SVKMs NMIMS

School of Law, Mumbai

A Project Submitted
On
Godrej and Boyce Mfg. Co. Ltd.

In compliance to partial fulfilment of the marking scheme, for Trimester 6 of 2014-2015, in

the subject of
Human Resource Management

Submitted
To
Faculty
Rohan Mehra

Submitted By:
Ms. Simran Morakhia
Roll No. 41
Course: BBA LLB (Hons.)
On 25.08.2015 at 15:00 Hrs

Received by
On date: _______ Time: ________

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ABBREVIATIONS

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EXECUTIVE SUMMARY
This project deals with two aspects of the subject Human Resource Management. The two
aspects that have been dealt are training and development and Recruitment and Selection.
The two aspects have been dealt in depth in introduction. The following have been explained
further with the help of a company. The company chosen is Godrej & Boyce Mfg. Co.
The first chapter, i.e. the introduction contains a brief detail of the company and an in depth
study of Training and development and Recruitment and Selection.
The following chapter deals with the how the following aspects is applied in the company
chosen.
The next chapter benchmarks the HR practices within the industry as well as across the
industry. It talks about how the other companies having better HR practices than the company
already spoken about.
The final chapter deals with the conclusion and suggestions. The conclusion is given on the
overall project, whereas the suggestions are given with respect to the company selected.
The main aim of this project is to understand the procedure of training and development and
recruitment and selection with the help of example, i.e. the company selected and how the
following aspects chosen are applied in the company selected.

INDEX

SR.
NO.

TOPIC

Abbreviations

Executive Summary

Introduction to the Company and Area of Study

Training and Development and Recruitment and Selection at

GBML

PG.
NO.

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Analysis of the best HR practices in and across Industries

Suggestion

Conclusion

Bibliography

Appendix

INTRODUCTION
Godrej and Boyce Mfg. Co. Ltd.
Established in 1897, the Company was incorporated with limited liability on March 3, 1932,
under the Indian Companies Act, 1913. One of the largest privately-held diversified industrial
corporations in India, the Company celebrated its centenary in 1997. In 1897 a young man
named Ardeshir Godrej gave up law and turned to lock-making. Ardeshir went on to make
safes and security equipment of the highest order, and then stunned the world by creating
toilet soap from vegetable oil. His brother Pirojsha Godrej carried Ardeshir's dream forward,
leading Godrej towards becoming a vibrant, multi-business enterprise. Pirojsha laid the
foundation for the sprawling industrial garden township (ISO 14001-certified) now called
Pirojshanagar at Vikhroli in Mumbai. Godrej touches the lives of millions of Indians every
day. To them, it is a symbol of enduring ideals in a changing world.
Its turnover for the financial year 2014-15 was 8110 Cr.
The Mission of the company is Enriching Quality Of Life Everyday Everywhere, the vision
is Godrej in Every Home & Work Place whereas the Values of the company is as follows
Trust, Integrity, Respect, To Serve, and Environment.
Six Strong Well Defined Principles
Strong values which have helped in setting high standards of ethics at work place.
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 Every employee joining the company has to sign a code of conduct, which helps in creating
awareness about the rules, and regulations that are to be abided by in day-to-day work.
Speed and flexibility in decision making empowering people on the job - A conducive
environment to grow faster, thrive better and succeed together.
Freedom and autonomy at work and freedom to promptly recognize and reward
performance.
A specialized ambience at work to thrive. A very competitive work force, professionally
managed entity recruiting talent from top B-schools building professional leaders.
Creating an organization that advocates learning amongst its employees. Feedback from
employees is taken in multiple ways to get an idea about the kind of perception.
BOARD OF DIRECTORS
Chairman & Managing Director: JAMSHYD N. GODREJ
Executive Directors: Phiroze D. Lam, Kyamas A. Palia, Vijay M. Crishna, Anil G. Verma,
Navroze J. Godrej
Non-executive Directors: Adi B. Godrej, Nadir B. Godrej, Kavas N. Petigara, Pradip P. Shah,
Anita Ramachandran, Keki M. Elavia
SHAREHOLDERS
Since its inception, the Company is controlled by the GODREJ family based in Mumbai,
India. Its shares are not listed on any Stock Exchange. About one-fourth of the Company's
share capital is held by Pirojsha Godrej Foundation, a public charitable trust.
BRANCHES (SALES & SERVICE) AND BRANDED RETAIL CHAIN (GODREJ
INTERIO)

