Professional Documents
Culture Documents
Part a
Page 1
Chapter 1
Introduction to
pharma industry
CHAPTER - 1
INTRODUCTION TO PHARMA INDUSTRY
Page 2
PHARMACEUTICAL INDUSTRY
The pharmaceutical industry develops, produces, and markets
drugs licensed for use as medications. Pharmaceutical companies are
allowed to deal in generic and/or brand medications and medical
devices. They are subject to a variety of laws and regulations regarding
the patenting, testing and ensuring safety and efficacy and marketing of
drugs.
HISTORY
The earliest drugstores date back to the middle Ages. The first
known drugstore was opened by Arabian pharmacists in Baghdad in
754, and many more soon began operating throughout the medieval
Islamic world and eventually medieval Europe. By the 19th century,
many of the drugstores in Europe and North America had eventually
developed into larger pharmaceutical companies.
Most of today's major pharmaceutical companies were founded
in the late 19th and early 20th centuries. Key discoveries of the 1920s
and 1930s, such as insulin and penicillin, became mass-manufactured
and distributed. Switzerland, Germany and Italy had particularly strong
industries, with the UK, US, Belgium and the Netherlands following suit.
Legislation was enacted to test and approve drugs and to require
appropriate labeling. Prescription and non-prescription drugs became
legally distinguished from one another as the pharmaceutical industry
matured. The industry got underway in earnest from the 1950s, due to
the development of systematic scientific approaches, understanding of
human biology
(including
DNA) and
sophisticated manufacturing
techniques.
Page 3
Numerous new drugs were developed during the 1950s and massproduced and marketed through the 1960s. These included the first oral
contraceptive, "The Pill", Cortisone, blood-pressure drugs and other
heart medications. MAO Inhibitors, chlorpromazine (Thorazine), Haldol
(Haloperidol) and the tranquilizers ushered in the age of psychiatric
medication.
Page 4
The
pharmaceutical
formulations,
chemicals,
tablets,
capsules, orals and injectables. There are approximately 250 large units
and about 8000 Small Scale Units, which form the core of the
pharmaceutical industry in India (including 5 Central Public Sector
Units).
CURRENT SCENARIO
Page 5
Page 6
GENERICS
India tops the world in exporting generic medicines worth US$
11 billion. The Indian generic drug market is to grow at a CAGR of
around 17 per cent between 2010-11 and 2012-13.
Over the next few years, it is expected that the patent laws will
provide impetus to the launch of patent-protected products. Such
products have the potential to capture up to a 10% share of the market
by 2015, implying the market size of US $2bn.
Page 7
DEMAND
The demand for pharmaceutical products in India is significant
and is driven by many factors like low drug penetration, rising middleclass & disposable income, increased government & private spending on
healthcare infrastructure, increasing medical insurance penetration,
changing demographic pattern and rise in chronic lifestyle-related
diseases;
adoption
of
product
patents,
and
aggressive
market
Page 8
Sales in US $mn
Year End
Cipla
6,368.06
March 2011
Ranbaxy Lab
5,687.33
December 2010
Dr Reddy's Labs
5,285.80
March 2011
Sun Pharma
1,985.78
March 2011
Lupin Ltd
4,527.12
March 2011
Aurobindo Pharma
4,229.99
March 2011
Piramal Health
1,619.74
March 2011
Cadila Health
2,213.70
March 2011
Matrix Labs
1,894.30
March 2010
Wockhardt
651.72
December 2011
Page 9
Chapter 2
COMPANY PROFILE
CHAPTER - 2
Page 10
COMPANY PROFILE
NAME: Kemwell Biopharma Pvt. Ltd.
CORPORATE HEADQAUTER:
Kemwell
is
100%
customers-oriented
company
with
deep
Page 11
and
social
conveniences
by
innovation,
quality,
cost
MISSION:
"To be a leading global partner to pharmaceutical and
biotechnology industries offering services ranging from formulation
development to cGMP compliment commercial manufacturers"
Headquartered in Bangalore, India, kemwell operates
manufacturing facilities in India & Sweden and employs over 1000
people worldwide. Kemwell is a 100% family owned company, with a
focus on long-term goals.
QUALITY POLICY:
Kemwell meets current good manufacturing practices-(cGMP) as
per international quality guidelines and continues to investing people,
process equipment to ensure that kemwell remains a quality leader in
every aspect of our business. Our quality system is 'Foundation of our
operations and trough comprehensive SOPs, rigorous training and a
range of process controls; we ensure that all products meet the highest
quality standards.
of
the
entire
manufacturing
and
control
process.
The
Page 14
QUALITY ASSURANCE:
The experienced quality assurance staff can provide quality
assurance support
and
internal
and
external
studies
to
assure
compliance with GLP and/or GMP, as appropriate. They can also provide
assistance in establishing new compliance programs. In 2008, Kemwell
set up a new R&D facility in Bangalore in partnership with world's
leading pharmaceutical company, GlaxoSmithKline (GSK) .This R&D
center has been set up cater to GSK's global healthcare development
projects.
