

2.2 Types of Data

Data can be classified under two categories depending upon the sources utilized.

1. Primary Data

Primary Data do not exist in records and publication. The researcher has to gather

primary data a fresh for the specific study under taken by him. Market researchers are

interested in primary data about demographic/socio economic characteristics, attitude/

opinions/ interests, motivation and behaviors.

38
 Three basic means of primary data:

1) Observation

2) Survey

3) Experiment

2. Secondary Data

Secondary Data is the data that is collected by others and is to be "re-used" by the

researcher. In other words, The Secondary Data referred to those, which was gathered

for some other purpose and are already available in the firm initial records and

commercial, trade or government publications are secondary data.

Sources of secondary data:

1) Published of secondary data

2) Government publication

3) Specialized libraries

4) General library research sources

2.3 Data Collection Method

In this study, I decided that

 What data to collect (and what data to ignore)

 Who to collect it from (in research, this is called “sampling design”)

 How to collect it (this is called “data collection methods”)

 How to analyse it (this is called “data analysis methods”)

39
 I used the following options for data collection:

 Interviews (which can be unstructured, semi-structured or structured)

 Focus groups and group interviews

 Surveys (online or physical surveys) 

 Observations

 Documents and records

Sources of Data

The sources of data can be classified into two types: statistical and non-statistical.

Statistical sources refer to data that is gathered for some official purposes, incorporate

censuses, and officially administered surveys. Non-statistical sources refer to the

collection of data for other administrative purposes.

What are the different sources of data?

The following are the two sources of data collection:

1. Internal Sources

When data is collected from reports and records of the organization itself, they are

known as the internal sources.

For example, a company publishes its annual report’ on profit and loss, total sales,

loans, wages, etc.

2. External Sources

When data is collected from sources outside the organization, they are known as the

external sources. For example, if a tour and travel company obtain information on Uttar

40
 Pradesh tourism from Uttar Pradesh Transport Corporation, it would be known

as an external source of data.

Data Collection

In order to understand and achieve the objective of the project and to have an in-depth

knowledge about the chosen topic of interest, it was important to gather the relevant

data from various sources.

To accomplish the objective of project, data was collected from primary and secondary

sources.

To collect the data, questions were circulated on the Internet. The purpose was to find

the practical application, use and satisfaction derived by the organization. The various

sources from which secondary data was gathered included numbers of journals,

research papers and the internet search engines, magazines etc.

Questionnaire Method

For getting the results of my research I used method which is questionnaire method that

is under primary data. A questionnaire (also known as self-administered survey) isa type

of statistical survey handed out in paper form usually to a specific demographic to gather

information in order to provide better service or goods. The questionnaire was invented

by Sir Francis Galton.

 Questionnaires have advantages over some other types of surveys in that they are

cheap, do not require as much effort from the questioner as verbal or telephone surveys,

and often have standardized answers that make it simple to compile data. However,

41
 such standardized answers may frustrate users. Questionnaires are also sharply

limited by the fact that respondents must be able to read the questions and respond to

them. Thus, for some

 Demographic groups conducting a survey by questionnaire may not be practical.

 A questionnaire consists of many types of questions, like direct question, indirect

question, open-ended question (free answer question), and close ended question. In this

report open and close-ended questions are used. The method was discussed

questioning. Each person was asked a set of question in given order and answer is

limited to a list of alternatives. The studies are descriptive in nature. It is connected to

study the present state of affair as it exists. The open study tries to explore the system

at present and report on it.

Why was questionnaire method have been adopted

1. It is versatile.

2. Ideas related to the problem and its solution can be find by asking the people involved

in various industries.

3. Knowledge, opinions, and intention of people involved can be easily founded.

4. It is usually faster and cheaper than other methods.

5. It involves control over the data gathering activities as compare to other method.

42
2.4 Questionnaire Design

The design of a questionnaire will depend on whether the researcher wishes to collect

exploratory information (i.e. qualitative information for the purposes of better

understanding or the generation of hypotheses on a subject) or quantitative information

(to test specific hypotheses that have previously been generated).

1. Exploratory questionnaires: If the data to be collected is qualitative or is not to be

statistically evaluated, it may be that no formal questionnaire is needed. For example,

in interviewing the female head of the household to find out how decisions are made

within the family when purchasing breakfast foodstuffs, a formal questionnaire may

restrict the discussion and prevent a full exploration of the woman's views and

processes. Instead, one might prepare a brief guide, listing perhaps ten major open-

ended questions, with appropriate probes/prompts listed under each.

2. Formal standardized questionnaires: If the researcher is looking to test and quantify

hypotheses and the data is to be analysed statistically, a formal standardised

questionnaire is designed. Such questionnaires are generally characterised by:

 prescribed wording and order of questions, to ensure that each respondent receives the

same stimuli

 prescribed definitions or explanations for each question, to ensure interviewers handle

questions consistently and can answer respondents' requests for clarification if they

occur

 prescribed response format, to enable rapid completion of the questionnaire during the

interviewing process.