MUMBAI, Ahmedabad, Bhopal, Dombivli, Indore, Jabalpur, Pune, Raipur, Thane,

Vashi
NEW DELHI, Chandigarh, Faridabad, Ghaziabad, Jaipur, Kanpur, Lucknow
CHENNAI, Bangalore, Coimbatore, Hyderabad, Kochi, Secunderabad, Trivandrum,
Visakhapatnam
KOLKATA, Bhubaneswar, Guwahati, Ranchi, Patna

The Company has a nationwide network of GODREJ INTERIO Retail Stores, operated by
the Company and the Franchisees, more than 2,200 Wholesale Dealers, and more than 18,000
Retail Outlets.
The Company has Representative Offices in Colombo (Sri Lanka), Dordrecht (The
Netherlands), Sharjah (UAE), Riyadh (Saudi Arabia) and Guangzhou (China-PRC).
EMPLOYEES
11,990
BANKERS
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Central Bank of India, Union Bank of India, Citibank N.A., ICICI Bank Ltd., State Bank of
Patiala, Axis Bank Ltd., HDFC Bank Ltd., Export-Import Bank of India
REGISTERED OFFICE, HEAD OFFICE AND MUMBAI BRANCH
Pirojshanagar, Vikhroli, Mumbai (Bombay) 400 079, India ) 91-22-67965656 / 67965959
Corporate website: http://www.godrej.com/
AREA OF STUDY
Training and Development
Training is the process of planned programs and procedures undertaken
for the improvement of employee's performance in terms of his attitude,
skills, knowledge and behavior. These training and development programs
can significantly improve the overall performance of organization.
Training when applied to lower and middle management staff, it is called
as training and for senior level it is called managerial development
program or an executive development program.
The main objective behind training and development is improving quality
of work force, enhancing employee growth. Through these programmes,
employees get to know their job better and thus deliver the quality
performance according to needs of top management.
To understand the training requirements of the employee, Training needs
analysis is done which is a systematic process of understanding training
requirements. It is conducted at three stages - at the level of organisation,
individual and the job, each of which is called as the organisational,
individual and job analysis.
Development of an employee is a long term process. There are two types
of techniques for development which are usually followed by the
organizations. The first one is on the job technique which includes
coaching, job rotation, multiple management. The other one being off-thejobs technique which include case study method, incident method, roleplay method, In basket method etc.
Difference between training and development :
Training:
1. It's a short term process.
2. 2.Refers to
problems

instruction

in

technical

and

mechanical

3. 3.Targeted in most cases for non-managerial personnel

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4. 4.Specific job related purpose

Development:
1. It is a long term educational process.
2. Refers to philosophical and theoretical educational concepts
3. Managerial personnel
4. General knowledge purpose

Recruitment and Selection

Recruitment is the most important part of HR, if the company gets this
process right, it has already minimised any potential employees issues
that can arise in future. Recruitment is the process of searching the
candidates for employment and stimulating them to apply for jobs in the
organisation. It is the activity that links the employers and the jobseekers.
The process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applications from which
new employees are selected.
Recruitment of candidates precedes the selection, which helps create a
pool of prospective employees for the organisation so that the
management can select the right candidate for the right job from this
pool. Recruitment needs are of three types

Planned -the needs arising from changes in organization and

retirement policy.

Anticipated - Anticipated needs are those movements in personnel,

which an organization can predict by studying trends in internal and
external environment.

Unexpected- needs
accidents,illness.

arising

because

of

resignation,

deaths,

Recruitment involves a systematic procedure which is as follows1. Identify vacancy

2.

Prepare job description and person specification

3.

Advertising the vacancy

4.

Managing the response

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5.

Short listing

6.

Arrange interviews

7.