D) PRODUCT/SERVICE PROFILE
CLINICAL SUPPLIES:
Page 15
LIQUIDS:
Kemwell has been manufacturing liquids for the Indian market since
1985 and is one of Indias largest liquid manufacturers.
Manufacturing services
Solutions
Syrups
Pilot scale, clinical (CTM) scale, and commercial manufacturing.
ORAL SOLIDS:
Page 16
Kemwells oral solids facilities in India and Sweden are fully cGPM
commercial
manufacturing facilities, meeting USFDA AND EMEA
requirement.
Manufacturing services:
Tablets (immediate release, controlled release)
Capsules (immediate release, controlled release)
Orally Disintegrating tablets (ODT)
Sachets and stick packs
Bulk packing
SEMI SOLIDS:
The semi-solid capabilities at kemwell, like the oral solids capability, are
available at both the Bangalore, India.
Manufacturing services:
Ointments
Creams, Gels etc.,
Page 17
STERILE PRODUCT:
PACKAGING SERVICE:
Page 18
SERVICE PROFILE:
KEMWELL SERVICES
- Pre formulation
- Formulation Development
- Analytical development
Drug discovery Drug development and
Commercial manufacturing
- Clinical trial manufacturing
- Scale-up
- Commercial manufacturing
& packing
Sales
&
distribution
R&D SERVICES:
The company has now entered into an exciting and innovation
new phase of R&D services. They are investing to expand their services
to support projects from drug formulation to finished products. They are
trying to built well equipped labs and infrastructure for formulation and
analytical
and
development,
including
stability
studies,
method
QC SUPPORT:
Page 19
VALUES:
Built
on
integrity,
respect
and
responsibility
kemwell
commits to:
Manufacturing and developing high-quality products in a
cGMP-conforming
plant
meeting
application
regulatory
requirements.
Assuring security of supply by effective supply chain
management.
Providing superior customer service and support.
Performing services in a transparent, efficient and costeffective manner.
Hiring, training and retaining the most capable talent in the
industry to provide our customers with the highest level of
expertise
possible
and
long-term
continuity
of
our
personnel.
Being highly flexible in all our services to serve our
customers, needs to the fullest extent.
Maintaining integrity and honesty in dealings with each
other and with clients, suppliers, government officials and
others.
Continuously
innovation
customers,
manufacturing
to
provide
and
solutions
development
to
our
problems
MANUFACTURING SERVICES:
Page 20
CUSTOMER SERVICES:
Customer service excellence in our supply network
Kemwell has evolved into a highly flexible and adaptable
organization. Our customers range from emerging biotechnology to
established international pharmaceutical companies. Kemwell maintains
its
commitment
to
continuous
development
of
productivity
and
customer service
End-to-end
solutions,
including
client
specific
development services
100% commitment to pure play contract manufacturing. No
confidentiality.
Emphasis on understanding clients needs.
Flexibility and transparency in business transaction.
client
specific
investment
in
Page 21
efficient operations
Kemwells business success and growth depends on success
and growth of the clients.
E) AREA OF OPERATION
Kemwell operate in internationally. It has clients not only within
India but also across the globe. Supply products to over 80 countries
worldwide.
India Development and manufacturing services
Sweden analytical and manufacturing services
USA marketing and sales
F) OWNERSHIP PATTERN
A family business is two or more members within the
management team are drawn from the owning family. Family businesses
can have owners who are not family members. Family businesses may
also be managed by individuals who are not members of the family.
However, family members are often involved in the operations of their
family business in some capacity and, in smaller companies, usually one
or more family members are the senior officers and managers.
Headquartered in Bangalore, India, kemwell operates
manufacturing facilities in India & Sweden and employs over 1000
people worldwide. Kemwell is a 100% family owned company.
Page 22
G) COMPETITORS INFORMATION
The toughest competition for the company mainly is from the global
giants like
Wintech pharmaceuticals
SUN pharma
Himalaya
H) INFRASTRUCTURAL FACILITIES
Kemwell has built world-class infrastructure in project
management, manufacturing, quality control, quality assurance, R&D
labs and training facilities. As the plant located outskirts of Bangalore
the company provided transportation facility to its employees at free of
cost.
Kemwell Biopharma Pvt. Ltd. is situated at Tumkur Road the
company is providing the following infrastructural facilities.
1) Water- Kemwell facility for drinking as well as for processing the
water. The water which is used in the processing is also further be
Page 23
reused in gardening and by this it acts as the role model in the area of
environmental friendliness.
2) HRDC: the company also organize a number of training programs in
team building, organizational development, productivity techniques and
different languages etc.,
3) Canteen: the canteen in kemwell provides hygiene food with great
taste which is same as that homemade.
4) Latrine and Urinals: kemwell is providing closed door latrines and
urinals of prescribed types separately for male and female employees.
