A

TRAINING PROJECT REPORT

TAKEN AT

‘UDAIPUR MINERAL DEVELOPMENT SYNDICATE PVT.LTD.’

(THE GOLCHA GROUP)

Submitted By: Submitted To:

KHUSHBU TRIPURI Ms. SANDHYA JOSHI

(PGDBM-II SEM) (HR Manager)
 INDEX
Page No.
CHAPTERS / TOPICS

4
Executive Summary

Chapter 1: Company Profile 5 - 11

1.1 Introduction
1.2 History
1.3 Group Companies
1.4 Organization structure
1.5 Awards & Honours

12 - 18
Chapter 2: Human Resources

2.1 An Evolution
2.2 A Process
2.3 Functional areas
2.4 HRD System
2.5 HR Services To Golcha
2.6 Staffing

19 - 24
Chapter 3: Recruitment

3.1 Introduction
3.2 Policy
3.3 Sources
3.4 Stages

25 - 27
Chapter 4: Selection

4.1 Introduction
4.2 Process
4.3 Steps

2
 28-41
Chapter 5: Recruitment & Selection

5.1 Introduction
5.2 Framework
5.3 Process
5.4 Forms

42-45
Chapter 6: Retention And Attrition
6.1 Introduction
6.2 Manpower Planning and solutions

46 - 63
Questionnaires

64
Conclusion

3
 EXECUTIVE SUMMARY

Human resources management is a growing field within Business. Indeed, the career
Prospects for graduates of human resources management programs are projected to be
Strong. The purpose of the proposed major in Human Resources Management will be
to develop individuals who are capable of assuming roles of responsibility and
leadership within the HR function of their organizations. HR is a young discipline but
gradually it is becoming the part of every company and spreading its magic in the
field of management.

The purpose of this project report is to conduct the study and practical knowledge of
HR functions, working, roles and responsibilities from the HR department of ‘Golcha
Group’ as the part of training. My area of training in the Head Office of Golcha
Group is ‘Recruitment and Selection’ and ‘Retention and Attrition’ rate in the
company’s Head Office. The project is designed to document the current practices and
procedure related to Recruitment and Selection adopted by the Company and its
effectiveness. The retention and attrition rate calculated provide the efficiency of the
recruitment sources used and the department working. The report also includes the
survey section to evaluate the overall performance of the HR department from the
various departments of the group. The proposed major is a complement to existing
majors in Finance, International Business, and Marketing.

4
 CHAPTER 1

(A) COMPANY PROFILE

1.1 INTRODUCTION

Golcha Group was established in 1880. The organization is pioneered in the Talc &
other industrial Minerals in India since 1931 and even; through diligence & dedication
today it has become a global player in the Talc industry.
Since 1930, Golcha Group is the foremost and the largest producer of Talc in India.
The Group is mining tons of Paints, Pharmaceuticals, Cosmetics, and Soaps etc.
Some of the Companies of the group is certified with the ISO 9001: 2000 certificate.
It has been awarded with several awards for Mining Safety, Environment Protection,
and Export Promotion etc.
Today, the focus on customer-tailored products has made company the market leader
in India & is mining tons of Talc every year and has estimated reserves of more than
Talc every year and meets the growing needs of user industries like Paper, Plastics, 25
millions tons from two large mines at Dausa and Bhilwara.

5
1.2 HISTORY

Seth Sohanlal Golcha, the Founding father of Golcha Group started his business
activities with handicraft and carpet products, under the brand name of S. Zoroaster
& Co. The co. was awarded a trophy by the president of India for its excellence of
craftsmanship on brasswares.
Talc industry in India has been recognized due to the pioneering efforts of Late Seth
Harish Chandra Golcha. He put the Golcha Talc on the World map and his products
got recognition as the best Talc in the World.
He discovered the first Talc mine in India at Dagota Village in Jaipur district in 1931
and later on, extended to Bhilwara district in 1941.
Further, the Mining business has been developed, modernized and diversified by Sh.
S.K. Golcha, the Managing Director of the group. He installed modern techniques to
the business, mechanized its mining process, developed overseas business &
pioneered micronising the Talc up to 2 microns, which is the finest Talc in the World.
Sh. Abhimanyu Golcha, the director of the company, is now actively involved in
activity expanding mining & industrial activities of the group, in other parts of the
country.