Conducting interview and decision making

Selection is the process of differentiating between applicants in order to identify and hire
those with a greater likelihood of success in a job. The process involved in the selection is as
mentioned belowPROCESS / STEPS IN SELECTION
1. Preliminary Interview: The objective of the interview is to eliminate unqualified
applications based on information supplied in application forms. This step reject misfits.
2. Selection Tests: Jobseekers who past the preliminary interviews are called for tests. There
are various types of tests conducted depending upon the jobs and the company like Aptitude
Tests, Personality Tests, and Ability Tests.
3. Employment Interview: The next step in selection is employment interview which is a
formal and in-depth conversation between applicants acceptability. It may be One-to-One,
Panel Interview, or Sequential Interviews.
4. Reference & Background Checks: These are conducted to verify the information
provided by the candidates. It may be done through formal letters, telephone conversations.
5. Selection Decision: After obtaining all the information, the most critical step is the
selection decision is to be made out of applicants who have passed preceding tests. The views
of line managers are considered generally because it is the line manager who is responsible
for the performance of the new employee.
6. Physical Examination: After the selection decision is made, the candidate is required to
undergo a physical fitness test. A job offer is often contingent upon the candidate passing the
physical examination.
7. Job Offer: The next step in selection process is job offer to those applicants who have
crossed all the previous hurdles. It is made by way of letter of appointment.
8. Final selection
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:
Recruitment

Selection

1. Recruitment refers to the process of

identifying and encouraging prospective
employees to apply for jobs.
2. Recruitment is said to be positive in
its approach as it seeks to attract as many
candidates as possible.

1. Selection is concerned with picking

up the right candidates from a pool of
applicants.
2.
Selection on the other hand is
negative in its application in as much as it
seeks to eliminate as many unqualified
applicants as possible in order to identify
the right candidates.

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HR Practices at Godrej and Boyce:

The family control has led to greater employee care and employee-friendly work practices at
Godrej & Boyce Mfg. Co. HR practices followed in Godrej & Boyce Mfg. co. are considered
amongst the best in the industry because of which they have been ranked amongst The Top 20
in the "Great Places to Work" in a study conducted by the Grow talent Company in
partnership with the Great Places to Work Institute, Inc, USA, and Business World. Godrej
was also honored with the Best Managed Workforce Award from Hewitt Associated-CNBCTV18.
Human Resource Management (HRM) is the strategic and coherent approach to the
management of an organization's most valued assets- the people working there who
individually and collectively contribute to the achievement of the objectives of the business.
HRM is the process of hiring and developing employees so that they become more valuable
to the organization. `Human Resource Management includes conducting job analyses,
planning personnel needs, recruiting the right people for the job, orienting and training,
managing wages and salaries, providing benefits and incentives, evaluating performance,
resolving disputes, and communicating with all employees at all levels' (Business Dictionary
2014).
Training and Development & Recruitment and Selection at Godrej and Boyce Mfg. Co.
Ltd.
A Job Analysis is defined as a collection of duties and responsibilities, which are given
together to an individual employee. Job analysis is the process of studying and collecting
information relating to operations and responsibilities of a specific job. It is necessary to do
job analysis in order to write a job description and job specification (Business Dictionary
2014).
A Job Description is a broad, general, and written statement of a specific job, based on the
findings of a job analysis. It generally includes duties, purpose, responsibilities, scope, and
working conditions of a job along with the job's title, and the name or designation of the
person to whom the employee reports. Job description usually forms the basis of job
specification (Human Resource Programs).
A Job specification refers to a statement of employee characteristics and qualifications that
are required for satisfactory performance of defined tasks and duties comprising a specific
job. Conducting a job analysis that includes examining the sequence of tasks necessary to
perform the job does Job specification.
Although being a global company, Godrej & Boyce Mfg. Co. still maintains a very homely
working environment. Job analysis is done on a yearly basis. They take up job analysis
process by studying and collecting information related to the special operators and
responsibility of specific job. It is done by systematic exploration of activities within a job the
various components of job analysis included are job description. Various tasks and duties of
various positions are studied in detail and revised if necessary. Human resource audits are

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conducted every year in order to understand the position of the company as well as the
efficiency of its employees.
"Many Indian companies have increased their emphasis on training tremendously. I think it is
absolutely essential to spend a lot of money on training and continuous improvement In our
group every employee has to undergo at least five days of training a year."
- Adi Godrej, Chairman Godrej
Group.

The training & development initiative of the Godrej & Boyce Mfg. Co. is very vast since the
late 1990s. In the late 1990s, the Godrej group initiated various training and development
programs which are TQM workshops, 'Parivartan', EVA training, GALLOP, Spark, E-Gyan,
English language training, and BPO training.
According to the interviewee Nikhil Gandhi, HR Manager of Godrej & Boyce Mfg. Co.,
Training and development are the most important functions of HR Department. The main
purpose of training is to develop the human resources within the organization. Training is the

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process to improve employee knowledge, skill, attitudes, and social behavior so that the
performance of the company improves considerably.