5) Other facilities: kemwell is also providing much more other
facilities to employees medical, transportation etc.,
Page 24
Page 25
QC (will do sampling)
Page 26
Page 27
all three geographic areas with a larger team and more marketing
through print advertisements and participation in various exhibitions. It
is also evaluating various acquisition opportunities in both India and in
the overseas market to add to its services in both pharmaceutical
development and commercial manufacturing, which will be funded
internally with some component of debt.
Chapter 3
MCKENSEYS 7S
FRAME WORK
Page 28
CHAPTER - 3
MCKENSEYS 7S MODEL
The 7-S model is better known as McKinsey 7-S. This is because the two persons
who developed this model were Tom peters and Robert Waterman, have been consultants
at McKinsey and company at that time. They published their 7-S model in their article
Structure Is Not Organization (1980) and in the books The Art of Japanese
Management (1981) and In Search of Excellence (1982). Those seven elements are
distinguished in so called hard Ss and Soft Ss. The hard elements (green circles) are
Page 29
feasible and easy to identify. They can be found in strategy, statements, corporate plans,
organizational charts and other documents.
The four Soft Ss however are hardly feasible. They are difficult to describe since
capabilities, values and elements of corporate culture are continuously developing and
changing. They are highly determined by the people at work in organization. Therefore it
is much more difficult to plan or influence the characteristics of soft elements. Although
the Soft factors are below the surface, they can have great Impact of the hard structures,
strategies and system of the organization.
The 7-S m framework of McKinsey is a Value Based Management (VBM) model
that describes how one can holistically and effectively organize a company. Together these
factors determine the way in which a corporate operates
Hard Elements
Soft Elements
Strategy
Shared Values
Structure
Skills
Systems
Style
Staff
STRATEGY
Strategy is the plan of action an organization prepares in response to, or
anticipation of, changes in its external environment. Strategy is differentiated by tactics or
operational actions by its nature of being premeditated, well thought through and often
practically rehearsed.
Page 30
The main strategy used by kemwell is not going for own brand products.
Associated with world top pharmaceutical companies as customers.
STRUCTURE
Business needs to be organized in a specific form of shape that is generally referred
to as organizational structure. Organizations are structured in a variety of ways, dependent
on their objectives and culture. The structure of the company often dictates the way it
operates and performs. Traditionally, the business have been structured in a hierarchical
way with several divisions and developments, each responsible for a specific task such as
human resource management, production and marketing.
Managing director
Finance director
VP
GM
AGM
Manager
Asst.
Manager
Senior
executive
VP
CFO
GM
AGM
Manager
Head HR
GM
GM
AGM AGM
Manager
Manager
Asst.
Manager
Asst.
Manager
Asst.
Manager
Senior
executive
Senior
executive
Senior
executive
Page 31
Executive
Junior
Executive
Executive
Executive
Junior Executive
Junior
Executive
Executive
Junior
Executive
SYSTEM
Every organization has some system or internal process to support and implement
the strategy and run day-to-day operations. These processes are normally strictly followed
and are designed to achieve maximum effectiveness.
Kemwell follows a particular process for recruitment which is very small but
effective in order to meet its strategy. Even though process is very small recruitment has
been effective.
SKILL
In this framework, skills refers to the distinct capabilities of dominating attributes
that distinguish a firm from its competitors.
Friendly, knowledgeable staff: although many firms claim to have a competitive
advantage with their staff, high quality knowledgeable employees are especially important
in recruiting employees for organization.
SKILL MATRIX
Skill
Managerial skill
Employment
Administrative
skill
Technical skill
Labor skill
Page 32
Managing
Director
COO(chief
operating officer)
Yes
Yes
No
No
Yes
Yes
No
No
HR. Manager
No
Yes
Yes
No
Employees
No
No
Yes
Yes
STYLE
Kemwell biophama follows participative type of leadership, where team manager
and team leader are very supportive.
All organizations have their own distinct culture and management style. It includes
the dominant values, beliefs and norms which develops over time and become relatively
enduring features of the organizational life. It also entails the way managers interact with
the employees and the way they spend their time.
STAFF
Organization exist because of its the people, who make the real life difference to
the success of the organization in the increasingly knowledge-based society. The
importance of selection of efficient human resource for the organization has thus got the
central position in the strategy of the organization, away from the traditional model of
capital and land. It is also important for the organization to instill confidence among the
employees about their future in the organization and future career growth as an incentive
for hard work.
More than 650 employees are working in this branch at different shifts. All
employees in Kemwell biopharm are very hard working, committed to their work and
helping in nature. Thus, there is good and healthy working climate. Employees not only
Page 33
sincerely complete the responsibility given to them but also assume responsibilities in their
work.
SHARED VALUES
All members of the organization share some common fundamental ideas or
guiding concept around which the business is built. This may be to make money or to
achieve excellence in a particular field. These values and common goals keeps employees
working towards a common destination as a coherent team and are important to keep the
team spirit alive.
Kemwell follow the RITE values to achieve their mission.
R- Responsibility towards the community and environment.
I- Integrity in all aspects.
