MINOR PROJECT

ON

RECRUITMENT AND SELECTION

COMPLETED IN

ESCORTS

Submitted in partial fulfillment

Of the requirement

Of bachelor of business Administration

Training supervisor Submitted by:-

MRS. POOJA ARORA TANUJ BHUTANI

Assistant professor ENRNo-04750501710

Submitted to:

Banarsidas Chandiwala Institute Of Professional Studies, Dwarka, New

Delhi (Affiliated to GGSIPU)

1
 PROJECT REPORT
ON
RECRUITMENT AND SELECTION PROCEDURE
AT ESCORTS LTD.

Submitted by:
TANUJ BHUTANI
Course – BBA
Class – 2nd year,2nd shift
Session year - 2010-2013

2
 Acknowledgement

The present work is an effort to throw some light on “Recruitment and Selection Procedure at
Escorts”. The work would not have been possible to come to the present shape without the able
guidance, supervision and help to me by number of people.

With deep sense of gratitude I acknowledge the encouragement and guidance received by
my project guide Mrs.PoojaAroraI convey my heartful affection to all those people who helped
and supported me during the course, for completion of my Project Report.

TANUJ BHUTANI
(student)

BONAFIDE CERTIFICATE

3
This is to certify that as per best of my belief the project entitled

“ RECRUITMENT AND SELECTION “ Is the bonafide research work carried out by TANUJ
BHUTANI student of BBA,BCIPS, Dwarka, New Delhi, in partial fulfillment of the requirments
for the Minor Project Report of the degree of Bachelor of Business Administration.

He/She has worked under my guidance.

MRS. POOJA ARORA

Project Guide

Date:

Counter signed by

Name: Dr. Satish Taneja

Director

Date:

DECLARATION

4
I Hereby declare that this minor project titled RECRUITMENT AND SELECTION submitted
by me to Banarsidas Chandiwala Institute of professional studies, Dwarka is a bonafide work
undertaken during the period from 20 JUNE to 5 AUGUST by me and has not been submitted to
any other university or institution for the award of any degree diploma/certificate or published
any time before.

(signature of the student)

Date: / /2011

Name: TANUJ BHUTANI

Enroll: 047S50501710

5
TABLE OF CONTENTS

s.no TOPIC PAGE

NO.
1 Executive summary 7
2 Introduction 8-22
3 Objective of study 23-24
4 Research methodology 25
5 Company profile 26-46
6 Conclusion 47-50
7 Bibliography 51

6
EXECUTIVE SUMMARY
This project is a study on the recruitment and selection practices followed in Indian Oil
Corporation Limited. Since today the successful organizations are those who like to grow their
Human resources and build on their talent this project was chosen. Considering the fact the
Human resources function begins with a healthy recruitment process, which ensures good
efficiency and performance of the organization.

The project proceeds in a systematic manner.

It begins by defining the concepts involved in the recruitment and selection process by any
organization.

This is followed by overview of the Indian industry, pertaining to recruitment and selection
retention strategies, with inputs about the trends in the west.

The rationale to the study and the research methodology adopted is the defined.

7
INTRODUCTION

The best way to predict the future is to create it.

The Escorts Group, with Escorts Limited as its flagship company, is amog India's leading
corporations operating in the diverse fields of agri machinery, telecommunications, heathcare,
construction & material handling equipment, auotmotive & railway ancillaries,

H.P. Nanda (1917-99)

information technology and financial services. The Group has 15 modern manufacturing
facilities & an extensive marketing network spread across the country.

The The genesis of Escorts goes back to 1944 when two brothers, Mr. H. P. Nanda and Mr. Yudi
Nanda, launched a small agency house, Escorts Agents Ltd., in Lahore. Over the years, Escorts
has surged ahead and evolved into one of India's largest conglomerates.

Rajan Nanda

The Legacy of a Vision

8
On assuming the Chairmanship of the Group, in April 1994, Mr. Rajan Nanda, undertook a
major restructuring programme to give sharper focus to the businesses. This involved building
alliances with global players and improving market capitalization, which resulted in each
business becoming an independent entity with defined partnerships, technology, customers and
business economics. The recent past also witnessed a major shift in Escorts' business focus when
it broke away from its traditional identity of being a purely engineering company and made its
forays into the service sectors of cellular telephony and healthcare delivery. The Group has since
re-evaluated its focus with thrust on areas of high growth, namely, agri machinery, telecom and
healthcare.

As Escorts marches forward, it does so with a clear vision, renewed commitment and the ability
to perform. The ultimate objective being to create value for its shareholders.

9
OFFICIAL ADDRESS OF ESCORTS

Registered Office Corporate

Secretariat & Law

Escorts Ltd.
11, Scindia House,
Connaught Circus,
New Delhi-110 001.
Tel. No. 011-23310145
Fax No. 011-23311715
Escorts Ltd.
15/5, Mathura Road,
Faridabad - 121 003
Tel. No. ( 0129 ) 2250222
Fax: ( 0129 ) 2250060
Email Address: [email protected]
Web Site : www.escortsgroup.com

H R STRUCTURE (KEY POSITIONS) AT ESCORTS

Board of Directors - Escorts Limited

CHAIRMAN & MANAGING DIRECTOR

MR. RAJAN NANDA

EXECUTIVE DIRECTOR & CHIEF OPERATING OFFICER

MR. NIKHIL NANDA

DIRECTORS
MR. S, C. BHARGAVA
10
DR. S.A. DAVE
PROF. & DR. M.G.K. MENON
DR. P.S. PRITAM

VICE PRESIDENT - LAW & COMPANY SECRETARY

MR. G. B. MATHUR

THE MAN BEHIND ESCORTS - Mr. Rajan Nanda

A MESSAGE FROM THE CHAIRMAN:-
Chairman's Message

Rajan Nanda

Dear Shareholder,

 We made steady progress in the year under review. What is heartening is the momentum
gained during the end of the year has been sustained. All our core businesses,
spearheaded by agriculture machinery, are in robust health, vindicating our decision to
get out from the non-core business.

 To give sharper focus to our agri machinery business, management thought it prudent to
exit from the non-core business of healthcare delivery. Though Escorts had been running
healthcare business efficiently and profitably, it was felt that for better future prospects,
the company should concentrate in the areas of agri machinery, construction equipment
and auto and railway ancillarices.
 The Group's strong brand equity in healthcare led to handsome returns. Ploughing back
this money in our core business has given the much needed fillip to our tractor
operations.
 While the India economy is burgeoning, we, as pioneers of farm mechanization in the
country, are concerned over inadequate progress on the agriculture front, Despite speedy
progress on the industrial front and commendable performance of the service sector,
agriculture sector's progress has been rather tardy.