43
 Given the same task and the same hypotheses, six different people will

probably come up with six different questionnaires that differ widely in their choice of

questions, line of questioning, use of open-ended questions and length. There are no

hard-and-fast rules about how to design a questionnaire, but there are a number of

points that can be borne in mind:

(1) A well-designed questionnaire should meet the research objectives. This may seem

obvious, but many research surveys omit important aspects due to inadequate

preparatory work, and do not adequately probe particular issues due to poor

understanding. To a certain degree some of this is inevitable. Every survey is bound to

leave some questions unanswered and provide a need for further research but the

objective of good questionnaire design is to 'minimise' these problems.

(2) It should obtain the most complete and accurate information possible. The

questionnaire designer needs to ensure that respondents fully understand the questions

and are not likely to refuse to answer, lie to the interviewer or try to conceal their

attitudes. A good questionnaire is organised and worded to encourage respondents to

provide accurate, unbiased and complete information.

(3) A well-designed questionnaire should make it easy for respondents to give the

necessary information and for the interviewer to record the answer, and it should be

arranged so that sound analysis and interpretation are possible.

(4) It would keep the interview brief and to the point and be so arranged that the

respondent(s) remain interested throughout the interview.

44
Each of these points will be further discussed throughout the following

sections. Below figure shows how questionnaire design fits into the overall process of

research design. It emphasises that writing of the questionnaire proper should not begin

before an exploratory research phase has been completed.

Figure- 5

Even after the exploratory phase, two key steps remain to be completed before the task

of designing the questionnaire should commence. The first of these is to articulate the

questions that research is intended to address. The second step is to determine the

hypotheses around which the questionnaire is to be designed.

45
 It is possible for the piloting exercise to be used to make necessary adjustments

to administrative aspects of the study. This would include, for example, an assessment

of the length of time an interview actually takes, in comparison to the planned length

of the interview; or, in the same way, the time needed to complete questionnaires.

Moreover, checks can be made on the appropriateness of the timing of the study in

relation to contemporary events such as avoiding farm visits during busy harvesting

periods.

Preliminary Decisions in questionnaire design

There are nine steps involved in the development of a questionnaire:

1. Decide the information required.

2. Define the target respondents.

3. Choose the method(s) of reaching your target respondents.

4. Decide on question content.

5. Develop the question wording.

6. Put questions into a meaningful order and format.

7. Check the length of the questionnaire.

8. Pre-test the questionnaire.

9. Develop the final survey form.

Deciding on the information required

It should be noted that one does not start by writing questions. The first step is to decide

'what are the things one needs to know from the respondent in order to meet the survey's

objectives?' These, as has been indicated in the opening chapter of this textbook, should

appear in the research brief and the research proposal.

46
 One may already have an idea about the kind of information to be collected,

but additional help can be obtained from secondary data, previous rapid rural appraisals

and exploratory research. In respect of secondary data, the researcher should be aware

of what work has been done on the same or similar problems in the past, what factors

have not yet been examined, and how the present survey questionnaire can build on

what has already been discovered. Further, a small number of preliminary informal

interviews with target respondents will give a glimpse of reality that may help clarify

ideas about what information is required.

Define the target respondents

At the outset, the researcher must define the population about which he/she wishes to

generalise from the sample data to be collected. For example, in marketing research,

researchers often have to decide whether they should cover only existing users of the

generic product type or whether to also include non-users. Secondly, researchers have

to draw up a sampling frame. Thirdly, in designing the questionnaire we must take into

account factors such as the age, education, etc. of the target respondents.

Choose the method(s) of reaching target respondents

It may seem strange to be suggesting that the method of reaching the intended

respondents should constitute part of the questionnaire design process. However, a

moment's reflection is sufficient to conclude that the method of contact will influence

not only the questions the researcher is able to ask but the phrasing of those questions.

The main methods available in survey research are:

 personal interviews

 group or focus interviews

47
 mailed questionnaires

 telephone interviews.

Within this region the first two mentioned are used much more extensively than the

second pair. However, each has its advantages and disadvantages. A general rule is that

the more sensitive or personal the information, the more personal the form of data

collection should be.

Decide on question content

Researchers must always be prepared to ask, "Is this question really needed?" The

temptation to include questions without critically evaluating their contribution towards

the achievement of the research objectives, as they are specified in the research

proposal, is surprisingly strong. No question should be included unless the data it gives

rise to is directly of use in testing one or more of the hypotheses established during the

research design.

There are only two occasions when seemingly "redundant" questions might be

included:

1. Opening questions that are easy to answer and which are not perceived as being

"threatening", and/or are perceived as being interesting, can greatly assist in gaining

the respondent's involvement in the survey and help to establish a rapport.

This, however, should not be an approach that should be overly used. It is almost

always the case that questions which are of use in testing hypotheses can also serve the

same functions.

48
2. "Dummy" questions can disguise the purpose of the survey and/or the

sponsorship of a study. For example, if a manufacturer wanted to find out whether its

distributors were giving the consumers or end-users of its products a reasonable level

of service, the researcher would want to disguise the fact that the distributors' service

level was being investigated. If he/she did not, then rumours would abound that there

was something wrong with the distributor.