T- Transparency and Trust.
E- Excellence in everything we do.
Page 34
Chapter 4
SWOT ANALYSIS
Page 35
CHAPTER 4
SWOT ANALYSIS
STRENGTHS
manufacturing services
Leader in contract manufacturing in India
customized ERP system
seamless integration with customer systems
pharmaceutical
development
and
Page 36
creams in India
Accreditation with GMP (good manufacturing process) standards
Includes WHO manufactures of top 5 brands out of 10 in India
WEAKNESS
others
The problem in patenting the products
The global growth of diseases
The increase in opportunities in contract manufacturing of
pharmaceutical products
The expansion of market leading to global market.
OPPORTUNITIES
pharmaceutical product.
The expansion of market leading to global market.
THREAT
Page 37
Chapter 5
LEARNING
EXPERIENCE
Page 38
CHAPTER - 5
LEARNING EXPERIENCE
Human resource management is a diverse subject and to learn
the basics of human resource one need to be consistent with his efforts.
Through this project have learnt basis of H.R activities such as employee
expectations, interviewing skills, selection and recruitment, payroll, file
maintenance,
comp-off
and
exit
interview.
Human
resource
Page 39
Part b
Page 40
General
introduction
Page 41
GENERAL INTRODUCTION
THEORETICAL BACKGROUND OF THE STUDY
Recruitment and selection is one of the most important
management functions. The whole process represents a significant
investment in both financial and other resources. Recruitment and
selection are two of the most important functions of personnel
management. Recruitment procedure selection and helps in selecting a
right candidate.
Recruitment means to estimate the available vacancies and to
make suitable arrangements for their selection and appointment.
Recruitment is understood as the process of searching for and obtaining
applicants for jobs, from among whom the right people can be selected.
A formal definition states It is the process of finding and attracting
capable applicants for the employment. The process begins when new
recruits are sought and when their applicants are submitted. The result
is the pool of applicants from which new employees are selected. In
this, the available vacancies are giving wide publicity and suitable
candidates are encouraged to submit applications so as to have a pool
of eligible candidates for scientific selection.
In recruitment, information is collected from interested
candidates. For this different source such as newspaper advertisement,
employment exchanges, internal promotion, etc. are used. In the
recruitment, a pool of eligible and interested candidates is created for
selection of most suitable candidates. Recruitment represents the first
contact that a company makes with potential employees.
Page 42
Page 43
Page 44
number
that
will
need
to
bescreenedout.
DEFINITIONS
RECRUITMENT
"It is the process of stimulation prospective employees to apply for a
particular job
OR
"Recruitment is defined as a process to discover the sources of
manpower to meet the requirement of the staffing schedule and to
employ effective measures fir meet the requirement of the staffing
schedule and to employ to employ effective measures for attracting the
Page 45
SELECTION
"It is the process of choosing the right person for the right job at the
right
time form
as
per
formally
approved
Page 46
RECRUITMENT
AND
SELECTION
PROCESS
FLOW
CHART
OF
KEMWELL
Man power budget from
functional head
Approval from the COO
HR collects the
requirements
Recruitment Initiation
Internal
sources
External
Interview
Salary composition
Checking reference
Medical examination
If rejected
Page 47
An Overview
Importance of Human Resource Management
1. Attract highly qualified and competent people.
2. Ensure thats the selected candidate stays longer with the company.
3. Make sure that there is match between cost and benefit.
4. Helps the organization to create more culturally diverse workforce
Whereas, the poor quality of selection means extra cost on
training and supervision. Further ion more, when recruitment fails to
meet organizational needs for talent, a typically response is to raise
entry level pay scales. This can distort traditional wages and salary
relationship in organization, resulting in unavoidable consequences.
Thus the effectiveness of the recruitment process can play a major role
in determining the resources that must be expended on other HR
activates and their ultimate success.
Manpower planning
Manpower planning means different things to different
organization.
To
some
company's
manpower
planning
means
number of people and the right kind of people at the right places, at the
time doing things for which they are economically most useful'.
Page 49
The COO shall have the final authority to approve the changes in
head count. All the functions shall prepare their organization chart basis
the approved manpower. The COO of KEMWELL shall approve the
organization structure.
However in case of changes in business expansion, restructuring
or any other development of this nature, the respective functional head
shall propose the amendment to the organization structure for COO's
approval.
Manpower planning by functional heads: The various functional
head finalize the man power requirements annually for various
departments and forward it to the COO for approval, after which it
reaches the HR department. This exercise is carried out annually on
March 31st every year.
Recruitment initiation
Once an employee has resigned the company, the HR will
intimate the HOD of the same department to replace the position if
required. HOD will raise a manpower requisition form.
Resume collection
Resumes are collected by the HR Department from various
sources.
Page 50
INTERNAL
EXTERNAL
Employee referral
Database
Consultants
Campus Recruitment
Mode of recruitment:
Employee referrals
The exiting employees are given an option to refer their friends
or relative and the referred candidates are selected, employees will be
rewarded suitably as per employee referral policy. It is done by
interactive detailed as it was publish internally in the company web
page which is accessed by employees, they can refer friends but not
family members according to manpower requirement rise.