11
 India still lives in villages and more than 75% of our population still depends on
agriculture for employment. Therefore, if prosperity has to percolate down and impact
average Indian, itis imperative that agriculture sector receives the importance it deserves.
The scenario is certainly changing but the shift has to be speedier.

 We see immense possibilities in the agriculture sector and hope the Government will
soon take measures to tackle the problems of low productivity, inadequate infrastructure,
inadequate linkage with the industry and lack of market orientation. India has the
potential of emerging as a major exporter of agriculture products.
 With nearly two-thirds of Indian villages still without a tractor, the scope of farm
mechanization is enormous. And we are well positioned to playa significant role in this
area. Conservative estimates envisage a growth of 8 to 10% for the tractor industry in the
years ahead.
 After re-engineering of our manufacturing plants, bringing them to international
standards and financial restructuring, we have extended re-engineering into the indirect
areas like manpower rationalization, productivity improvement and cost reduction. These
should certainly provide us keener edge over the competition.
 With a complete range' of tractors to cater to. the domestic as well as overseas markets,
we are confident of making mast of the growth the tractors industry is slated to.
experience in the years ahead. With the industry likely to. cross an annual figure of 3 lacs
by next year, we expect to. significantly increase our production and match a greater
marker share. On the export front, we are equally optimistic largely owing to growing
acceptance of our tractors in the US, European and African markets. On balance, our
tractors business is an a sound footing and the coming years should see Escorts further
consolidate its position on both domestic and overseas fronts.
 Our second care business of construction and material handling equipment recorded 37%
growth in turnover in 2004-05. With several new products in our' portfolio and growing
demand for material handling and road construction equipment, we are confident of
further accelerating our growth in this business. Next three/four years should see Escorts
emerge as a major player in Grade and road compaction segments.

12
  New initiatives taken in the area of auto suspension products have started yielding results.
A new line of products has been developed successfully far the European market and the
company has already secured a large chunk of business from OEMs. The Division has
also made a deeper dent in the after market segment. The company hopes to regain the
ground it had most in the past few years owing to fall in production volumes of its OEM
customers in the country.
 The railway equipment business had another good year during which the Division
improved its turnover/profit ratio. With new products the annual and a second
manufacturing facility to be commissioned soon, the railway business is likely to grow
substantially in the years ahead.
 With the current year 2005-2006 showing signs of improvement and all the businesses in
the acceleration made, we are determined to turn around the operations this year itself.
With wherewithal to excel an all parameters, we are very excited about the future, which
is bright and belongs to us. Our grateful thanks to you, dear shareholders, for reposing
your trust in us. We have a clear agenda to grow shareholder value and do hope to
measure up to their expectations in coming years. My sincere thanks to our employees
who have played a key role in the turnaround of the company, to the members of the
Board for their advice and guidance and other stakeholders for their cooperation.

Rajan Nanda

Chairman and Managing Director

13
14
 RECRUITMENT AND SELECTION - OVERVIEW

Till recently the rules of recruitment were very retrogressive. Companies simply hired fresh
graduates or MBAs - seeking out the top rankers - started them off as trainees, paternally
oversaw their vertical progress and repeated the process every year. On the rare occasions that
they had to recruit at higher levels, they advertised - the discreetness of the address matching the
stature of the company as a coveted employer - or used services of a head hunter and chose on
the basis of a track record. Job hoppers were never favored and companies hired everyone for
lifetime.

Now a recruitment revolution is beginning. And the people whom company will soon compete
for most fiercely will be those who have earned their spurs in different functions, companies,
industries- and not one company, one function specialist. Having succeeded in hiring them,
CE0s must not expect all of them to stay. Some will leave the company when the company
changes its operational focus - as it must to stay ahead of change and needs different kind of
people. Others will opt for entrepreneurial careers in favor of -, employment. Yet others will go
back to school to restrictions -educate themselves and proceed to the next phase of their portfolio
careers'

Abandoning their old policies of hiring only at the bottom, therefore companies will have to
induct new talent at every level, including those where internal promotions were once developed
rigueur. Even the search for CE0s will intensify as new competitors look for team captains and
existing companies feel the need for new qualities - not available in house - in their CE0s. Infect
the search for the right people at every level will pick up pace.

And while companies will have to develop innovative techniques to beat the competition at
recruitment hotspots like campuses, they must also look outside their conventional hunting
grounds. For that is where people with unorthodox Winning ideas will come from CE0s looking
for breakthrough marketers will have to recruit them from other industries since everyone
already in the sector will only offer tired ideas. Hunting for knowledge workers, company va
have to raid research laboratories, non-governmental organization's, college staff-rooms and even
sports fields. And the quest for managers with the ability to lead mega projects will have to be
global and not limited to the country.

15
At the organizational level, companies must tailor their manpower recruitment plan to corporate
objectives, drawing up the profiles of suitable fires accordingly. Company focusing on new
business development will have to seek entrepreneurial abilities; companies planning to
withdraw from diversifications must look for pragmatists; companies chasing growth through
alliances should hire people comfortable in different cultural backgrounds. Above all companies
must hire for the future, anticipating jobs that may not be in existence yet.

So recruitment of managers must focus not on functional expertise, but for attitudes and
approaches that fit the corporate goals and culture. Among the qualities that companies will have
to screen, therefore will be interests, disposition, attainments, and general intelligence, special
aptitudes are even physical makeup. For every job that a company seeks to fill therefore the
must prepare psychological profiles of the ideal candidate. And to test candidates for a fit with
that profile, companies will increasingly have to use psychographics testing techniques such as
Thomas Profiling. Myers- Bdgg Type indicator, or the particular preference Inventory that
draw up the complete psychological and behavioral characteristics of an individual.

The test for personality traits will involve using unconventional tools like graphology. Also on
test will be candidates result orientation analytical ability, initiative, communication skills and
innovativeness, giving employers as much information as possible with which they decide
whether an individual will be appropriate for the job. To validate the conclusions of the tests,
line managers and human resources personnel who conduct interviews will have to be trained
interviewing skills. And companies will have to use multi-session depth interviews ad of one off
interactions to explore different facets of a candidate under different circumstances and varying
degrees of pressure.