6
1.3 GROUP COMPANIES

i) Udaipur Mines and Mineral Syndicate (P) Ltd.

ii) Jaipur Minerals Development (P) Ltd.
iii) Golcha Mineral (P) Ltd.

These are the Talc producing Companies, which is a very versatile mineral, widely
used in various industrial applications.
Talc & other minerals processed are meeting the growing needs of various product
manufacturers within and outside the country such as Soap, Detergents, Paints, Paper,
Plastics, Rubber, and Ceramics etc. Today, Golcha group has the Who’s who of the
industrial community as its prestigious clients.

TALC CLIENTS:
 Johnson & Johnson
 Hindustan UniLever
 Godrej
 Nirma
 Ballbhpur Industries Ltd.
 J.K. Papers
 Hindustan Paper Corporations

7
  Apollo Madaus Pharmaceuticals
 Asian Paints
 Goodlas Nerolac
 Hindustan Saintaryware

Present Minerals:
 Talc / Soapstone
 Dolomite
 Limestone

Present Products:
 Talc / Soapstone for all applications
 Dolomite
 Ground Calcium Carbonate
 Activated Calcium Carbonate

New Minerals Planned In Future:

 Marble
 Granite
 Gypsum
 Bentonite
 China Clay

New Products Planned In Future:

 Precipitated Calcium Carbonate
 Processed Mica

8
iv) Golcha Cinema
Golcha Group is also actively involved in cinema industry by running several
prestigious cinema halls. One of the cinemas Prem Prakash (now The Golcha) has
earned a place in ‘Limca Book Of Records’ as being the first cinema hall ever to bring
the World Cup cricket live on screen.

v) The Urban Co-Operative Bank

The Group has been instrumental in providing latest facilities to small investors/
depositors in its co-operative bank at Jaipur. It has presently 11 branches at Jaipur and
has been acclaimed by Reserve bank Of India.

vi) Golcha Talcum & Cosmetics Pvt. Ltd.

Company established in Mumbai, manufactures well established brands of perfumed
talcum powder through its professionally managed automatic filling plants.

vii) Golcha Plastochem Pvt. Ltd.

Company established in Mumbai, producing plastic containers of various sizes.

viii) Golcha Trade Center (GTC) & Real Estate

Golchas have a largest Retail House in Jaipur- ‘GTC’.

1.4 ORGANIZATION STRUCTURE

The organization structure defines various levels, its hierarchy i.e. Business & Work
& its internal/external relationships etc that are spread over round the globe.

WORK LEVELS:
The following work levels broadly indicate the nature of accountability and
responsibility assigned to role holders at that work level.

9
L1 – Leadership Role (Level 1 to 5)
 Accountable for participating and leading strategy creation/direction,
 Responsible for overall business/team performance for the designated area.

L2 – Managerial Role (Level 6 & 7)

 Accountable for execution of business plans and achieving team/individual
targets.
 Responsible for maintenance of key company assets (customers, physical
assets, and people).

L3 – Executive Role (Level 8 & 9)

 Responsible for achieving individual/team targets.

L4 – Support Role (Level 10 & above)

 Responsible for performing assigned activities and support other work levels.

1.6 AWARDS AND HONOURS

10
 Golcha has won the “Highest Tax Player” award in Rajasthan from the Income
Tax Department continuously for two yrs in a row.
 Bhamashah award won in the year 2005 for their philanthropic activities.
 Various National Awards for Mines safety, for promoting exports and for
industrial growth of the state.
 Golcha had been nominated as member of All India Body Of Mineral
Advisory Council, Director on the Board of NALCO, and President of
Confederation of Indian Industry (CII) in Rajasthan.

CHAPTER 2

11
(B) HUMAN RESOURCES

2.1 HR AS AN EVOLUTION

Efficient and effective use of human resources is one of the most important tasks of
the organization. At the same time, the organization has to care and nurture its human
resources to attract and retain the best talent. The function of the organization to
manage its employees and to look after their needs and wants is known as Human
Resources Management (HRM).
The management of human resources plays a vital role in the healthy functioning of a
company's workforce. Through the application of measured principles, proven
motivational techniques and accurate job placement and job description strategies,
managing human resources effectively can actually result in visible profit margin
increases for enterprises across the globe.
The existence of a human resources department is vital to overall productivity and
efficiency of the strong workforce in any thriving company.