INDUCTION
Corporate Induction
Company Orientation
CSR
Introduction to management process
Introduction to manufacturing process ( any one division)
CORPORATE DEVELOPMENT PROGRAM (Sales and Marketing)
Sales Training
Negotiation Techniques
Organization Brand related training
New developments on organizational front
Future vision
Focus is on overall development of the employee w.r.t. his/her functions and organization
goals and culture
Divisional Induction
Divisional Introduction
Manufacturing Process Introduction
Detailed Product training
Functional/Process Training
Shadow Training
DIVISIONAL TRAINING PROGRAMS
Focus is on core competence required for performance of the
Product Training
Sales and Marketing related Training
New products and technologies
Competition analysis
Feedback sessions with seniors and colleagues
The Divisional Training programs also incorporate Training imparted to employees who
have been recently promoted or have moved in laterally.
TQM Workshops

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Godrej started total quality management (TQM) workshops in 1995, to inculcate a `positive
work culture' in the company. In 1997, all the 5,000employees of GSL were put through a
three-day workshop as part of the"visioning" session of TQM...
Parivartan
In 2000, 'Parivartan' was launched in GSL with the objective of motivating employees as well
as imparting knowledge about the sales functions of GSL. A team of 18 senior executives
from all divisions spanning sales, logistics and HR were called on to provide necessary
inputs.
Economic Value Added (EVA) Training
In 2001, Godrej introduced Economic Value Added (EVA) in all its group companies. An
extensive training program was undertaken for various managerial and officer levels. Over
500 employees were trained to manage EVA by making appropriate decisions involving
investments and/or trade-offs between the income statement and the balance sheet. This
training programme was conducted by Stern Stewart, New York based management
consultancy who had pioneered the concept of EVA.
The Young Executive Board (YEB) :
THE YOUNG EXECUTIVE BOARD(YEB) Year of formation:- October 2001
Objective:- for growth of organization. Benefits:- All information and document was
accessed by YEB and directors of the groups management committee Based on the
information they were expected to give recommendation to the board on the issue related to
strategy. HRD, corporate governance etc. which would affect the future growth of the
organization. It strengthen communications between lower management and senior
management It improves transparency through out the organization Also encouraged young
manager to contribute to the organizational development
Reverse Mentoring:
REVERSE MENTORING Godrej s reverse mentoring took a bottoms-up approach. In this
approach, the CEOs and senior management of Godrej learned from the junior staff. Adi
Godrej, took lessons on information technology and sales and marketing from two young
managers .
Red and Blue Teams:
RED AND BLUE TEAMS Year of formation:- 2001
Objective:-to encourage team-work Benefits:- Two group i.e. red and blue and having eight
members each. The aim of these groups was to come up with recommendations and strategies
for future growth of their divisions. The company gets variety of thought process and ideas
which leads to have a bunch of alternatives to choose.
Negotiation Skills:
NEGOTIATION SKILLS Started by GIL in January 2003 . It provided to officer level
employees to learn how to negotiate . Benifit:- To clinch good business deal . With a case one
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employees played negotiator role for company and othe one as another company employee .
It helped in learning how to have effective business deal. It also increased thinking power of
Employees as they were more involved in generating business concepts.
English Language:
ENGLISH LANGUAGE Introduced in GBML in 2003. Objective was to developing the
English reading and comprhension skills of workers . Benifit :- It benifited workers to have
lesser dependency in their supervisor which leads to more Independence at work and as a
result time was saved .
GALLOP
GALLOP was instituted in early 2002 as a structured and organised induction-training
programme at Godrej. GALLOP aimed at nurturing the new recruits into leaders and dynamic
performers through this one-year programme. The programme started with an induction
speech by the chairman, followed by the speeches by the CEOs of all the group companies.
The trainees were rotated in four departments other than their primary department including a
compulsory sales stint. This mandatory rotation in sales enabled the trainees to get a hands-on
experience in understanding the market.
E-Gyan
E-Gyan was the e-learning initiative of Gild launched in the second half of 2002. It, was an
attempt to move away from traditional training methods of workshops and, help sharpen the
intellect of the employees by self- learning initiatives. Initially, Satyam Education Services
Ltd was the content provider and rendered the entire gamut of learning resources through its
e-learning portal -learnatsatyam.com. Internal communication measures like 'enrolment on a
first-come-first-serve basis' and 'be the first e-gyanee' were circulated.
Spark
The objective of the Spark programme, initiated by GIL in September 2002,was to "train the
trainers". The training programme was aimed at equipping the managers to become
successful coaches. GIL, in association with a Delhi-based HR consultant, conducted a host
of workshops to enable the managers assume the role of a coach.
Criticism
One criticism against the training and development programs at Godrej was that there were
no measurement techniques to judge the effectiveness of the programs. For example, no
specific measures were developed to determine the extent to which the interpersonal and
negotiation skills training aided the employees to develop a more robust business concept