What are the elements which companies must use to entice top talent’? Compensation will be
crucial only till it isn't absurdly below. The competitor offer. Instead recruiting teams will have
to market their company as a place where employees have fun working, particularly to people
that the company is trying to hire from old fashioned organizations.

16
A corporate culture that cares for people and gives them room to grow will be a company's
strongest magnet for attracting good people. CEOs will have to ensure that their line managers
and human resources department design unconventional jobs and daring responsibilities to create
offers that their targets cannot refuse. And if pursuing the right person and convincing him to
agree takes time, the companies should be willing for it. In the knowledge economy the
corporate quest for intellectual capital will be a continuous process.

How long before they are in?

Recruitment cycle time is measured by the time taken to fill a vacancy. Another metric is
staffing time ratio - the ratio of actual time in days to start to pre-contracted time to start. The
contracted time to start is agreed upon between the hiring manager and the recruiter and it can be
changed during the recruiting process with mutual consent.

Internal hiring a more viable option

Corporate recruiters have a dangerous bias towards hiring from an outside source. Industry
giants like HLL and Tata's believe in homegrown talent. More often than not heavy recruitment
happens at entry level and incumbents move along a structured career path as they grow with the
company. The pool of talent keeps widening and gains richness with time. As a result it is never
a daunting task to fill roles created out of unexpected situations.

On the other hand fast growing, innovative relatively newer firms tend to focus more on external
hires, a strategy guided partly by default and partly by design. By and large all companies end
up using a mixed strategy.

Some companies believe that external hiring give facts about the competitors. External hiring
brings in new ideas, perspectives, competencies and readymade skills that do away with the need
for much investment on training. On the other hand internal recruitment works fine, sometimes
better. The culture of certain companies may be such so as to mould the existing employees for
further vacancies. Such companies boast of low employee turnover rate. Internal recruitment
may have its benefits but it also demands a great deal from the HR of the company.

Recruiting ... in spite of odds.

17
Recruitment business has dropped by almost 40% lately and the situation may remain low profile
at least for the coming months. There is general reduction in intake; recruiters are shying away
from taking fresher’s or even people from cross-functional industries so that there is less
investment in training. Organizations are trying to reallocate jobs, add portfolios to existing
positions even considering outsourcing. Jobs are diminishing, merging or even disappearing
altogether. While there are definite signs of conventional recruitment activity having slowed
down, there are strong signals that organizations are successfully experimenting with more
innovative techniques of talent scouting and sourcing of requisite skills need to be replenished.

Innovative sourcing.... It’s happening

70% of recruitment in India happens through the direct advertising route. Use of recruitment
consultants is the second most favorite technique. Head hunting is very much in demand along
with in depth interviewing. The Indian recruiter may have access to the best of Indian
recruitment consultancy firms as well as the cream of international search firms, all fiercely
competing on grounds of quality and value added service. But he has started looking for
different sourcing options. Employee referrals, for one is gaining popularity.

Employee referrals
Reliance on personal contacts is still a strong source of recruitment worldwide and is being
capitalized in more sophisticated ways by many organization's. Hewlett Packard in the
computing sector is reported to have adopted "company-opting schemes" whereby employees are
promoted to recruitment positions and rewarded for their ability to become good recruiters.
Recruiters have accepted the fact that recruitment advertising is an intricate process, involving a
psychic attitude change. Its not about a simple job announcement in a newspaper. It is about
attracting quality people who are not desperately looking for a job. An international restaurant
chain realizes that the candidates need to have a feel of the company before they decide to apply
for a job. The company planned a two day event for potential recruits to walk in and meet

18
managers personally, see videos and slide shows about the company. The open days also
marked a change in direction as far as the recruiting process was concerned. Instead of screening
for basic skills and past experience, the company concentrates on recruiting people for their
personality, so that people could fit in.

A Suitable recruitment strategy

An effective recruitment system like any other HR sub-system needs to be sync with the business
strategy and objectives of the organization. Organizations adopt specific recruiting strategies
tailored to their business needs. These business needs may change depending on the stage of
growth of the organization.

SELECTION

The selection procedure is concerned with securing relevant information about an applicant. This
information is secured in a number of steps or stages. The objective of selection process is to
determine whether an applicant meets the qualifications for a specific job and to choose the
applicant who is most likely to perform well in that job. Selection is a long process, commencing
from the preliminary interview of the applicants and ending with the contract of employment.
Selection processes or activities typically follow a standard pattern, beginning with an initial
screening interview and concluding with the final employment decision. The traditional selection
process includes: preliminary screening interview; completion of application from; employment
tests; comprehensive interview; background investigations, physical examination and final
employment decision to hire.

The procedure of selection will vary from organization to organization and even department to
department within the same organization according to the kinds of jobs to be filled. The numbers
of steps involved in the procedure and the sequence of steps also varies. For instance, some
organizations do not hold preliminary interview, test or screening, whereas in other organizations

19
such as commercial banks, pre tests are given to eliminate a large number of applicants.
Similarly, in some cases medical examination is given before final selection and in others,
medical check up follows final selection. Thus, every organization will design a selection
procedure that suits its requirements.

Factors affecting the selection procedure:

The factors to be considered for selecting the right person for the right job are as under:
1. Physical characteristics: sound body, limbs, height, weight, sight etc.
2. Personnel characteristics: age, sex, marital status, number of children, family background etc.
3. Proficiency or skill and ability: qualifications and previous experience.
4. Competency: potentiality of an individual for learning and becoming proficient in a job.
Competency points out capacity to acquire knowledge and skill for success on the job.
5. Temperament and character: emotional, moral and social qualities, honesty, loyalty etc. A
high degree of intellectual competency can serve as a substitute for such qualities as honesty
and trustworthiness. It is important to know about individual’s character, his habits of work,
his way of reacting in this or that situation, his driving forces in determining the fitness for
the job.
6. Interest: without interest, work is colourless and monotonous. With interest, work seems
meaningful and worthwhile to the individual and abilities are developed as well as
accomplishments are realized. Even if a person has skill, competency, efficiency, but if he
has no interest in the job, he will be unhappy in his work.

Essentials of selection procedure

The selection procedure adopted by an organization is mostly tailor made to meet its particular
needs. The thoroughness of the procedure depends upon three factors:
First, the nature of selection, whether faulty or safe, because faulty, selection affects not only the
training period that may be needed, but also results in heavy expenditure on the new employee
and the loss that may be incurred by the organization in case the job-occupant fails on his jab.