2.2 HR AS A PROCESS IN THE COMPANY

12
Objectives
 To provide a conducive environment and atmosphere across the group.

 To ensure that the competence (knowledge, skill and personal characteristics)

capacities of the employees are managed in a strategic and dynamic way to
reach its objectives.

 To recruit, select, induct and nurture talented employees.

 To use latest appraisal tools to expose hidden and apparent talents.

 To create training and learning opportunities that would help cover

performance deficiencies and develop critical competencies by creating teams.

2.3 FUNCTIONAL AREAS OF HRM IN THE COMPANY

 Human Resource/Manpower Planning:

1. To access & forecast the manpower requirements for the organization.

13
 2. To fill up the vacancies arising out of separations, transfers, expansion
etc.

 Recruitment and Selection

1. Analysis of the need to fill the vacancy, its requirements and the appropriate
labor market from which to seek applicants.
2. The development of appropriate selection criteria which incorporate Group’s
internal criteria and any requirements specific to the vacancy.

 Probation & Confirmation

The purpose of probation period is for both the subordinate and the superior to
determine their performance of the job allotted. The period may be 6/12/18/24
months from the date of joining.

 Deputation
Due to business exigencies and requirements, it is required to be posted
temporarily to Zone/ location other than primary base zone location. If such
posting is required to relocate from the base location beyond 15 days, then it is
defined as Deputation.

 Compensation & Benefits

Compensation is designed so as to provide flexibility to the employees in
structuring their benefit package.

 Separation/ Downsizing
Golcha Group believes in treating all employees separating from the company
with utmost dignity. The ways/modes are:
 Resignation
 Superannuating
 Expiry of Training/Contract
 Job Abandonment

14
  Termination

 Salary & Expense Reimbursement

 Grievance Resolution
Many disputes and conflicts can arise out of differences of understanding
whether between supervisors and employees or among peers.

Grievance Procedure
Stage I: Presentation to Immediate Supervisor/Manager
Stage II: Presentation to Departmental Head
Stage III: Presentation to Corporate-HR
Stage IV: Presentation to Board of Director

 Personal Conduct
 Joining

2.4 HRD SYSTEM

15
2.5 HR SERVICES TO GOLCHA GROUP

16
 Engineering

Finance&
Accounts

Sales &
Marketin
g

Legal
&Taxatio
n

HR
Plannin
g SERVICES

IT

Purchase

Production

R&
D

17
2.6 STAFFING

Staffing means filling positions in the organization structure. It involves identifying

work-force requirements, inventorying the people available, and recruiting, selection,
placing, promoting, appraising, planning the careers of, compensating, and training
people.
In the system approach to staffing, enterprise and organization plans become
important inputs for staffing tasks. The number and quality of managers required to
carry out crucial tasks depend on many different factors. One major step in staffing is
to determine the people available by making a management inventory.

CHAPTER 3

(C) RECRUITMENT

3.1 INTRODUCTION

18
Recruitment refers to the process of finding possible candidates for a job or function,
undertaken by recruiters. It may be undertaken by an employment agency or a
member of staff at the business or organization looking for recruits.
Recruitment is the process of attracting qualified applicants for a specific job. The
process begins when applications are brought in and ends when the same is finished.
The result is a pool of applicants, from where the appropriate candidate can be
selected.

3.2 RECRUITMENT POLICY

According to the Golcha Group, their Recruitment policy is:

“We recognize that our employees are vital to our success, and therefore it is
important for both of us, and potential employees, that we take time to recruit the best
possible.”

3.3 RECRUITMENT SOURCES

a) Internal
b) External

3.3.1 Internal Sources:

1. Present Permanent Employees
2. Present Temporary or Casual Employees
3. Retrenched or Retired Employees
4. Dependents of Deceased, Disabled, Retired and Present Employees

3.3.2 External Sources

1. Educational institutes offering campus placement services

2. People responding to advertisements
3. Visitors to the website
4. Advertisements in print media

19
 5. Traditional placement consultants
6. Agencies for the unemployed
7. Labour Contractors

3.4 RECRUITMENT STAGES

Vacancy Assessment

Initiating Recruitment

Internal Search

Database Search

External Search

Ad Release

Consultants

Short-listing the Candidates

Interview Preliminaries/ Trial test

Interviews

Panel Composition

Interview Call
20
 Vacancy Assessment
A position is said to be vacant if it already sanctioned and is not being manned. It may
have arisen because the incumbent (Current, Present) has left the company or been
posted in another job. It might have been created new by due process of sanction.
New positions are created to manage new and emergent jobs mentioned in the annual
manpower plan. Recruitment is initiated only for a sanctioned position, which is
vacant.