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Job Description

Godrej's Job Description is very precise and to the point. It mentions the qualifications
necessary, years of experience needed and various skills required for efficient performance on
the job. The illustration above gives you a clear picture of the job description followed in
Godrej & Boyce Mfg. Co.

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According to me, the job description and specification is very precise and to the point. But it
requires certain additional details regarding tasks and duties to be performed on the job. Also,
the location of the job and number of positions available for a specific post needs to be
mentioned.
After completing the job analysis, the next step in the hiring process is Recruitment.
Recruitment is a process of searching for prospective employees and stimulating them to
apply for jobs. It is the process of attracting, screening, selecting, and onboarding a qualified
person for a job (Business Dictionary 2014). Recruitment can be done via two methods i.e.
internal sources & External sources. Recruitment enables the company to advertise itself and
attract talented people. It provides different opportunities to procure human resources.
Recruitment is understood as the process of searching for and obtaining applicants for jobs,
from among whom the right people can be selected. Theoretically, recruitment process is said
to end with the receipt of applications, in practice the activity extends to the screening of
applications so as to eliminate those who are not qualified for the job. Recruitment refers to
the process of receipt of application from job seekers. In reality, the term is used to describe
the entire process of employee hiring.
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In Godrej, the requirement of work force arises when a post gets vacant that happens due to
promotion and/or when an employee leaves the organization. There are vacancies all round
the year. In case it doesn't have availability of human resources to meet the requirement, then
it contacts and takes help from the mother pool and in this way requirement is met. Mother
pool is a database system where all resume's and work force is directed to the requirement. In
this procedure, semi-skilled employees can also be employed. In case of specializations,
outside advertisement and help is sought for.

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Recruitment Pattern
Then it is announced through websites of Godrej to all of its branch offices regarding the
vacancy, designation, work expected out of them, minimum requirements of applying, etc.
An outside applicant can also apply for the post.
Employees in the other branches can also apply for change of place or kind of work. E.g. an
employee working in Ahmadabad branch as an accounts executive can apply in Mumbai
branch for any post in only the next level, including he has capabilities.
Also there is campus recruitment. Their campus recruitment program is geared towards
nurturing young talent and helps them make a smooth transition from B-schools and colleges
to the workplace. Through the empowered internship program as also the robust induction,
which involves stimulating assignments and myriad projects across functions and businesses,
they provide challenging and fulfilling career options to their young leaders.