Develop the question wording

Survey questions can be classified into three forms, i.e. closed, open-ended and open

response-option questions. So far only the first of these, i.e. closed questions has been

discussed. This type of questioning has a number of important advantages;

 It provides the respondent with an easy method of indicating his answer - he does not

have to think about how to articulate his answer.

 It 'prompts' the respondent so that the respondent has to rely less on memory in

answering a question.

 Responses can be easily classified, making analysis very straightforward.

 It permits the respondent to specify the answer categories most suitable for their

purposes.

49
 Disadvantages are also present when using such questions

 They do not allow the respondent the opportunity to give a different response to those

suggested.

 They 'suggest' answers that respondents may not have considered before.

With open-ended questions the respondent is asked to give a reply to a question in

his/her own words. No answers are suggested.

Example: "What do you like most about this implement?"

Open-ended questions have a number of advantages when utilised in a questionnaire:

 They allow the respondent to answer in his own words, with no influence by any

specific alternatives suggested by the interviewer.

 They often reveal the issues which are most important to the respondent, and this may
reveal findings which were not originally anticipated when the survey was initiated.

 Respondents can 'qualify' their answers or emphasize the strength of their opinions. 

However, open-ended questions also have inherent problems which means they must

be treated with considerable caution. For example:

 Respondents may find it difficult to 'articulate' their responses i.e. to properly and fully

explain their attitudes or motivations.

50
 Respondents may not give a full answer simply because they may forget to

mention important points. Some respondents need prompting or reminding of the types

of answer they could give.

 Data collected is in the form of verbatim comments - it has to be coded and reduced to

manageable categories. This can be time consuming for analysis and there are

numerous opportunities for error in recording and interpreting the answers given on the

part of interviewers.

Piloting the questionnaires

Even after the researcher has proceeded along the lines suggested, the draft

questionnaire is a product evolved by one or two minds only. Until it has actually been

used in interviews and with respondents, it is impossible to say whether it is going to

achieve the desired results. For this reason, it is necessary to pre-test the questionnaire

before it is used in a full-scale survey, to identify any mistakes that need correcting.

The purpose of pretesting the questionnaire is to determine:

 whether the questions as they are worded will achieve the desired results

 whether the questions have been placed in the best order

 whether the questions are understood by all classes of respondent

 whether additional or specifying questions are needed or whether some questions

should be eliminated

 whether the instructions to interviewers are adequate.

51
 Usually, a small number of respondents are selected for the pre-test. The

respondents selected for the pilot survey should be broadly representative of the type

of respondent to be interviewed in the main survey.

If the questionnaire has been subjected to a thorough pilot test, the final form of the

questions and questionnaire will have evolved into its final form. All that remains to

be done is the mechanical process of laying out and setting up the questionnaire in its

final form. This will involve grouping and sequencing questions into an appropriate

order, numbering questions, and inserting interviewer instructions.

2.5 Sampling Design

A sample design is a definite plan for obtaining a sample from a given population. It

refers to the technique or the procedure the researcher would adopt in selecting items

for the sample. Sample design also leads to a procedure to tell the number of items to

be included in the sample i.e., the size of the sample. Hence, sample design is

determined before the collection of data. Among various types of sample design

technique, the researcher should choose that samples which are reliable and appropriate

for his research study.

52
 Steps in Sample Design

There are various steps which the researcher should follow. Those are;

1. Type of universe: In the first step the researcher should clarify and should be expert

in the study of universe. The universe may be finite (no of items are known) or Infinite

(numbers of items are not known).

2. Sampling unit: A decision has to be taken concerning a sampling unit before selecting

a sample. Sampling unit may be a geographical one such as state, district, village etc.,

or construction unit such as house, flat, etc., or it may be a social unit such as family,

club, school etc., or it may be an individual.

3. Source list: Source list is known as ‘sampling frame’ from which sample is to be

drawn. It consists the names of all items of a universe. Such a list would be

comprehensive, correct, reliable and appropriate and the source list should be a

representative of the population.

4. Size of sample: Size of sample refers to the number of items to be selected from the

universe to constitute a sample. Selection of sample size is a headache to the researcher.

The size should not be too large or too small rather it should be optimum. An optimum

sample is one which fulfills the requirements of efficiency, representativeness,

reliability and flexibility. The parameters of interest in a research study must be kept

in view, while deciding the size of the sample. Cost factor i.e., budgetary conditions

should also be taken into consideration.

5. Sampling procedure: In the final step of the sample design, a researcher must decide

the type of the sample s/he will use i.e., s/he must decide about the techniques to be

used in selecting the items for the sample.

53
 Characteristics of a Good Sample Design

1. Sample design must result in a truly representative sample,

2. Sample design must be such which results in a small sampling error,

3. Sampling design must be viable in the context of funds available for the research study,

4. Sample design must be such that systematic bias can be controlled in a better way, and

5. Sample should be such that the results of the sample study can be applied, in general,

for the universe with a reasonable level of confidence.