Initiating Recruitment
Recruitment is always initiated by Departmental Head for all positions. The initiator
shall send the manpower requisition form to HRD and discuss with HR Head on
possible sources. The Requisite department has to fill the vacancy form for their
requisition. Any difference in job specifications compared to that in database would
also be discussed. HRD and the Department Head would agree on methods and end
dates for recruitment depending on the urgency.

Internal Search
On receiving the requirement HRD would assess availability of internal candidates
either on its own or on the advice of the Department.

Database Search
HRD would also simultaneously search the candidates’ database for a possible match.
If found the details may be given to the department.

External Search

21
HRD would discuss with the department the different options such as advertisements
or consultants etc.

Ad Release
HRD shall arrange to get the advertisement designed, composed and checked for
release. Keeping the department informed, HRD would release the ad for publication
in journals decided upon. While releasing ads HRD may include similar positions
even if vacancies do not exist but are foreseen. Advertisements would include items
such as job specifications, candidate specifications, company information, contact
information etc. Advertisements would be designed by a creative agency and HRD
coordinate with them ensuring completeness and correctness of the ad including
correct representation of corporate name, logo and symbols.

Consultants
Company would prefer dealing with the regular consultants. All the consultants
should have a clear contract with the company on the terms of service.
Brief to the consultants would include
 The job specs such as designation, department, location; approximate salary
may or may not be given.
 The candidate specs such as qualifications, years of experience, industry
worked, age, language etc.
 The company profile, plans, department the job is placed etc.
 Other items such as probable interview location, reimbursements, contact
person.
 Consultants would be asked to shortlist candidates on the basis of the specs,
check with the candidates their interest, assess salary match and then forward
the bio data to the company.

Short-listing the Candidates

HR officer / Coordinator would do the first stage short listing of applications. First
stage short listing usually is done mechanically by matching the specifications rigidly

22
and rejecting all candidates who do not qualify. All applications short-listed at the
first stage first stage would be entered in the Candidates database maintained by
HRD.

Interview Preliminaries/ Trial test

All short listed candidates would be called for a preliminary discussion with a HRD
representative. Based on the preliminary discussions if it was felt that potentiality of
the candidature is in doubt the candidate may be dropped from the process and duly
informed.
If the selection involves any tests or exercises this would be administered by HRD
and further short listing may be done in consultation with the Functional Head
concerned.

Interviews
HRD would coordinate with concerned function in setting the interview panel, dates
and the location. The interview panel would typically involve managers from
concerned function and HRD. It may involve MD for senior level recruitment and
specialists from outside for certain positions.
Panel Composition
All positions of Manager and above in all functions; Related Functional Head, HR
Head, CEO, MD, Executives and Management Trainees CEO, Related Functional
Head and HR Head. Staff & Others Concerned Departmental/ Functional head, HR
Representative.

Interview Call
Once the panel is setup and the dates are finalized, HRD (or Departmental Head non-
HO locations) would call the candidates for interview either through a letter or a
telegram or phone. Candidate would be informed of the date, place, time of the
interview and the eligible reimbursements. HRD would decide on interview location
in consultation with panel members and considering the cost and convenience.

23
Candidates applying through consultants would be intimated through the concerned
consultant.

CHAPTER 4

(D) SELECTION
4.1 INTRODUCTION

24
Selection means choosing a few from those who apply, It is picking up of applicants
or candidates with requisite qualifications and qualities to fill jobs in the organization.
Once the potential applicants are identified, the next step is to evaluate their
qualification, qualities, experiences, capabilities, etc.& make the selection.
It is the process of offering jobs to the desired applicants.
Selection is the process used to identify and hire individuals or groups of individuals
to fill vacancies within an organization. Often based on an initial job analysis, the
ultimate goal of personnel selection is to ensure an adequate return on investment--in
other words, to make sure the productivity of the new hire warrants the costs spent on
recruiting and training that hire.