Data base
A data base covering old employees and other unsolicited
applications and are used for future purposes when the need arises.
Consultants
When vacancies cannot be filled internally, consultants are hired and an
agreement is drafted and position is filled.
Page 51
Appointments of consultants
Normally the consultants approach the HR department or
employee
to
explore
the
opportunity
for
partnering
with
the
Campus recruitment
In certain situations campus recruitment is one of the potential
sources of recruitment. HR will initiate campus recruitment.
Screening of applications:
Once the resumes are collected from above sources, HR
department
will
initiate
screening
of
the
resumes,
then
the
departmental heads will short list the resumes which will inter be sent
back to the HR department in order to call candidates for interview.
Selection of candidates:
Page 52
LEVELS
INTERVIEWED BY APPROVING
AUTHORITY
Short-listing Applicants
Short-listing applications against criteria:
Immediately after the closing date, all original applications
received, together with a Summary Information Sheet, will be sent by
Human Resources to the Chair of the Recruitment Panel, who should
forward copies of the applications to the concerned HOD of the
department and arrange for short-listing to take place.
By checking required essentials of positions the concerned H
departments HOD's
Page 53
The HOD and HR should short-list the applications against the criteria
included on the candidate Short-listing Form. It is the HR responsibility
to ensure that the views of all department members are collected and
considered in order to ensure that the short-listed candidates are agreed
by the Panel.
The Chair of the Recruitment Panel is responsible for ensuring that any
disabled candidates who meet the essential criteria are included as part
of the short-list. Human Resources can provide advice in this regard.
Applications should be treated as confidential and kept securely so that
they are available, should there be any enquiries, during the process or
afterwards.
TYPE OF INTERVIEW
There are two types of interview are employed depending upon the
recruitment:
Personal interview:
This is a type of face to face interview conducted by the departmental
heads as well as HR department. The travelling expenses of outstation
candidates will be reimbursed by the company as per the rules in
Page 54
existence... The 2nd class sleeper or bus fare will be reimbursed. As fare
will be reimbursed in special cases with the approval of COO
Interview is conducted on the lines of interview assessment sheet, After
holding the interview, if the candidate is short listed, then salary
comparison with existing employees is carried out as per as company
budget.
And decision will be taken whether to make the offer or not.
RECORDS CHECKING
"Candidates are informed when to expect to be advised of the outcome.
Human Resources can provide specific advice, guidance, training and
skills development
Page 55
MAKING AN OFFER
A decision to make an offer may be made at this stage.
If there are several suitable candidates, it may be appropriate to hold
rather than reject these until the outcome of the offer to the most
suitable candidate is known.
Page 56
CHECKING REFERENCES
This step involves checking of references mentioned in the
resume and establishing the validity of the same.
OFFER LETTER
After approval of COO and salary comparison, the offer latter
with all terms and conditions of employment will be drafted and handed
to the selected candidates after obtaining the signatures.
DELEGATION
OF
AUTHORITY
FOR
SIGNING
ON
APPONITMENT LETTERS
The delegation of authority for signing an offer and appointment
letter is mentioned below
LEVEL
SIGNING AUTHORITY
Head-Human Resource
Top Management
MEDICAL EXAMINATION
Appointment of all employees will also be subject to be certified
medically fit by a company designated doctor.
Page 57
The new recruit shall get him/her medically examined and submits
the report on the date of joining.
The following tests are mandatory as part of the medical examination:
(Medical insurance requirements)
It
shall
be
the
responsibility
of
the
recruitment
executive
to
POWER TO AMEND
Page 58
RESEARCH
DESIGN
Page 59
STATEMENT OF PROBLEM
For all companies there is a need to recruit or replace staff
members with the right individuals is essential. Thus the recruitment
becomes an ongoing process. It is necessary to reduce the recruitment
cycle time of the companies to save the cost and time involved in the
entire recruitment process. Therefore this research aims to study end to
end recruitment in all details and suggest ways of reducing the time and
cost involved in the recruitment process.
organization.
To evaluate selection process of the organization.
To study the satisfaction level of employees regarding the
recruitment and selection process used by the organization
efficiency
of
recruitment
process.
Providing
recruited
Page 60
LITERATURE
REVIEW
global,
the
data
was
collected
through
well
structured
Bibliography
Neeraj kumari (2012): A study of the recruitment and selection process
SMC global industrial engineering letter ISSN 2224-6096 Pp 34-38
discussions
about
skills,
education,
training
and
their
Page 61
Bibliography
Ewart Keep and Susan James (February 2010): Recruitment and
Selection SKOPE Research Paper No. 88 ISSN 1466-1535 Pp-710.
deciding
how
much
money
will
be
spent).