2.5.1 Target Population

Before research can begin, the target population must be identified and agreedupon. The

target population is the entire population, or group, that a researcher is interested in

researching and analysing. A sampling frame is then drawn from this target population.

For example, if the research was to identify approximately how many parents read a

particular article in their child’s school newsletter, the target populationwould be all parents

of children at that school. The target units would then bethe individual parents, and the

school could provide a list of parent contact details which would serve as a sampling

frame.

Examples of a target population are a company’s customer base, the population of

particular country, the students at a particular university or tenants of a housing

association.

I have picked Human Resource Department of different organizations in Noida region as

our target population.

54
2.5.2 Sampling Technique

When you conduct research about a group of people, it’s rarely possible to collect data

from every person in that group. Instead, you select a sample. Thesample is the group of

individuals who will actually participate in the research. To draw valid conclusions from

your results, you have to carefully decide how you will select a sample that is

representative of the group as a whole. There are two types of sampling techniques:

1. Probability Sampling

Probability Sampling means that every member of the population has a chance of being

selected. It is mainly used in quantitative research. If you want to produce results that are

representative of the whole population, probability sampling techniques are the most valid

choice.

There are four main types of probability sample.

(1) Simple Random Sampling: In a simple random sample, every member of the population

has an equal chance of being selected. Your sampling frame should include the whole

population.

To conduct this type of sampling, you can use tools like random number generators or

other techniques that are based entirely on chance.

Example: You want to select a simple random sample of 100 employees of Company X.

You assign a number to every employee in the company database from 1 to 1000, and use

a random number generator to select 100 numbers.

55
(2) Systematic Sampling: Systematic sampling is similar to simple

random sampling, but it is usually slightly easier to conduct. Every member of the

population is listed with a number, but instead of randomly generating numbers,

individuals are chosen at regular intervals.

If you use this technique, it is important to make sure that there is no hidden pattern in the

list that might skew the sample. For example, if the HR databasegroups employees by team,

and team members are listed in order of seniority, there is a risk that your interval might

skip over people in junior roles, resulting in a sample that is skewed towards senior

employees.

Example: All employees of the company are listed in alphabetical order. From the first

10 numbers, you randomly select a starting point: number 6. From number 6 onwards,

every 10th person on the list is selected (6, 16, 26, 36, and so on), and you end up with a

sample of 100 people.

(3) Stratified Sampling: Stratified sampling involves dividing the population into

subpopulations that may differ in important ways. It allows you draw more precise

conclusions by ensuring that every subgroup is properly represented in the sample.

To use this sampling method, you divide the population into subgroups (called strata)

based on the relevant characteristic (e.g. gender, age range, income bracket, job role).

Based on the overall proportions of the population, you calculate how many people should

be sampled from each subgroup. Then you use random or systematic sampling to select a

sample from each subgroup.

Example: The company has 800 female employees and 200 male employees.

56
 You want to ensure that the sample reflects the gender balance of the company, so you sort

the population into two strata based on gender. Then you use random sampling on each

group, selecting 80 women and 20 men, which gives you a representative sample of 100

people.

(4) Cluster Sampling: Cluster sampling also involves dividing the population into subgroups,

but each subgroup should have similar characteristics to the whole sample. Instead of

sampling individuals from each subgroup, you randomly select entire subgroups.

If it is practically possible, you might include every individual from each sampled cluster.

If the clusters themselves are large, you can also sample individuals from within each

cluster using one of the techniques above. This is called multistage cluster sampling.

This method is good for dealing with large and dispersed populations, but there is more

risk of error in the sample, as there could be substantial differences between clusters. It’s

difficult to guarantee that the sampled clusters are really representative of the whole

population.

Example: The company has offices in 10 cities across the country (all with roughly the

same number of employees in similar roles). You don’t have the capacity to travel to every

office to collect your data, so you use random sampling to select 3 offices – these are your

clusters.

57
 Uses of Probability Sampling

There are multiple uses of probability sampling:

 Reduce Sample Bias: Using the probability sampling method, the bias in the sample

derived from a population is negligible to non-existent. The selectionof the sample mainly

depicts the understanding and the inference of the researcher. Probability sampling leads

to higher quality data collection as the sample appropriately represents the population.

 Diverse Population: When the population is vast and diverse, it is essential to have

adequate representation so that the data is not skewed towards one demographic. For

example, if Square would like to understand the people that could make their point-of-sale

devices, a survey conducted from a sample of people across the US from different

industries and socio-economic backgrounds helps.

 Create an Accurate Sample: Probability sampling helps the researchers planand create an

accurate sample. This helps to obtain well-defined data.

2. Non-Probability Sampling

In a non-probability sample, individuals are selected based on non-random criteria, and

not every individual has a chance of being included.

This type of sample is easier and cheaper to access, but it has a higher risk ofsampling

bias. That means the inferences you can make about the population are weaker than with

probability samples, and your conclusions may be more limited. If you use a non-

probability sample, you should still aim to make it as representative of the population as

possible.