4.2 SELECTION PROCESS

25
26
 4.3 SELECTION STEPS

LADDERS TO SELECTION

27
 CHAPTER 5

(E) RECRUITMENT AND SELECTION

5.1 INTRODUCTION

Recruitment is the process of finding potential candidates for a Job

while Selection is the process of selecting the right person for the right job.
Recruiting and selecting the right people is paramount to the success and its ability to
retain a workforce of the highest quality.
Recruitment comes first and is followed by Selection. Recruitment is positive process
while Selection is a negative process. Recruitment is calling large pool of candidates
while Selection is choosing the suitable candidate.
Recruitment is a process of stimulating prospective employees to apply for a vacant
position through advertising about any vacant position through advertising modes
Wherein, Selection is a process of choosing an appropriate candidate from the results
received as part of the Recruitment Process.

5.2 RECRUITMENT AND SELECTION FRAMEWORK

 Assess the need for the job and ensure there is adequate funding for it
 Review the job description to ensure that it meets the present and future
requirements.
 Review the person specification to ensure it meets the requirements of the job
description.
 Design the selection process.
 Draft the advertisement and select the advertising media.
 Short list using the person specification only.
 Interview and test short-listed candidates.
 Validate references, qualifications and security clearances.

28
 Make appointment.

29
5.5 STAGES OF RECRUITMENT AND SELECTION PROCESS

Identify Vacancy

Job Description Person Specification

Advertise

Application
Forms

Short-listing

30
 Interviewing

Decision Making

Reference Check

Convey the Decision

Appointment Action

Identify the Vacancy

31
This is the first stage of recruitment and selection process. It starts when a vacant
position is identified and ends when the vacancy is fulfilled after the completion of
selection process. The possibility of job redesign was examined. It should also
emphasize the people oriented nature of the organization.

Job Descriptions and Person Specifications

The key to getting the right person depends on having a clear and realistic view of the
job in question and the skills needed to do the job well. Setting out the needs in a
written job description and person specification will make this easier.

The job description indicates the need for the position in light of the institution's
goals. A good job description is concise and straightforward and includes:

 The overall title and aim of the job i.e. Job Profile
 What the new employee will do (e.g. plan, design, etc.) and what he or she will
work with.
 Physical and Working Conditions
 Goals for the position

A good person specification is also concise and straightforward and links directly to
the job description.

 It contains the skills and knowledge and experience which a person will need
to have, or be able to acquire, in order to do the job well;

Advertising the vacancy

The purpose of advertising is to bring the opportunities you have to the attention of
the widest pool of appropriate applicants. There can be many possible methods of
advertising the vacancy.
Some methods are:
 Campus Selection in schools, colleges, universities etc.

32
  Commercial Employment Agencies
 Website/Internet
 Community organizations and groups
 Newspapers etc.

Application forms
An application form provides the essential informations need to sift/sort out
unsuitable candidates quickly and to decide on the best shortlist for interview. The
forms should be designed such that they are matching with the Job description and
Person specifications.
The forms should include:
 Personal details like Name, address, and telephone no. Etc
 Ask about their Skills, experiences, learning, achievements
 Ask specifically whether a candidate has a disability

Short listing
Short listing involves matching evidence from the application form against the
requirements set out in the specification. It is done to sort out the applicants who are
not matching with the requirements or the profile.
The applicants can be screened out on the basis of skills, experiences and any
disability etc.

Interviewing
Arranging the Interview
Once the applicant pool has been screened and individuals to be considered are
identified, interviews should be arranged with those candidates.
 The Interviewees should be provided proper informations regarding
interview date, time, place.
 Develop the interview schedule and confirm with all individuals who will be
involved in the interview process

33
  There should be proper arrangements of seats, documents, and stationary for
both the interviewer and the interviewee.

Conducting the interview

The purpose of interviewing is to appoint the best person for the job based solely on
merit and suitability. Taken together the job description, person specification and
analysis of the application form should provide a useful framework for the interview.
Interviews should be consistent from candidate to candidate and should evaluate a
candidate's interpersonal and communication skills. Interviews should involve
multiple interviewers. It is always instructive to see how different interviewers give
different points of view on the same applicant, which leads to a better overall hiring
choice.

Decision-Making
The outcome of the two interviews is discussed at the selectors’ assessment meeting,
which includes all those involved in both interviews, and which takes place
immediately after the end of all the interviews. In selecting the successful candidate,
the panel must make a decision based on the merit and eligibility of the candidates as
judged by:
 Content of application
 Qualifications (if required for the post)
 Performance at Interview
 Outcome of the selection.