Godrej & Boyce Mfg. Co. follows an open hiring policy. They first consider recruiting people
from within the organization itself as long as these existing employees meet the requirements
of the vacant position. When the organization feels the need to acquire manpower in the
organization, they try to recruit personnel firstly from the internal sources. Just like they do
carry internal job posting, transfers, promotion, recalls, etc. if still need persists they opt for
external sources. External recruitment is considered only when the specific job skills and
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experience required are not available in-house. The systematic and uniform recruitment
process is followed for all forms of recruitment within Godrej & Boyce Mfg. Co. At first, a
job analysis is performed in order to create an accurate job description and job specification.
After doing a thorough analysis, recruitment will begin.
Internal recruiting methods include job posting on bulletin boards, organization's intranet
website, employee referrals and succession planning. External recruiting is done on job
websites like naukri.com, employment agencies, educational institutions and newspaper
advertisements.
In spite of focusing more on internal than external recruiting, Godrej & Boyce Mfg. Co. has
maintained a very professional approach towards it recruiting process. It has ethically
administered its recruitment decisions purely on job description and job specification basis.
There are no signs of employment discrimination as all recruitment decisions are made on the
basis of job-related factors.
Internal recruiting has a huge impact on the loyalty and the engagement of employees. It also
reduces the time and expenditure that goes in external recruitment and helps to increase the
productivity and performance of the organization.
At the same time, following the internal recruiting process could be disadvantageous for the
company as it stops the company from getting new and innovative ideas into the
organization. The company misses on new skills and competencies and the choice of
selection is also restricted. The mobility of its employees is also restricted.
Godrej & Boyce Mfg. Co. is known for its excellence today. The company follows a set of
well-defined sound and effective recruitment policies and procedures. The company still has
a scope to expand its recruiting sources from internal to external and acquire a huge set of
well-qualified and skillful candidates who can suitably match the required job profile. This
helps to bring in new talent and ideas into the organization and could contribute to the overall
success of the organization. These potential employees are generally up to date with
education and training and can boost the dynamics of Godrej & Boyce Mfg. Co.
External recruiting also has certain disadvantages. It increases the recruitment cost and may
result in misplacements. It requires orientation & training and longer adjustment time. It may
cause morale problems for internal candidates as their promotion opportunities are reduced.
The overall recruiting procedure of Godrej & Boyce Mfg. Co. seems most logical and ethical
to the company as they give first priority to promoting existing employees and then attract
external candidates if necessary.
Selection Process
Recruitment and Selection are the two crucial steps in the HR Process and are often used
interchangeably. There is however, a fine distinction between the two steps. While
recruitment refers to the process of identifying and encouraging prospective employees to
apply for jobs, selection is concerned with picking the right candidates from a pool of
applicants. Recruitment is said to be positive in its approach as it seeks to attract as many
candidates as possible. Selection on the other hand is negative in its application in as much as
or seeks to eliminate as many unqualified applicants as possible in order to identify the right
candidates. Selection can be defined as a process of choosing the right person for the right
job.
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In most cases employees currently working with Godrej & Boyce Mfg. Co. are given more
preference if they are qualified and fulfil the requirements needed for the post. In case of
specialized services outside sources are sought for. Then all of them are interviewed and the
appropriate one is chosen. The other resumes are preserved for future reference and support
The management prefers selecting an internal employee for any vacancy. E.g. mostly,
subordinates working with the deputy are preferred in case of vacancy of a deputy manager.
In case of expansion also, internal employees are sought for first
In this, presently working employees get a lot of opportunities of growth.
Eligibility Criteria For Godrej & Boyce Mfg Co.
Candidates who want to get placed for Godrej should have the 10th and 12th percentage more
than the 60 % and should not have any year gap and the percentage of the degree should be
more than 65%. Candidates who are having any year gap are not considered as eligible for
the Godrej.
Selection procedure is divided into three parts:
1. Written Test
In this you will get 35 Questions, which you have to solve in 35 minutes. All students will get
the different questions. There is negative marking in the test. It is also divided into sections
and these sections are:
a. Verbal Section (I5 Questions)
It is an important section and in this section you will get the following type of questions:
Synonym and Antonym Questions
Questions on Sentence Completions.
Questions on Comprehension Passages.
b. Aptitude (10 Questions)
It is an important section and in this section you will get the following type of questions:
Questions on Time Speed and Distance.
Questions on Time and Work
Questions on Syllogism.
Questions on Ratio and Proposition.
c. Analytical (10 Questions)
It is an important section and in this section you will get the following type of questions:
Questions on Critical Reasoning.
Questions on Bar Graph, Pie Chart
Godrej & Boyce Mfg. Ca Placement Pattern
Godrej & Boyce Mfg. Co. Placement Pattern
2. Technical Interview