20
Second, the policy of the company and the attitude of the management. As a practice some
companies usually hire more than the actual number needed with a view to removing the unfit
persons from the jobs.
Third, the length of the probationary or the trial period. The longer the period, the greater the
uncertainty in the minds of the selected candidate about his future.

The hiring process can be successful, if the following preliminary requirements are satisfied:
(i) Some one should have the authority to hire. This authority comes from the employment
requisition, as developed by an analysis of the work-load and work force
(ii) There must be some standard or personnel, with which a prospective employee may be
compared, i.e., there should be available, beforehand, a comprehensive job description
and job specifications as developed by a job Analysis.
(iii) There must be a sufficient number of applicants from whom the required number of
employees may be selected.

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STEPS IN SELECTION PROCEDURE

The following is the selection procedure:

Preliminary interview

Receiving applications

Screening applications

Employment tests

Rejection
Interview

Reference checking

Medical examination

FINAL SELECTION

22
Every candidate for the job has to clear a number of hurdles before getting selected for the job. If
he is not found suitable at any stage, he is not considered for the further stages. Thus, he will be
rejected. For instance, if a candidate’s particulars in the application are not found suitable, he
will not be called for the tests. Similarly, if a candidate fails in the tests, he will not be called for
the interview.

23
 OBJECTIVE OF THE STUDY

THE OBJECTIVE OF THIS STUDY IS TO UNDERSTAND AND CRITICALLY

ANALYSE THE RECRUITMENT AND SELECTION PROCEDURE AT ESCORTS
LTD.

1. To study the recruitment process in escorts company.

2. To study the selection process in escorts company.

Recruiting and screening is the first line of defense when it comes to bringing the right
people into the organization. Determining who the right people are should not end with
experience and education, but with personality, attitude, communication abilities, and
other behavioral characteristics that fit the organization

The overall aim of the recruitment & selection process should be to obtain at minimum cost the
number and quality of employees required to satisfy the human resource needs of the company.

Hitting the hiring bull's eye is one of executive most important and most difficult responsibilities.
Using interviews, reference checks and sometimes-even personality tests, they try to infuse logic
and predictability into hiring. Still, success remains elusive.

If hiring has always been a daunting task, today's economy makes it more so. The global scope
of business has increased the demand for talented senior executives in the corporate ranks.
Meanwhile supply is shrinking as more and more people-in particular promising MBA's choose
to work for start up ventures or go into businesses for themselves. At the same time the nature of
work itself is in flux.

24
 SCOPE OF THE STUDY

THE MAIN KEY POINTS OF RESEARCH STUDY ARE :-

1. TO STUDY THE FACTS ABOUT THE ESCORTS LTD. AS A GROUP.

2. TO UNDERSTAND AND ANALYSE VARIOUS H.R. FACTORS INCLUDING

RECUITMENT AND SELECTION PROCEDURE AT ESCORTS LTD.

3. TO SUGGEST ANY MEASURES / RECOMMENDATIONS FOR THE

IMPROVEMENT OF THE RECRUITMENT PROCEDURES.

25
 RESEARCH METHODOLOGY

 A Research Methodology defines the purpose of the research, how it proceeds, how to
measure progress and what constitute success with respect to the objectives determined
for carrying out the research study.

The appropriate research design formulated is detailed below.

 Exploratory research: This kind of research has the primary objective of development of
insights into the problem. It studies the main area where the problem lies and also tries to
evaluate some appropriate courses of action.
 The research methodology for the present study has been adopted to reflect these realties
and help reach the logical conclusion in an objective and scientific manner.

The present study contemplated an exploratory research

NATURE OF DATA

Secondary data: Secondary data that is already available and published .It could be internal and
external source of data. Internal source: Which originates from the specific field or area where
research is carried out e.g. publish broachers, official reports etc.

External source: This originates outside the field of study like books, periodicals, journals,
newspapers and the Internet.

DATA COLLECTION

Secondary data has been used which is collected through articles, reports, journals, magazines,
newspapers reports prepared by research scholars, universities and internet.

26
COMPANY PROFILE

1. Introduction :
ESCORTS Group believes in translating its business strategy into a manpower plan and develop
a recruitment program accordingly, which will enable it to attract and select people with the
appropriate combination of experience, skills and knowledge.

1.1 Objectives
The Main Objectives of the Recruitment Policy at Escorts are outlined as follows:
 Build the ESCORTS brand in the Market
 Ensure availability of the “right” talent at the “right” time
 Evaluate through a scientific process that ensures the right fit between the organization
and the candidate.

1.2 Scope of The Policy

The Policy is applicable to all the employees of ESCORTS across all grades, locations and
departments.

1.3 Essential Framework

ESCORTS will work towards designing and institutionalizing the following essential
frameworks/process to ensure the effective deployment of this policy:

1. Productivity and Staffing norms: The company will undertake a process of setting these
norms through internal benchmarking across different locations

2. Competency Framework: The company will invest in defining a competency framework

which will consist of the following: Managerial and Technical competencies for all functions
Proficiency scale and competency benchmarks for each unique position, which would define
the expected level of proficiency for each competency.

27
This framework will guide the interview and selection process and ensure the right that only
those candidates who fit with the organizational requirements are hired.

3. Job Evaluations: A job evaluation/classification exercise will be conducted to understand

the value of each job so that each job is attached a value or a corresponding grade. A
mismatch between the grades and the appropriate grade for the position will be eliminated
over a period of time.

4. Interviewer Training: A process to certify internal interviewers in selection skills will

facilitate in standardization of the process, thereby ensuring the quality of recruitment.

5. Internal Database: An automated database consisting of potential candidates (walk-ins,

unsolicited applications, advertisement responses) will scientifically strengthen the
recruitment function with the Company.

6. Grade Structure: Grades are a way of grouping jobs of similar value. The company should
eventually move to a job value system where each job has a unique value. The main
objective is to rationalize and simplify the existing grade structure so as improve efficiency
in HR processes and to flatten the organizational structure, thereby improving performance
effectiveness.

8.2. Manpower Planning

Manpower planning is a key input to the recruitment process. The objective of manpower
planning is to determine the human resource needs of the organization and secure qualified
people to meet those requirements both through internal and external recruitment. Manpower
productivity and staffing norms will form the basis of manpower planning process, since these
will help set standards while forecasting manpower requirements.