Conduct the reference checks

As part of assessing the merit of each candidate, Managers must satisfy themselves
that the information the candidate gives is authentic, consistent and honest. This
includes being satisfied about information regarding the candidate’s:
 Application
 Work history

34
  Qualifications (where a qualification is a requirement for the post, supporting
 Evidence or certification must be obtained from the candidate and recorded)
 Evidence presented at interview.

Convey the Decision

A conditional verbal offer of employment is to be made i.e. the outcome of the
selection process is communicated as soon as possible.

Appointment Action
The appointment letter is given to the finalist candidates after the final interview so
that may have written evidence of their jobs and also the opportunity of making a
decision over the job. The date of joining and salary statement should be properly
mentioned so that they can easily start their work accordingly and all the further
formalities can be done on time.

The Recruitment and Selection process adopted in the Golcha Group involves some
forms to complete the procedure. They are Vacancy Form, filled when there is any
man power requirement in the departments, bio data form, filled for the general
information about the candidate and joining form which is by the selected employee
filled after getting selected.

35
 Requisition No. (For HR use)…………..

VACANCY FORM
Department:
Requisitioning Authority:
Date of Requisition:
Required by (Date):
Vacancy Details
Name of the Position/Level
No. of Requirements/Position Vacant
Location
Present strength in the department (Level wise)
Existing Manpower at Requisition level
Why additional Manpower Required
a) Expansion b) Increase in workload
c) Replacement d) Change in Technology
e) Other Reasons
Is the requirement (Long term/Short term/Part time)
Job responsibility likely to be given
to the new appointee
Job Specification
a) Age b) Qualification
c) Skills/Knowledge d) Gender
e) Others f) Salary Range
Anyone you want to refer the job
Signature:

Name:

Date:

GOLCHA GROUP

36
 PHOTO
B-40, Sardar Patel Marg, Jaipur-302001

BIO-DATA FORM

(To be filled by the applicant completely. The information should be vivid without any overwriting.)

Personal Information
Name (in Capitals): Contact No:

Post you are applying for: Source/Reference:

Date Of Birth : E-Mail:

Marital Status:
Religion: Nationality:

Languages Known:
Blood Group: Physical Handicaps (Yes/No):
PassportNo./ID Card No.

Academic/Professional Qualification
Year Name of Course Institute Division Subject/Specialization

Computer Skills:

 Give the details of your present/last salary break-up:

Basic: HRA: DA: Mobile:

Medical: Other perks & Facilities:
Cash in Hand CTC

Employment Information
Name of the Company Designation Location Time Period Gross Salary Reason for leaving
(Yrs/Months)

37
  How was your past working experience with various organizations?

 Which one of them was most interesting & learning & why?

 Any outstanding achievement during your employment period?

 Why do you want to join Golcha Group?

 Do you know anyone in Golcha Group? What relation do you have with that person? (It is mandatory for you to
disclose this information, if applicable)

 What
Your are
Strengths
your Hobbies
and Weaknesses
and Interests?
38
 What are your Monetary/Non-monetary expectations?
 The area you would like to improve upon:
 Joining Time required:
General Information
 General Information

 What are your hobbies and interests?

 Your Strengths and Weaknesses:

 What are your Monetary/Non-Monetary expectations?

 References:(Should not be your relative)

Certificate

I S/O, W/O

Do hereby solemnly declare that the above information is true and nothing is held back which may
prove otherwise, I shall

be liable to be dismissed without any notice or compensation.

Signature Date

39
Name Of Concern/Source
PHOTO

JOINING FORM

1. Full Name (in Capitals):

2. Father’s Name / Husband’s Name:

3. (A) Date Of Birth (DD/MM/YYYY):

(B) Age:

4. Gender (Male/Female):

5. Marital Status (Married/Single):

6. Identity Mark:

7. Address:

(A) Permanent:

City/Town : Pin Code:

Telephone/Mobile No:

(B) Present/ Correspondence

City/Town Pin Code:

Telephone/Mobile No:

8. E-Mail Address: :

9. Additional Qualifications (Diploma/Certificate/any other course) :

10. Working Experience (Total Years) :

11. Present Company:

Name (With Location):

Designation:
Working Years:
Present Salary(Cash in Hand):

40
12. Reference (1) (2)

13. Details of Dependents (if any):

S.No. Name of Person Age Gender (M/F) Relation

14. Name of the Nominee:

DECLARATION

I declare that the information given by me to the aforementioned questions are true to the
best of my knowledge and belief.Any deviation from these would attract Cancellation or
Termination of my candidature/employ.