These
same
Bibliography
Robert D. Gatewood, Hubert S. Feild, Murray R. Barrick: Human
Resource Selection Pp-307-315
RESEARCH METHODOLOGY
Research methodology explains the various steps that are
generally adopted by the researcher in studying the research problem
along with logic behind them.
RESEARCH DESIGN
The study adopts Descriptive research design. Descriptive design
is one which givens a snapshot of the prevailing environment. It is used
to provide a summary of some aspects of the environment when certain
aspects of the problem are speculative in nature.
SOURCES OF DATA
QUESTIONNAIRE DESIGN
Proper care has been taken to ensure that the information needs
match the objectives. The basic cardinal rules of Questionnaire design
Page 63
like
using
simple
and
clear
words,
the
logical
and
sequential
SECONDARY DATA:
The secondary data was collected from the company records,
various magazines, journals, and various web sites.
DATA SOURCE:
The data was collected through both primary and secondary data
sources.
Page 64
1.
Percentage analysis
2.
Cross Tabulation
PERCENTAGE ANALYSIS
The data collected through the survey process was tabulated. A
percentage analysis was done, which helps to develop frequency
distribution for the different factors considered in the study. The
percentage analysis gives the number of people who have rated the
factor in a certain way
The analysis gives the extent to which a particular factor has been
achieved (or) rated by each employee.
Sampling plan
It is a procedure of using a small number of units of a given
population as a basis for drawing conclusion about the whole
population. A sample is a subject or some part of a population. The
purpose of sampling is to estimate some characteristics of the
population.
Sampling unit
Page 65
Sampling size
The sampling size consisted of employees of Kemwell. The
sample of 100 employees has been drawn working is different
departments of Kemwell Biopharma Pvt. Ltd.
Sampling method
The two major methods are probability and non-probability
sampling techniques. The study requires probability method therefore
the sample was chosen at random. Hence this study was done with
simple random tool which is one of the most popular methods of
sampling.
Page 66
DATA ANALYSIS
AND
INTERPRETATION
TABLE 2.1
Does HR provide adequate information about vacant position in
organization for internal reference?
Percenta
Parameters
No of respondents
Yes
85
ge
85%
No
15
15%
TOTAL
100
100
Page 67
GRAPH 2.1
Does HR provide adequate information about vacant position in
organization for internal reference?
Analysis:
From the
above table it is
found that 85%
of
agree
that
the
human
resource
department
provide
respondent
adequate
Interpretation:
TABLE 2.2:
What is the maximum time for the vacant position to be closed?
Parameters
7 days
15 days
1 month
Within 3
month
TOTAL
No of
respondents
10
45
38
Percentage
10%
45%
38%
7%
100
100%
Page 68
GRAPH 2.2
What is the maximum time for the vacant position to be closed?
Analysis:
From the above table it is found that 45% of the respondents agree that
within 15 days the recruitment for the position in the organization will
takes place.
Interpretation:
The above graph shows that the organization recruits the candidates for
the vacant position within 15 days to 1 month. The organization
conducts recruitment process twice in a week that shows the
importance given by the management towards recruitment and
selection process.
TABLE 2.3:
How frequent it is updated and adhered to?
Paramet
No of
Percent
Page 69
ers
Daily
7 days
15 days
Monthly
TOTAL
respondents
0
35
60
5
100
age
0%
35%
60%
5%
100%
Analysis:
From the above table found that 60% of respondents agrees that for
every 15 days once the internal updates regarding vacant position will
take place in the organization.
Interpretation:
From the above graph it is analyzed that the organization will provide
adequate information regarding vacant position to the employees who
are presently working for the organization. This shows that management
gives more importance to internal recruitment.
Page 70
TABLE 2.4:
Which source of recruitment is used in the organization?
Parameters
No of
Percentage
Internal source
external source
depends on situation and
respondents
36
30
34
36%
30%
34%
position
TOTAL
100
100%
GRAPH 2.4
Which source of recruitment is used in the organization?
Analysis:
Page 71
From the above table it is found that 36% of respondents found that
internal source of recruitment will be preferred in the organization for
the vacant position and 34% depends on situation and position.
Interpretation:
The study reveals that the organizations always give first importance to
internal recruitment. Where the organization always prefer to recruit the
candidates who are referred by the present employees.
TABLE 2.5:
The most important quality the organization looks for in a candidate:
Parameters
No of
Percentage
Knowledge
work experience
Teamwork
Discipline
All
TOTAL
respondents
8
23
17
5
47
100
8%
23%
17%
5%
47%
100%
GRAPH 2.5
The most important quality the organization looks for in a candidate:
Page 72
Ana
lysis:
As per the response from the employees, 47% employees believe that
the organization look all the qualities in candidates while doing
recruitment and selection.
Interpretation:
The above graph shows that maximum number of respondents agree
that the organization possess all the qualities like knowledge, work
experience, team work and discipline.
TABLE 2.6:
Since how many years have you been working with this organization?
Parameters
No of
Percentage
0-3
3-6
6-10
more than 10 years
TOTAL
respondents
60
26
6
8
100
60%
26%
6%
8%
100
Page 73
GRAPH 2.6
Since how many years have you been working with this organization?