The following schematic outlines the various stages and timeliness for the Manpower Planning
process of the Company:

28
 Mm

Manpower forecasting Manpower Budget

Initiated by individual
departments. Manpower Gaps HR prepares
Departments fill out the HR calculates the manpower plans for
forecasting form as per gap between the
projected estimates for
the year captures

data about the

Approval by
the
Management

Requisitions
Department Heads
send out Manpower

Manpower Inventory Annual Resourcing Plan

HR prepares a manpower Recruitments HR plans the methods/strategies

for fulfilling the planned gaps
Recruitment against
inventory, taking into
the specific
account the existing

29
2.1 Manpower Forecasting

The overall annual business plan for the Company will be broken down into plans and targets for
each individual department. Each department will calculate their grade wise manpower
requirements based on the staffing norms, and provide quarterly and monthly manpower
requirements to corporate HR.

2.2 Manpower Inventory: HR will prepare the current manpower status of each department,
including an analysis of the current manpower at each location, grade and skill summary.

2.3 Identifying Manpower Gaps The existing number of employees and their skill levels will
be compared with the forecasted requirements to identify qualitative and quantitative gaps.
Options for redeployment through retaining, transfers, promotions will be considered. Where
these options do not exist, options for recruiting from external sources will be taken into account.

2.4 Manpower Plans

On the basis of the identified gaps, HR will prepare an overall manpower plan which provides
adequate lead time for transfers, retaining, promotions and external hiring. The plan will also
contain details on:
 Department wise numbers for transfers, retaining and promotions. Department wise
numbers for external recruitment.
The final manpower plan will be prepared. Once completed, it will be put up for approval by all
department heads and the Managing Director.

30
3. Recruitments
ESCORTS is equal opportunity employer and does not distinguish between potential candidates
based on age, gender, disability, nationality, ethnic origin, sexual orientation, religion, race, color
and family status.
Even after the manpower plan is approved, all vacancies will be filled only after the formal
requests have been to fill these vacancies. All requests for a new position must be sent to HR in a
Manpower Requisition Form after approval from the HOD. Human
Resource will then manage the process of recruitment and selection with inputs from the line
function

31
 3.1 Recruitment Flowchart
The following schematic outlines the process flow for recruitment at ESCORTS.

Manpower Planning

Prepare Job description

Prepare employee
Profile

Check
Database

External Internal
Recruitme Recruitme
nt nt

Select Appropriate Advertise Post

Method Internally

Advertise post
internally
Campus Search Firms Employee Advertisement

Recruitme Referrals
nt
Screen
applications for
Shortlist
Institutes
Provide eligibility and
firm with approvals from
Employee reporting
Screen
profile manager and
application
PPT’s
s as per departmental
eligibility head
Selection process
criteria

Screen Selection
Application Process If suitable, make offer

Offer Offer Conduc If not

Selected Selecte t satisfactory,
Candidate d Referen revoke offer 32
Candid ce within 15
ates check days
Internal Recruitment

The Company believes in offering opportunities for growth and career progression to its
employees; thus each time a requirement arises, internal recruitment will be a preferred mode.
For every vacancy arises below. ……Level, an option of filling the post initially will be
considered. HR will place an advertisement on the intranet. The advertisement will contain the
following details:
a. Job Profile
b. Educational qualifications, Skills, Experience
c. Last date of receiving Applications
d. Contact person in HR

All Applications will be screened for the eligibility against pre-determined criteria for the
vacancy. HR will prepare a list of eligible applicants and seek approval from the respective
Reporting Manager and Departmental Head. If approval is given, HR will send a notification to
the eligible candidates via email. Applicants who are not found eligible will also be notified via
email.
 If no suitable applicants apply within one week from the date of posting the
advertisement, external recruitment is initiated.
 Eligible candidates will undergo a panel interview.
 Travel for Interview: As per eligibility in current grade .
 Compensation fitment: Wherever the employee is moving to a higher value job,
compensation will be undertaken as if the individual is a new hire.
Handover period: Before the employee takes over his/her new position, there will be a handover
period of one month. However this maybe reduced at the discretion of the current Reporting
Manager.
Relocation: If the employee needs to relocate to a different city to take up the new position, the
company will reimburse as per the relocation policy.

33
3.1 External Recruitment

Entry Level Recruitment Entry-level recruitment is used for fresh graduates/postgraduates who
are taken as Executive Trainees and Management Trainees or for individuals joining at entry-
level positions in the Company.
 If candidate possess less than one year of work experience, he/she will be treated as a
fresh hire (entry level recruitment).
 Trainee Schemes
 Management Trainees
 Depending upon the requirements projected in the manpower plan, the company will
recruit Management Trainees from Management institutes in the country.
 Sourcing of Trainees

Management trainees will be sourced from Management Institutes across the country. The
selection criteria for Institutes are described below:

A. Campus rating through publications: HR will refer to the Campus ratings published in the
Business Magazines, available in the country and arrive at average campus ratings. For the
current year the company will target institutes that are ranked between 15 th and 20th ranks
according to the ranking developed. It is further recommended that by the year 2006 – 2007.
The company should target campuses that range between 10th and 15th ranks.
B. Recruitment days given: The company will give preference to the Institutes who are willing
to give either day 0, 1 or 2
C. Campus Specialization: Relevance of courses offered to the company’s business.
D. Campus Relationship: The Company will develop close relationships with targeted campus
by hiring large numbers, conducting events, taking summer trainees, sending senior
managers for lectures etc.

An attempt will be made to include a cross – section of Institutes across the country to ensure
diversity in the campus recruitment process.

34
Additionally, freshly qualified persons from different areas shall be selected as per the
requirement.

E. Positioning of trainees Selected trainees will be positioned at the following grades:

a. Fresh Graduates: Student with a Masters in Business Administration/Chartered
Accountants will be placed at the Management Trainee grades and will get confirmed
in level…. After successful completion of the training period.
b. Experience: Student with relevant work experience of 1 – 3 years will be given
weight age but will be taken as Management Trainee.
c. Any candidate with more than three years of work experience will be considered a
lateral recruit and appropriate fitment will be done.
F. Recruitment Process

The recruitment process for the Management trainees will be as follows:

HR will initiate the campus recruitment process by sending the company’s literature to the
campus, one month before the proposed date of recruitment. This will contain brochures of the
company literature containing information about the company, the job profile and the
remuneration package.