58
 Non-probability sampling techniques are often used in exploratory and qualitative

research. In these types of research, the aim is not to test a hypothesis about a broad

population, but to develop an initial understanding of a small or under-researched

population.

There are four main types of non-probability sample:

(1) Convenience Sampling: A convenience sample simply includes the individuals who

happen to be most accessible to the researcher.

This is an easy and inexpensive way to gather initial data, but there is no wayto tell if the

sample is representative of the population, so it can’t produce generalizable results.

Example: You are researching opinions about student support services in your university,

so after each of your classes, you ask your fellow students tocomplete a survey on the topic.

This is a convenient way to gather data, but as you only surveyed students taking the same

classes as you at the same level, the sample is not representative of all the students at your

university.

(2) Voluntary Response Sampling: Similar to a convenience sample, a voluntary response

sample is mainly based on ease of access. Instead of theresearcher choosing participants

and directly contacting them, people volunteer themselves (e.g. by responding to a

public online survey). Voluntary response samples are always at least somewhat

biased, as somepeople will inherently be more likely to volunteer than others.

Example: You send out the survey to all the students at your university anda lot of

students decide to complete it. This can certainly give you some

59
 insight into the topic, but the people who responded are more likely to be those who have

strong opinions about the student support services, so you can’t be sure that their opinions

are representative of all students.

(3) Purposive Sampling: This type of sampling, also known as judgement sampling, involves

the researcher using their expertise to select a sample thatis most useful to the purposes of

the research.

It is often used in qualitative research, where the researcher wants to gain detailed

knowledge about a specific phenomenon rather than make statisticalinferences, or where

the population is very small and specific. An effective purposive sample must have clear

criteria and rationale for inclusion. Always make sure to describe your inclusion and

exclusion criteria.

Example: You want to know more about the opinions and experiences of disabled

students at your university, so you purposefully select a number of students with different

support needs in order to gather a varied range of dataon their experiences with student

services.

(4) Snowball Sampling: If the population is hard to access, snowball sampling can be used to

recruit participants via other participants. The number of people you have access to

“snowballs” as you get in contact with more people. Example: You are researching

experiences of homelessness in your city. Since there is no list of all homeless people in

the city, probability sampling isn’t possible. You meet one person who agrees to participate

in the research, and he/she puts you in contact with other homeless people that he/she

knows in the area.

60
 Uses of Non- Probability Sampling

Non-probability sampling is used for the following:

 Create a hypothesis: Researchers use the non-probability sampling method to create an

assumption when limited to no prior information is available. This method helps with the

immediate return of data and builds a base for further research.

 Exploratory research: Researchers use this sampling technique widelywhen conducting

qualitative research, pilot studies, or exploratory research.

 Budget and time constraints: The non-probability method when there are budget and

time constraints, and some preliminary data must be collected. Since the survey design is

not rigid, it is easier to pick respondents at randomand have them take the survey or

questionnaire.

How to decide which type of sampling to use?

For any research, it is essential to choose a sampling method accurately to meet the goals

of your study. The effectiveness of your sampling relies on various factors. Here are some

steps expert researchers follow to decide the best sampling method.

 Jot down the research goals. Generally, it must be a combination of cost, precision, or

accuracy.

 Identify the effective sampling techniques that might potentially achieve the research

goals.

61
  Test each of these methods and examine whether they help inachieving

your goal.

 Select the method that works best for the research.

For my survey I have used Convenience Sampling technique.

2.5.3 Sample Size

Sample size is a research term used for defining the number of individuals included in a

research study to represent a population. The sample size references the total number of

respondents included in a study, and the number is often broken down into sub-groups by

demographics such as age, gender, and location so that the total sample achieves represents

the entire population. Determining the appropriate sample size is one of the most important

factors in statistical analysis. If the sample size is too small, it will not yield valid results

or adequately represent the realities of the population being studied. On the other hand,

while larger sample sizes yield smaller margins of error and are more representative, a

sample size that is too large may significantlyincrease the cost and time taken to conduct

the research.

For example, if we want to predict how the population in a specific age groupwill react to

a new product, we can first test it on a sample size that is representative of the targeted

population. The sample size, in this case, will be given by the number of people in that age

group that will be surveyed.

62
 The number of individuals you should include in your sample depends on various

factors, including the size and variability of thepopulation and your research design. I

have taken a sample of 100 people, in order to conduct the research.

2.6 Data Analysis Statistical Technique

Statistical analysis is the process of collecting and analysing data in order to discern

patterns and trends. It is a method for removing bias from evaluating data by employing

numerical analysis. This technique is useful for collecting the interpretations of

research, developing statistical models, and planning surveys and studies.

Statistical analysis is a scientific tool that helps collect and analyse large amounts of

data to identify common patterns and trends to convert them into meaningful

information. In simple words, statistical analysis is a data analysis tool that helps draw

meaningful conclusions from raw and unstructured data.