Signature:

OFFICE USE

Name:

Designation:

Department:

Employee Code:

Date of Joining Golcha Group:

Salary:

HR Department Signature:

41
 CHAPTER 6

(F) RETENTION AND ATTRITION

6.1 INTRODUCTION

HRM always realizes the importance of retaining the best talent. In the intensely
competitive environment, organization want hold on to their employees. Attrition and
Retention are those techniques by which, the HR department can judge not only its
effectiveness and efficiency in the Recruitment and Selection process but also the
effectiveness and efficiency of the sources used to recruit the candidates like
Placement consultancies, Advertisements etc.
Retention rate determines the effective percentage or degree of employees actually
joined or retained in the organization whereas the attrition determines the percentage
or degree of downsizing of the manpower.
Employee retention matters, as, organizational issues such as training time and
investment, candidate search etc., are involved. Hence, failing to retain a key
employee is a costly proposition for any organization. Now there are abound
opportunities for the employees so, retention of the staff is an indicator of the health
or un-health of the organization.
It enables the organization to do the manpower planning and give solutions which
provides the practical figures to know the retention of the employees at every level
and also the efficiency, quality, effectiveness and investment involved in various
sources used in the recruitment procedure. Hence, it would be easier to sort the
inefficient, huge investment involved sources.

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6.2 MANPOWER PLANNING AND SOLUTIONS

As mentioned above, to determine retention and attrition is very essential for every
organization. The below tables will show not only the retention and attrition of the
man force at various levels and the recruitment sources used by the Golcha Group but
also the cost involved in it:

Table 1:
Showing the employee’s recruitments of different levels through various sources-

Area Trainee Operational Junior Middle Senior Total

Staff Mgt. Mgt. Mgt.

Recruitments 19 46 35 17 3 122
Finalized

Actually 19 38 24 12 3 97
Recruited

In-House Nil 20 2 Nil Nil 22

Recruitments

Advertisement/Self 19 16 12 4 1 53
Applicant

Recruitments Nil 2 10 8 2 22
through placement

Existing 14 35 16 10 2 77
Candidates

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 Table 2: Showing Cost analysis of the recruitment sources-

Recruitment Total No. Existing Cost Candidate % of retention

source/Cost Joined Employees incurred Left the through sources
analysis (Rs.) company (Existing/Total
No. Joined)

Placement
22 15 256962 7 68 %
Consultants

Advertisements 11
11 17000 0 100 %

In-House& Job 22
21 - 1 95 %
Enrichment

Self-applicants 29
21 - 8 72 %

Total 84
68 273962 16 80.9 %

This above table shows the cost incurred over the recruitment sources and the
percentage of retention through these sources. It reveals that the efficiency of retention
through advertisement is perfect i.e. 100% and attrition is Nil. From the total figures,
the overall retention rate is 80.9%.

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Table 3: Showing performance percentage of various placement consultants:

Analysis Total Total Total Total Cost Performance

Placement Positions CV candidates candidates incurred percentage
Consultants given received selected existing (Rs.)
against

ICS 11
125 4 2 83736 50%

Disha 10
107 6 3 38785 50%

Transform 21
364 11 9 114441 90%

Connexions 9
59 1 1 20000 100%

Total 58
655 22 15 276962 72.5%

These above listed are the recruitment sources, which are used by the HRD. Their
performance percentages are provided to analyze their working standards.

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 QUESTIONNAIRE

Name :
(HOD-HRD Department)
Designation :

1. How is the Manpower requirement identified?

2. On which criteria JD & JS are made?

3. Which sources are used for fulfilling the requirement?

4. What kinds of informations are given/provided to the consultancies for

recruitment?

5. What are the criteria of collecting the resumes?

6. How is the filtering/Short listing of CV’s done?

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7. How is the data managed?

8. What are the criteria of recruiting the employees?

9. What is the procedure of recruiting the employee?

10. Which forms are to be filled by the new recruit?

11. How is the information about the candidate searched?

12. What are the techniques used for the selection of employees?

13. Which informations are given to the candidates about the company while
interviewing?

14. Which forms are to be filled by the selected employee?

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 15. What are the challenges/Issues involved in approaching the candidates?

16. What facilities are provided to the new employees?

Signature:
Date:

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