Pre Placement Talks:

HR will coordinate with the Placement Cell of short listed Institutes and schedule Pre Placement
talks (PPT)

The HR head and a senior line Manager will form the Pre Placement Team. The following
information will be carried to the Pre Placement Talks:

a. Brochures or company literature containing information about the company, job profiles
and the remuneration package.
b. Application blanks
c. Number of job openings

35
Eligibility criteria for candidates will be given to the Placement Officer at the end of the PPT.
Eligibility
The following eligibility criteria will be used to short list applicants from various Institutes:
a. A CGPA of at least 6 out of 10 or its equivalent in the MBA/PGDBM program
b. Projects undertaken at the summer trainee/internship level
c. For Chartered Accountants, preference to 1st attempt in inter and final. Preferred one year
industrial training over and above the article ship undertaken.

Screening of Application Blanks

The Placement Coordinator/Administrative offices will short list candidates on the basis of
predetermined eligibility criteria and send the list of short listed students to the company at least
one week before the date of campus interviews.

HR will then screen the application blanks that are received and short list them a second time
according to the eligibility criteria. Any deviations will be highlighted and justified. A final list
of candidates selected for interviews will be sent back to the Institute no later than one week
before the selection process.

Selection Process
Only Institutes where day 0, 1 or 2 is offered will be accepted.
All eligible candidates will undergo the following 2 – step selection process:
1. Group Discussion – This will be the first step of the selection process. Two members of
the Campus Recruitment Team will observe each group discussion. Observations will be
recorded in the Group Discussion Observation Form and compared for a final rating at
the end of the Group Discussion. Topics will be a mix of economics, business and
general awareness.
2. Candidates who are selected after the Group discussion will be called for a personal
interview. Interview Observation Forms will be used to evaluate the candidate’s
performance during the interview.

Panel composition for the interview will be as per appendix II

36
Suggested Selection Criteria for Students

It is imperative to not only recruit those students who do well academically but also those who
possess a winning attitude but may not have done as well academically. The following selection
criteria can be used as a guide:

a. Academics – Focus on students who have consistently done exceptionally well

b. Extra and Co curricular activities – Focus on Leadership, Initiative
c. Personality and Attitude – Focus on Communication, Presentation and Teamwork

At the end of the selection process, the Campus Recruitment Team will compile a list of selected
candidates and handover the same to the Placement Officer. An announcement can also be made
to inform students at the same time.

Offer Letters:
Offer Letters will be sent to the selected candidates within 7 days of the selection process at the
Campus. Candidates have to indicate his/her acceptance by signing and returning the copy of the
letter to HR not more than15 days after receipt of the letter. Where required blank offer letters
will be carried to the Campus and given at the time of placement itself.

G. Trainee Scheme (A)

Once selected, all trainees will be provided with an HR brochure that lists the details of the
trainee scheme as outlined below:

Travel: Management Trainees will be provided with AC class Train Fare from home to the
company. Conveyance expenses such as travel (taxi) from the Railway station to the place of
posting etc. will be provided.
Accommodation: Trainees will be provided with shared accommodation (for
bachelors/spinsters). Guest House (twin sharing) will be provided for one month for outstation
candidates. Any accommodation required after this period will be deducted from the trainees’
stipend.

H. Training Program:The training period will last for one year. Selected Management Trainees
will be confirmed at ….. Level

37
Module 1: Induction: A three day induction period will be held for all trainees by the top
Management on the vision, mission and company policies.

Module 2: Functional Overview: All trainees will spend one week in each function for a period
of. …Weeks.

Module 3: Cross – Functional Training: Trainees will undertake 2 projects in 2 other functions
than their specialization. Duration of each project will be one month.

Module 4: On the Job Training: Trainees will be given 9 months of on the job training where
they will undertake projects in their department of choice/specialization according to the
responsibilities accorded to their grade.

F. Performance Evaluation and Placement

Upon completion of the training period, all trainees will undergo a performance evaluation.

Process
Trainees will be required to present a report of the projects they have undertaken to the
Department Head at the end of the training period.

HR will schedule a performance interview for every management trainee. The panel for
interview will consist of one cross – functional head, Department head and HR Manager.

The trainee will be assessed on the projects completed and a number of parameters listed in the
“Trainee Evaluation Form”.
The Performance Evaluation Panel will then either recommend a confirmation or separation as
per the trainee’s performance. Upon receiving the evaluation and recommendation, HR will issue
a confirmation letter to the trainee confirming him/her at …..Level.

38
The separation process will be initiated for trainees whose performance is not found to be
satisfactory.

EXECUTIVE TRAINEES

Depending upon the requirements projected in the manpower plan the company will recruit
Executive Trainees MBA Institutes/B schools of the country.
A. Sourcing of trainees.
a. Campus rating through Publications: HR will refer to the campus ratings
published in the Business Magazines of the country and arrive at average campus
ratings. For the current year the company should try to rank between 25 th and 50th
rank. It is further recommended that the company should try to rank between 30 th
and 40th rank
b. Campus Relationship: The Company will develop close relationship with the
targeted campuses by hiring large number, conducting events, taking summer
trainees, sending senior managers for lectures etc.

An attempt will be made to include cross – section of Institutes across the country to ensure
diversity in the campus recruitment process.
B. Positioning of trainees
a. Fresh Graduates: Student with a Masters in Business Administration/Chartered
Accountants will be placed at the Management Trainee grades and will get
confirmed in level…. After successful completion of the training period.
b. Experience: Student with relevant work experience of 1 – 3 years will be given
weightage but will be taken as Management Trainee.
c. Any candidate with more than three years of work experience will be considered a
lateral recruit and appropriate fitment will be done.

C. Recruitment Process

39
The recruitment process for the Management trainees will be as follows:
HR will initiate the campus recruitment process by sending the company’s literature to the
campus, one month before the proposed date of recruitment. This will contain brochures of the
company literature containing information about the company, the job profile and the
remuneration package.
Pre Placement Talks:
HR will coordinate with the Placement Cell of short listed Institutes and schedule Pre Placement
talks (PPT)
The HR head and a senior line Manager will form the Pre Placement Team. The following
information will be carried to the Pre Placement Talks:
d. Brochures or company literature containing information about the company, job profiles
and the remuneration package.
e. Application blanks
f. Number of job openings
Eligibility criteria for candidates will be given to the Placement Officer at the end of the PPT.