The conclusions are drawn using statistical analysis facilitating decision-making and

helping businesses make future predictions on the basis of past trends. It can be defined

as a science of collecting and analysing data to identify trends and patterns and

presenting them. Statistical analysis involves working with numbers and is used by

businesses and other institutions to make use of data to derive meaningful information.

63
 Types of Statistical Analysis

Given below are the 6 types of statistical analysis:

(1) Descriptive Analysis: Descriptive statistical analysis involves collecting,

interpreting, analyzing, and summarizing data to present them in the form of charts,

graphs, and tables. Rather than drawing conclusions, it simply makes the complex

data easy to read and understand.

(2) Inferential Analysis: The inferential statistical analysis focuses on drawing

meaningful conclusions on the basis of the data analyzed. It studies the relationship

between different variables or makes predictions for the whole population.

(3) Predictive Analysis: Predictive statistical analysis is a type of statistical analysis that

analyzes data to derive past trends and predict future events on the basis of them. It

uses machine learning algorithms, data mining, data modelling and artificial

intelligence to conduct the statistical analysis of data.

(4) Prescriptive Analysis: The prescriptive analysis conducts the analysis of data and

prescribes the best course of action based on the results. It is a type of statistical

analysis that helps you make an informed decision.

(5) Exploratory Data Analysis: Exploratory Analysis is similar to inferential analysis,

but the difference is that it involves exploring the unknown data associations. It

analyzes the potential relationships within the data.

(6) Casual Analysis: The causal statistical analysis focuses on determining the cause,

and effect relationship between different variables within the raw data. In simple

words, it determines why something happens and its effect on other variables. This

methodology can be used by businesses to determine the reason for failure.

64
 Benefits of Statistical Analysis

Statistical analysis can be called a boon to mankind and has many benefits for both

individuals and organizations. Given below are some of the reasons why you should

consider investing in statistical analysis:

 It can help you determine the monthly, quarterly, yearly figures of sales profits, and

costs making it easier to make your decisions.

 It can help you make informed and correct decisions. 

 It can help you identify the problem or cause of the failure and make corrections. For

example, it can identify the reason for an increase in total costs and help you cut the

wasteful expenses.

 It can help you conduct market analysis and make an effective marketing and sales

strategy. 

 It helps improve the efficiency of different processes.

Statistical Analysis Process

Given below are the 5 steps to conduct a statistical analysis that you should follow:

Step 1: Identify and describe the nature of the data that you are supposed to analyse.

Step 2: The next step is to establish a relation between the data analysed and the

sample population to which the data belongs.

65
 Step 3: The third step is to create a model that clearly presents and

summarizes the relationship between the population and the data.

Step 4: Prove if the model is valid or not.

Step 5: Use predictive analysis to predict future trends and events likely to happen.

Statistical Analysis Methods

Although there are various methods used to perform data analysis, given below are

the 5 most used and popular methods of statistical analysis:

 Mean: Mean or average mean is one of the most popular methods of statistical

analysis. Mean determines the overall trend of the data and is very simple tocalculate.

Mean is calculated by summing the numbers in the data set together and then dividing

it by the number of data points. Despite the ease of calculation and itsbenefits, it is

not advisable to resort to mean as the only statistical indicator as it canresult in

inaccurate decision making.

 Standard Deviation: Standard deviation is another very widely used statistical tool

or method. It analyses the deviation of different data points from the mean of the

entire data set. It determines how data of the data set is spread around the mean. You

can use it to decide whether the research outcomes can be generalized or not.

 Regression: Regression is a statistical tool that helps determine the cause, and effect

relationship between the variables. It determines the relationship between a

66
 dependent and an independent variable. It is generally used to predict future

trends and events.

 Hypothesis Testing: Hypothesis testing can be used to test the validity or trueness

of a conclusion or argument against a data set. The hypothesis is an assumption made

at the beginning of the research and can hold or be false based on the analysis results.

 Sample Size Determination: Sample size determination or data sampling is a

technique used to derive a sample from the entire population, which is representative

of the population. This method is used when the size of the population is very large.

You can choose from among the various data sampling techniques such as snowball

sampling, convenience sampling, and random sampling.

Statistical Analysis Software

Everyone can't perform very complex statistical calculations with accuracy making

statistical analysis a time-consuming and costly process. Statistical software has

become a very important tool for companies to perform their data analysis. The

software uses Artificial Intelligence and Machine Learning to perform complex

calculations, identify trends and patterns, and create charts, graphs, and tables

accurately within minutes.

67
 CHAPTER 3

DATA INTERPRETATION ANDANALYSIS

2.1 Data Analysis and Interpretation

After identifying the role of HRM in a company, doing a literature-background-

research, establishing philosophical assumptions and focus problem, deciding on an

appropriate research paradigm and methodology with specific purpose, designing a

research plan and collecting sufficient data, the next step in the research process is data

analysis and interpretation, which precedes reporting of research. Data analysis is,

therefore, a process that involves examining, and molding collected data for

interpretation to discover relevant information, draw or propose conclusions and

support decision-making to solve a research problem. This involves interpreting data

to answer research questions and making research findings be ready for dissemination.