Analysis:
From the above table it is found that 60% of respondents are working in
the organization between zero to three years.
Interpretation:
As per as the response given by the employees, we can analyze that the
employee are working from past three years. Maximum employees are
Page 74
experienced employees who are working from past 3 years for the
organization.
TABLE 2.7
Is the organization doing timeliness recruitment and selection process?
Parameters
No of
Percentage
Yes
No
TOTAL
respondents
68
32
100
68%
32%
100%
GRAPH 2.7
Is the organization doing timeliness recruitment and selection process?
Analysis:
In the above table it is analyzed that 68% of respondents agree that the
organization performs regular recruitment and selection process for the
candidates in the organization.
Page 75
Interpretation:
From the above graph it is analyzed that the organization regularly
conducts
recruitment
and
selection
process.
This
shows
that
TABLE 2.8:
Do you think criteria for short listing of candidates used by the
organization in satisfaction?
Parameters
No of respondents
Yes
79
No
21
TOTAL
100
Source primary data (2013)
Percentage
79%
21%
100%
GRAPH 2.8
Do you think criteria for short listing of candidates used by the
organization in satisfaction?
Page 76
Analysis:
From above table it is analyzed that 79% of respondents are satisfied
the criteria used by the organization for short listing the candidates.
Interpretation:
In the above graph it is analyzed that the maximum respondents agree
that the organization follow the good criteria for short listing the
candidates in order to make effective recruitment and selection process.
TABLE 2.9:
Does the HR team act as a consultant to enhance the quality of the
applicant pre-screening process?
Parameters
Yes
No
TOTAL
No of respondents
81
19
100
Percentage
81%
19%
100%
Page 77
GRAPH 2.9
Does the HR team act as a consultant to enhance the quality of the
applicant pre-screening process?
Analysis:
As per the response from the employees, 81% of respondents agree that
the human resource team work as a consultant to enhance the quality
of application prescreening process.
Interpretation:
From the above graph it is analyzed that human resource team act as
consultant in order to make cost effective recruitment and selection,
even organization give importance to cost and performs recruitment
and selection process with cost advantage.
TABLE 2.10:
Does the HR department is efficient in selection policy of the
employees?
Parameters
No of respondents
Percentage
Page 78
Yes
No
TOTAL
72
28
100
72%
28%
100%
GRAPH 2.10
Does the HR department is efficient in selection policy of the
employees?
Page 79
Analysis:
From the above table it is found that 72% of respondents agree that
human resource department if efficient in selection policy of the
employees.
Interpretation:
From the above graph it is analyzed that the human resource
department is very much efficient in selection policy and procedure.
Proper policies and procedures are formed by the management for
recruitment and selection process.
TABLE 2.11
Does the job responsibilities and job description are clearly defined to
the candidates appearing for selection process?
Parameters
Yes
No
TOTAL
No of respondents
64
36
100
Percentage
64%
36%
100
GRAPH 2.11
Page 80
Does the job responsibilities and job description are clearly defined to
the candidates appearing for selection process?
Analysis:
From the above table it is found that 64% of respondents agree that the
job responsibilities and job description are clearly defined to candidates
appearing for selection process.
Interpretation:
The above graph identifies that the human resource department clearly
describe job responsibilities and job description for the candidates
during selection process.
TABLE 2.12
Selection process of candidates done in the company:
Parameters
No of
Percentage
By Reservation
Through Influence
On the basis of
respondents
0
5
54
0%
5%
54%
Page 81
Qualification
on basis of Experience
TOTAL
41
100
41%
100%
GRAPH 2.12
Selection process of candidates done in the company
Analysis:
From the above table it is found that 54% respondents agree that
selection of candidates is done on the basis of qualification and 41% on
the basis of experience.
Interpretation:
From the above graph it is analyzed that the organization select the
employees on the basis of qualification and experience.
TABLE 2.13
Rate of effectiveness of the interviewing process and other selection
instruments, such as telephonic interview:
Page 82
Parameters
No of
Percentage
Poor
adequate
Excellent
TOTAL
respondents
8
70
22
100
8%
70%
22%
100%
GRAPH 2.13
Rate of effectiveness of the interviewing process and other selection
instruments, such as telephonic interview:
Analysis:
Page 83
In the above table it is analyzed that 70% of respondents agree that the
organization have effective interviewing process and other selection
instruments.
Interpretation:
From the above graph it is analyzed that the instruments used for
selection process such as face to face interviewing and telephonic
interviewing is more effective.
TABLE 2.14:
How would you rate the HR department's performance in recruitment
and selection?
Parameters
Poor
Adequate
Excellent
TOTAL
No of respondents
15
70
15
100
Percentage
15%
70%
15%
100%
GRAPH 2.14:
Page 84
Analysis:
From the above table it is analyzed that 70% of respondents agree that
the human resource department is good in recruitment and selection.