Eligibility Criteria
a) A consistent academic record of 60% and above in all years of graduation
b) Projects undertaken at the summer trainee/internship level (if any, in applied courses)
c) Research Experience/ Papers Published ( for post graduates).

Screening of Application Blanks

 The Placement Coordinator/Administrative offices will short list candidates on the basis
of predetermined eligibility criteria and send the list of short listed students to the
company at least one week before the date of campus interviews. HR will then screen the
application blanks that are received and short list them a second time according to the
eligibility criteria. Any deviations will be highlighted and justified. A final list of
candidates selected for interviews will be sent back to the Institute no later than one week
before the selection process.

40
Selection Process

1. Group Discussion – This will be the first step of the selection process. Two members of
the Campus Recruitment Team will observe each group discussion. Observations will be
recorded in the Group Discussion Observation Form and compared for a final rating at the
end of the Group Discussion. Topics will be a mix of economics, business and general
awareness.

2. Candidates- Who are selected after the Group discussion will be called for a personal
interview. Interview Observation Forms will be used to evaluate the candidate’s performance
during the interview. At the end of the selection process, the Campus Recruitment Team will
compile a list of selected candidates and handover the same to the Placement Officer. An
announcement can also be made to inform students at the same time.
Offer Letters:
 Offer Letters will be sent to the selected candidates within 7 days of the selection process
at the Campus. Candidates have to indicate his/her acceptance by signing and returning
the copy of the letter to HR not more than15 days after receipt of the letter. Where
required blank offer letters will be carried to the Campus and given at the time of
placement itself.

D. Trainee Scheme (B)

 Once selected, all trainees will be provided with an HR brochure that lists the details of
the trainee scheme as outlined below:
Travel: Management Trainees will be provided with AC class Train Fare from home to the
company. Conveyance expenses such as travel (taxi) from the Railway station to the place of
posting etc. will be provided.

Training Program:
 The training period will last for one year. Selected Management Trainees will be
confirmed at …..level
Module 1: Induction: A three day induction period will be held for all trainees by the top
Management on the vision, mission and company policies.

41
Module 2 : On the Job Training: trainees will be given 11 months of on the job training where
they will undertake projects in their department of choice/specialization according to the
responsibilities accorded to the grade.

F. Performance Evaluation and Placement

 Upon completion of the training period, all trainees will undergo a performance
evaluation.
 Trainees will be required to present a report of the projects they have undertaken to the
Department Head at the end of the training period.

 HR will schedule a performance interview for every management trainee. The panel for
interview will consist of one cross – functional head, Department head and HR Manager.

 The trainee will be assessed on the projects completed and a number of parameters listed
in the “Trainee Evaluation Form”.
 The Performance Evaluation Panel will then either recommend a confirmation or
separation as per the trainee’s performance. Upon receiving the evaluation and
recommendation, HR will issue a confirmation letter to the trainee confirming him/her at
…..Level.
 The separation process will be initiated for trainees whose performance is not found to be
satisfactory.

Trainee Scheme Summary Table

 Executive Trainees Management Trainees

Travel
 Executive trainees will be provided with fare from their Institute/ home to the company.

 Conveyance expenses such as travel (Taxi) from the Airport/ Railway station to the place
of posting etc will be paid.

42
Accommodation
 Outstation Trainees will be provided twin sharing Accommodation for one month free of
cost. Any cost for further requirement will be deducted from the trainees stipend will be
deducted from the trainee’s stipend.

Executive Trainees Management Trainees

Training program
 The Training program for both trainees will last for one year

 The program has already been mentioned earlier in the recruitment process.

3.3.2 Direct Hiring

 Internal Database: In case of requirement of fresh graduates for any function like sales or
recovery, HR will refer to the internal database of unsolicited resumes (drop in
applications, walk ins etc.)

Selection Process
 HR will short list candidates as per the pre determined criteria prescribed for the vacancy.
After a Preliminary interview, the candidate will undergo a panel interview as per the
panel composition in Appendix II. Observations will be recorded in the interview
observation form.
 Compensation Fitment: The compensation package will be as per the compensation grid.
The same id decided by the Compensation Manager, HR and then approved by the HR
Head.

 Offer Letter: An offer letter will be sent to selected candidates within one week of the
interview.

 Offer Acceptance: Candidates have to sign a duplicate copy of the letter as a token of
their acceptance and send the same back within 15 days of the receipt of the letter.

43
3.3.3 Lateral Recruitment
 The different modes of recruitment available are Database Hiring, Internet Hiring,
Employee Referrals and Advertisements.

3.3.3.1 Database Hiring: When any recruitment requirement arises, the internal applicant
database will be referred to. Eligible applicants will be selected by their
qualifications, experience and training.

 HR will forward a copy of the candidates list to the requesting department along with the
resumes of the five highest ranked candidates. Candidates short – listed from this list will
be called for an interview.

3.3.3.2 Employee Referrals:

 HR will intimate the panel members of the interview schedule at least 2 days prior to the
start of the first interview.
 Panel members will be provided in advance with a Candidate Assessment Folder
consisting of the candidate’s resume, career history and interview observation form.

Travel Reimbursement:
 Travel reimbursement will be done as per details in Appendix III.
 Outstation candidates will be given 5 working day’s notice and local candidates will be
given 3 working day’s notice to attend the interview at the given location.
 Offer Letter: An offer letter will be sent to selected candidates within 7 days of the panel
interview. Regret letters to be sent to rejected candidates. Once offer has been made,
intimation will be sent to Personnel Administration with compensation, designation and
fitment details.

Reference Checks:
 Selected and offered candidates will be required to furnish 2 Industry – based references
(one of whom the candidate has worked with for a minimum period of one year). HR will

44
 conduct the reference check and record observations within 15 days of sending the offer
letter. If the reference check is not satisfactory, offer will be revoked with immediate
effect.

 Referrals from the employees must be encouraged as they not only imply a lower
recruitment cost as compared to advertisements or recruitment firm, but the reliability of
candidates is also higher due to fact that they are coming through a known and trusted
source (KDS Steel Division employees)

 HR will advertise the vacancy on the company’s intranet. The advertisement will consist
of the Job Profile, Employee Profile, and Last date of application and the name of contact
person in HR.