 Data collected is transformed into information and knowledge about the

research performed

 Relationships between variables are explored

 Meanings are identified and information is interpreted.

68
 Level 1 Data Coding (Open Coding)

Involves preparing memo– taking notes – giving names. The research may:

 Look for language such as action verbs or gerunds and points of dissonance which

may denote an important experience or past time

 Employ biasness

 Focus on obtaining content and platform

 Use structured questions

 Read background after interview

 Collect and let data speaks then proceed to level

Level 2 Data Coding (Categorizing/Renaming)

 Involves renaming and forming categories

 Ask semi-structured questions

Level 3 Data Coding (Selective Coding & Theory Construction)

 Involves formation of themes and theories

 Results in formation of grounded theory

The usual step proceeding data analysis is interpretation. “Interpretation involves

attaching meaning and significance to the analysis, explaining descriptive patterns, and

looking for relationships and linkages among descriptive dimensions.

69
Q1- What is your gender?

Interpretation: From above column chart out of 100% (n=100) respondents- 74%

respondents are Female, 21% respondents are Males and 1% prefer not to say.

70
Q2- What is your marital status?

Interpretation: From above column chart out of 100% (n=100) respondents- 69%

respondents are unmarried, 31% respondents are married.

71
Q3- Which place do you belong?

Interpretation: From above column chart out of 100% (n=100) respondents- 68%

respondents lives in urban area and 32% respondents lives in rural.

72
 Q4- Which income group do you belong to? (per annum)

Interpretation: From above column chart out of 100% (n=100) respondents- 34%

respondents belong to below 2 lakhs income group, 37% respondents belong to 2-4 lakhs

income group, 15% respondents belong to 4-6 lakhs income group and 14% respondents

belong to 6 lakhs or above income group.

73
Q5- What is your designation in your company?

Interpretation: From above column chart out of 100% (n=50) respondents- 36%

respondents are intern, 38% respondent are associate, 13% respondents are manager

and 12% are on the other position.

74
Q6- Which social media platform do you use for screening
process?

Interpretation: From above column chart out of 100% (n=50) respondent- 68%

respondent uses LinkedIn for screening candidates, 18% uses Email for screening

candidates, 6% uses whatsapp for screening candidates, 6% use Facebook and 1% uses

Instagram for screening the candidates.

75
Q7- Do you think organization looks for experienced employees
in screening?

Interpretation: From above column chart out of 100% (n=100) respondents- 68%

think organization looks for experienced employees and 32% think organization don’t

look for experienced employees.

76
Q8- Which is the most important quality the organization looks for in
a candidate during screening?

Interpretation: From above column chart out of 100% (n=100) respondents- 47%

looks past experience in a candidate during screening, 24% looks the optimistic nature,

19% looks knowledge in a candidate during screening, 7% looks discipline and1%

prefer other quality in a candidate during screening.

77
Q9- Does the HR team act as a consultant to enhance the quality of
the applicant screening process?

Interpretation: From above column chart out of 100% (n=100) respondents- 40%

said Yes that the HR team act as a consultant, 27% said No and 33% said maybe the

HR team act as a consultant to enhance the quality of the applicant screening process.

78
Q10- Is the Resume Screening and shortlisting method used by the
organization is satisfactory?

Interpretation: From above column chart out of 100% (n=100) respondents- 52%

respondent said Yes that the organization uses satisfactory method of resume screening

and shortlisting and 48% respondent said No.

79
Q11- Do you think criteria for shortlisting of candidate used by the
organization is satisfactory?

Interpretation: From above column chart out of 100% (n=100) respondents- 51%

think criteria for shortlisting of candidates used by the organization is satisfactory, 49%

think that criteria for shortlisting of candidates used by the organization is

unsatisfactory.

80
Q12- Does the organization do employee verification before screening
the candidates?

Interpretation: From above column chart out of 100% (n=50) respondents- 64%

respondents agree that the organization do employee verification before screening

the candidates and 36% disagree that the organization do employee verification

before screening the candidates.

81
Q13- How do you rate the screening policy of the organization?

Interpretation: From above column chart out of 100% (n=100) respondents- 29%

respondents said that the screening policy of the organization is Good, 57%

respondents said that the screening policy of the organization is Average and 14%

respondent said that the screening policy of the organization is Poor.

82
 CHAPTER 4

FINDINGS, CONCLUSION
AND RECOMMENDATIONS

3.1 Findings of the Study

F.1 Out of 100% (n=100) respondents- 74% respondents are Females, 21% respondents

are Male and 1% are prefer not to say.

F.2 Out of 100% (n=100) respondents- 69% respondents are unmarried and 31% are

married.

F.3 Out of 100% (n=100) respondents- 68% respondent belong to urban area and 32%

respondent belong to rural area.

F.4 Out of 100% (n=100) respondents- 37% are belong to Rs. 2-4 lakhs, 34% belong below

Rs. 2 lakhs, 15% belong to Rs. 4-6 lakhs and 14% belong to Rs. 6 lakhs and more.