Interpretation:
From the above graph it is analyzed that the organization having good
human resource department. This shows that the HR department
activity is adequate in recruitment and selection.
TABLE 2.15:
Does organization prefers referred candidates?
Parameters
Yes
No
TOTAL
No of respondents
92
8
100
Percentage
92%
8%
100%
GRAPH 2.15:
Page 85
Analysis:
From the above table it is found that 92% of respondents agree that the
organization prefers referred candidates for the vacant position.
Interpretation:
From the above graph it is analyzed that the organization always prefer
the candidates which is been referred by the present employees
working in the organization.
TABLE 2.16
After selection what kind of training did you face for the placement?
Parameters
Induction Training
Job training
Both
TOTAL
No of respondents
11
8
81
100
Percentage
11%
8%
81%
100%
Page 86
GRAPH 2.16
After selection what kind of training did you face for the placement?
Analysis:
From the above table it is found that 81% of respondents agree that
they have undergone both induction training and job training after
selection.
Interpretation:
From the above graph it is analyzed that the human resource
Page 87
TABLE 2.17
Are you satisfied with your Salary?
Parameters
no of respondents
Yes
68
No
32
TOTAL
100
Source primary data (2013)
Percentage
68%
32%
100%
GRAPH 2.17:
Are you satisfied with your Salary?
Analysis:
From the above table it is found that 68% of respondents are satisfied
with the salary given by the organization.
Interpretation:
Page 88
TABLE 2.18
Does organization have clear stated recruitment and selection policy?
Parameters
Yes
No
To some extent
TOTAL
No of respondents
76
5
19
100
Percentage
76%
5%
19%
100%
GRAPH 2.18
Does organization have clear stated recruitment and selection policy?
Page 89
Analysis:
By the above table it is found that 76% of respondent agree that
the organization have clearly stated recruitment and selection policy.
Interpretation:
As per as above graph it shows that the human resource
department follows clearly stated recruitment and selection policy in the
organization. The HRD give complete information about the vacant
position to all the employees.
Page 90
FINDINGS
Page 91
FINDINGS
Most of the respondents agree that HR department provide all the information
and position.
From the study it is found that organization look forward all the qualities like
term.
Frequently recruitment and selection process is taking place in the organization.
Page 92
selection of candidates.
Majority of employees feels that human resource department perform adequate in
after placement.
Majority of the employees are attracted of better salary elsewhere is found that the
most effective reason for employee attrition.
Page 93
SUGGESTIONS
Page 94
SUGGESTIONS
The presently company is conducting recruitment twice in the week, if it is
conducted twice in a month that the organization can recruit more effective
candidates.
The company can provide proper motivation the employees to retain them in the
organization for long period of time that increases the retention rate.
Morale of the organization can be high and organization can shape employee career
goal for future prospects.
It would be better if the company concentrate on the employee compensation
facilities, that provides motivation to the employees and they work effectively for
organization.
The policies of the organization can be clearly articulated to the staff for better
work performance and it can be friendly to adopt.
The organization can conduct performance appraisal technique in order to identify
the best performers and the performers should be awarded and rewarded to improve
the attrition rate.
From hypothesis testing it is identified that, approximately 24% of the employees
have stated that they are either not aware of HR policies or aware of HR policies
only to very less extent. Company has to improve in this area because it is state it is
prove that employees are not aware that the company has a clear statement of
recruitment and selection policy.
Page 95
Conclusion
CONCLUSION
Page 96
Page 97
annexure
Page 98
QUESTIONNAIRE
PLEASE FILL THE FOLLOWING DETAILS:
1) Name of the Respondent:
2) Designation of the respondent:
3) Pay scale of the employees: a) 10,000 15,000
b) 15,000 20,000
c) 20,000 and above
4) Education status of the employees:
5) Gender: Male
\ Female
6) Questionnaires:
1. Does HR provide adequate information about vacant position in
organization for internal reference?
a) Yes
b) No
b) 7 days
c) 15 days
d) monthly
b) external source
c) depends on situation
and position
Page 99
b) work experience
c) Discipline
d) teamwork
e) other
6. Since how many years have you been working with this
organization?
a) 0-3
b) 3-6
c) 6-10
b) No
b) No
b) No
b) no
11. Does the job responsibilities and job description are clearly
defined to the candidates appearing for selection process?
a) Yes
b) No
a) By Reservation
Qualification
b) Through Influence
c) On the basis of
d) on basis of Experience
c) excellent
b) No
16. After selection what kind of training did you face for the
placement?
a) Induction Training
b) Job training
c) Apprenticeship Training
17. Are you satisfied with your Salary or do you expect more from
your
a) Yes
work?
b) No
Page 101
BIBLIOGRAPHY
BIBLIOGRAPHY
WEBSITES:
Page 102
www.kemwellpharma.com
www.kemwellbiopharma.com
www.googal.com
COMPANY SOURCES:
Company Magazine
Human Resource Manual
Kemwell internal Portal
Company Annual Report.
BOOKS:
Page 103