 HR will send an acknowledgement to the referee. This will be done within 2 days of the
application

45
The following schematic describes the referral process:

Employee referral mail

CV Received

CV in Yes Inform employee

Allot reference no. to

CV

Screen for eligibility No Inform employee

Selection process

Reference checks

Satisfied

Offer Candidate Inform employee

46
3.3.3.4 Media Advertisement
In case the number of vacancies is large, advertisements may be released based on
recommendation of the HR head and an approval from the Directors. The advertisement will
adhere to the prescribed standards and will contain the following details:
 Brief Profile of The Company
 Brief on Job Responsibilities
 Employee profile- Age, experience, educational qualifications
 Locations
 Email ID/Postal Address for receipt of Resumes

3.3.3.5 Internet Recruitment Firms

 Internet recruitment firms such as naukri.com and jobsahead.com can be used for any
level of recruitment. HR head will be the final contact.

3.3.3.6 Selection Process

Initial Screening :
 HR will conduct an initial screening based on the details provided in the CV, and also the
pre determined criteria. HR will then establish a candidate’s list using set priorities when
there is more than one qualified applicant interested in the same position.

Preliminary Interview
 A preliminary interview with HR will be conducted prior to the panel interview. The
preliminary interview may be conducted via telephone if it is a case of an outstation
candidate.

47
 RECOMMENDATION, SUGGESTIONS AND CONCLUSION

 As a result of my study of HR practices at escorts , I must conclude that HR practices

and procedures at escorts are very sound and effective , however the consideration of the
following points will definitely help the management

NEED FOR MANPOWER PLANNING:

(1) To carry on its work, each organization needs personnel with the necessary qualifications,
skills, knowledge, work experience and aptitude for work. These are provided through
effective manpower planning.

(2) Since a large number of persons have to be replaced who have grown old, or who retire, die
or become incapacitated because of physical or mental ailments, there is a constant need for
replacing such personnel. Otherwise, the work would suffer.

(3) Human resource planning is essential because of frequent labour turnover which is
unavoidable and even beneficial because it arises from factors which are socially and
economically sound such as voluntary quits, discharges, marriage, promotions, or factors
such as seasonal and cyclical fluctuations in business which cause constant ebb and flow in
the workforce in many organizations.

(4) In order to meet the needs of expansion programmes human resource planning is
unavoidable (it becomes necessary due to increase in the demand for goods of the same
goods and services with growing population, a rising standard or living --- large quantities
of the same goods and services are required.

(5) The nature of the present workforce in relation to its changing needs also necessitates the
recruitment of new labour. To meet the challenge of a new and changing technology and
new techniques of production, existing employees need to be trained or new blood injected
in an organization.

48
(6) Manpower planning is also needed in order to identity areas of surplus personnel or areas in
which there is a shortage or personnel. If there is a surplus, it can be redeployed; and if there
is shortage, it may be made good.

Manpower planning fulfills individual, organizational and national goals. The main purpose is
one of matching or fitting employee’s abilities to enterprise requirements, with an emphasis on
future instead of present arrangements. The objectives may be laid down for a short-term (i.e.,
for one year). For example, the short-term objective may be to hire 25 persons from Scheduled
tribes or Backward Class for purposes of purposes of training. The long-term objective may be to
start a new industry, to expand the market, to produce a new product, to develop its own sales
force rather than depend on distributors, or to have minority group members eventually in
position of middle and upper management cadres.

(A) Forecasting the manpower requirements:

 The management must estimate the structure of the organization at a given point in time.
For this estimate, the number and type of employees needed have to be determined; many
environment factors affect this determination. They include business forecasts, expansion
and growth, design and structural changes, management philosophy, government policy,
product and human skills mix, and competition.

 After estimating what the future organization structure should be, the next step is to draw
up the requirements of human resources, both for the existing departments and for new
vacancies.

 In determining the requirements of human resources, the expected losses which are likely
to occur through labour turnover --- quits, retirement, death, transfers, promotions,
demotions, dismissals, disability, resignations, lay-offs, and other separations --- should
be taken into account.

It may be noted that for purposes of manpower planning, the main dimensions to be taken into
consideration are:

49
(i) The total number of personnel available, this could be obtained from the payrolls and
other personnel records, such as the applications for employment.

(ii) The job-family, i.e., a detailed job-description for each position such as stenographers
who may belong to various departments, e.g., finance, marketing, personnel, public
relations, general administration, etc.

(iii) Age distribution of the employees, available in the present departments, says in the age-
groups 20-29 years; 30-45 years; 46 years and above.

(iv) Qualification and experience desired, such as a person with 5 years or 10 years
experience in a particular branch/job; and wither under-graduate, post-graduate, diploma
holders, etc.; or with specialized knowledge in the field of marketing, finance, computer
programming or engineering work.

(v) The salary range, etc.

(B) Auditing human resource:

 Once the future human resource needs are estimated, the next step is to
determine the present supply of manpower resources. This is done through what
is called “Skills Inventory.” A skills inventory contains data about each
employee’s skills, abilities, work preference and other items of information
which indicate his overall values to the company.

 Some organizations do not compile a Skills Inventory but prepare Organization

Charts to determine “how many people, at what level, in what position and what
kind of person’s age, the number of years he has been in a particular position,
and his fitness for promotion.

 Once the present manpower resources are determined, the personnel department
can estimate what changes will occur in the present labour force in the next few
years, say, 5 years.

50
(C) Job analysis:

 After having decided how many persons would be needed, it is necessary to

prepare a job analysis, which records details of training, skills, qualifications,
includes the preparation of job description and job specifications. This has been
discussed in the later section of this chapter.

(D) Developing a human resource plan:

 This step refers to the development and implementation of the human resource
plan, which consists in finding out the sources therefore, is to decide on the
policy --- should the personnel be hired from within through promotional
channels or should it be obtained from an outside source. The best policy which
is followed by most organization is to fill up higher vacancies by promotion and
lower level position by recruitment from the labour market.

51
 SELECTED BIBLIOGRAPHY

 Personnel management by K.V Mishra, Aditya publishing house Madras, 1992.

 CHHABRA T.N, Princlples & practices of management, Dhanpat Rai and co. (p) Ltd,
Delhi, 2000.

 Practice of Human Resource by Danny Shield.

 Manuals from the organization.

 www.kdsgroup.com.

 J.M.Rao, 1998, "Scouting for Talent " , Human Capital

 Tojo Jose, 1999, "Heading Towards the Best"

 Wendell French, 1994 : HUMAN RESORCE MANAGEMENT

 Findings of the BT - MBL - RCG qualitative survey, 1996, "the Business Today -
Experimental Guide To Recruitment" Business Today, Jan 7-21

52