F.5 Out of 100% (n=100) respondent- 39% are associate in an organization, 36% are

Interns, 13% are manager and 12% are on the other position in an organization.

F.6 Out of 100% (n=100) respondents- 6% respondents use WhatsApp for communication,

68% use LinkedIn for communication, 1% respondents use Instagram for

communication 6% respondents use Facebook for communication and 18%

respondents use e-mail for communication.

F.7 Out of 100% (n=100) respondents- 68% said Yes that the organization looks for the

experience employees in screening process and 32% said No

83
 F.8 Out of 100% (n=100) respondents- 47% looks Past experience in a candidates

during screening, 24% looks the optimistic nature, 19% looks knowledge, 7% looks

discipline and 1% prefer other quality in a candidates.

F.9 Out of 100% (n=100) respondents- 40% said Yes that HR act as a consultant to

enhance the quality of the applicant screening process, 27% said No and 33% said

Maybe.

F.10 Out of 100% (n=100) respondents- 52% said Yes that the resume screening and

shortlisting method used by the organization is satisfactory and 48% said no.

F.11 Out of 100% (n=100) respondents- 51% said Yes that the criteria for shortlisting of

the candidates used by the organization is satisfactory and 49% said No.

F.12 Out of 100% (n=100) respondents, 64% said Yes that the organization do employee

verification before screening the candidates.

F.13 Out of 100% (n=100) respondents- 57% rate average the screening policy of the

organization, 29% rate Good and 14% rate Poor.

84
4.2 Conclusion
From this project, it can conclude such a way that since human resource management

is a continuously practicing issue so it plays a significant role on organizations overall

performance. If an organization wants to gain full benefit from human resource

management it should follow all the sections of HRM.

Committed and trustworthy employees are the most significant factors to becoming an

employer of choice, it is no surprise that companies and organizations face significant

challenges in developing energized and engaged workforces. However, there is

abundance of research to demonstrate that increased employee commitment and trust

in leadership can positively impact the company’s bottom line. In fact, the true

potential of an organization can only be realized when the productivity level of all

individuals and teams are fully aligned, committed and energized to successfully

accomplish the goals of the organization. Thus, the objective of every organization

should be to improve the desire of employees to stay in the relationship they have with

the organization.

85
 4.3 Limitations:
• Lack of practices in human resource management.

• Human resources department was hesitant to provide information, because of difficulty in

accessing sensitive data and information.

• Non-availability of some previous statistical data.

• The term of the internship period is brief time whereas Human Resources Division is a
vast area, after doing the internship from home. It is difficult to go through in depth within
this short duration of time without physical Interactions.

• The responses of the customers may be biased.

• The study has been restricted to Bareilly only.

• As this study is a simple sample study which was done to 100.

86
4.4 Recommendations

 The organization should practice proper guidelines. The purpose of Human

Resource Management is to improve the productive contribution of people.

 To get effective and efficient employee, the organization should arrange proper

training and development programs.

 The entire HR department should be well informed regarding the employment

personnel.

 The organization should provide well direct as well as indirect compensation to its

staff.

 The management should have job evaluated salary structure, which is most

competitive than other organizations in the country.

 To evaluate employee’s performance; the management should follow promotion

policy properly.

 In order to get competitive advantage and to deliver quality service, top

management should try to modify the services.

 Proper training needed for ensuring efficient performance of the employees.

 Buckmint should hire specialist for each individual sector.

 The management should create customers’ database and continuously informing the

investors about the available facilities or opportunities which will work to achieve twin

goal at a time; one is direct marketing and the other is large pool of customers database.

87
 BIBLIOGRAPHY

4.4.1 https://www.investopedia.com/terms/o/organizational-structure.asp

4.4.2 https://www.simpplr.com/blog/2020/what-is-corporate-communications/

4.4.3 https://www.aihr.com/blog/human-resources-functions/

4.4.4 https://www.cyberclick.net/marketing

4.4.5 https://corporatefinanceinstitute.com/resources/knowledge/strategy/operations-

management/

4.4.6 https://gradcoach.com/what-is-research-methodology/

4.4.7 https://www.fao.org/3/w3241e/w3241e05.htm

4.4.8 https://www.questionpro.com/blog/types-of-sampling-for-social-research/

4.4.9 https://www.scribbr.com/methodology/sampling-methods/

4.4.10 https://www.mbaknol.com/research-methodology/sample-design/

4.4.11 https://www.geopoll.com/blog/sample-size-research/

4.4.12 https://www.simplilearn.com/what-is-statistical-analysis-article

4.4.13 https://www.omniconvert.com/what-is/sample-size/

4.4.14 https://www.mckinsey.com/capabilities/sustainability/our-insights/a-blueprint-

for-scaling-voluntary-carbon-markets-to-meet-the-climate-challenge

4.4.15 https://carboncredits.com/what-is-your-carbon-footprint-and-how-to-reduce-it/

4.4.16 https://unfccc.int/climate-action/united-nations-carbon-offset-platform

88
89