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In Technical Interview questions are basically asked from the projects, Languages known
which you have mentioned in the Resume so Candidates are required to go through the
Resume.
3. H.R. Interview
In HR Interview questions are basically asked to check personality, spontaneity, behaviour
etc.
Some Sample HR Interview Questions:
1. Introduce yourself.
2. Why you want to join Godrej?
3. Mention any five uses of pen other than writing.
4. What are your goals in life?
5. Why should we hire you?
The selection process used by Godrej & Boyce Mfg. CO. Is important to the success of the
company as the employees are regarded as the most valued assets contribution to the financial
performance and profitability of the company. Godrej entourages an open atmosphere,
conducive to learning and team work.
The technical and HR interview are the most commonly used selection tool and has proved to
be the most effective and efficient in the hiring process of Godrej & Boyce Mfg. Co. It allows
the HR team to thoroughly examine and question the candidates and allow them to make
employ decisions purely on the basis of skills and qualifications. Although the interview
process has many advantages, it also has certain disadvantages. There is lack of reliability
and validity in predicting performance. One has to rely on the skills of the interviewers.
Interviews do not necessarily assess competence needed by a particular job. And lastly, there
is always a possibility of biased subjective judgments.
Godrej & Boyce Mfg. Co.s selection process could also make use of certain cognitive ability
tests that examine the candidates job related intelligence in detail. These tests have very good
validity/.
The overall hiring process seems to be very systematic and has worked well for the company
since its establishment.

Benchmarking HR Practices within and across Industry

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SUGGESTIONS
The following are the suggestions for the recruitment and selection process.
Recruitment and selection is a defined process organizations use to find and hire employees.
For a small business, this process can be a critical part of the success of the organisations
future growth and retention of employees. This process should include several key factors to
ensure a small business not only complies with internal policies but also with local, state and
federal regulations.
In order to increase efficiency in hiring and retention and to ensure consistency and
compliance in the recruitment and selection process. Godrej & Boyce Mfg. Co. Should
expand its recruiting sources and should encourage current employees to recommend efficient
people for the job. According to a study by Development Dimensions International Internet
and employee referrals are the most popular and effective methods for recruiting.
With internal and external recruiting pattern, Godrej & Boyce Mfg. Co. should decide exactly
what skills they are looking for in an employee and tailor their interviewing and selection
process to hone in on people who are great at written communications but struggle presenting
to a large audience, select a person who can help fill that gap. If you dont find a match
during the first round interview, start again.
Ineffective employees cost money. Lots of time, energy and resources, go into trying to make
a mediocre or poor employee a shining star. In many cases no amount training or coaching,
encouragement or reinforcement or even discipline can improve a difficult employee.
Therefore, it is even crucial to reply on your well-developed hiring process to avoid future
problems.
The following is the suggestion with respect to training and development.
Emphasize training as an investment.
While the initial costs may seem high, stress within your company that training is a long-term
investment in the development of your staff.
Target your needs.
Identify the specific skills you need to improve and the timeframe within which you'd like to
meet your training goals to provide the optimal payback.
Encourage a learning culture.
Express to all employees that your organization cares about enhancing their skills and wants
every worker whether training or not to remain competitive within their skill set.
Clarify your goals.
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Ensure that employees know the specific purposes for their training and how they connect to
larger company goals. Remember to award those who perform well.
Make it a continuous process.
Don't limit your training to new employees, and try to bring in as many workers as you can
who would benefit from additional training.
Track the results.
A training program won't be effective unless you monitor its progress. Choose a metric, such
as productivity or profit, to help determine the return on investment for your training efforts
and establish concrete results.
Training can be beneficial to employees at nearly every level of the company, but there may
be unexpected challenges to implementing a program. Some employees may be reluctant to
participate because they fail to see the purpose of additional training or don't want to sacrifice
their time. In these cases, it is important to thoroughly communicate the company's staff
development goals to every member of the organization.
"Provide information for the employee about why the new skills, skill enhancement or
information is necessary. Make certain the employee understands the link between the
training and his job," HR expert Susan Heathfield writes at About.com: Human Resources.
"You can enhance the impact of the training even further if the employee sees the link
between the training and his ability to contribute to the accomplishment of the organization's
business plan and goals."

CONCLUSION

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Bibliography

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APPENDIX
INTERVIEW TRANSCRIPT
NIKHIL GANDHI- HR MANAGER (GODREJ & BOYCE MFG. CO.)
SIMRAN: Before doing every job does your company take up job analysis?
NIKHIL: Yes, our company takes up job analysis process by studying and collecting
information related to the special operators & responsibility of specific job. It is done by
systematic exploration of the activities within a job the various components of job analysis
included are job description.
SIMRAN: What are the various recruitment procedure observed by the company?
NIKHIL: When our organization feels the need to acquire manpower in the company, we try
to recruit personnel firstly from the internal sources like we do carry internal job posting.
transfers, promotions, recalls. etc. if still need persists we opt for external sources.
SIMRAN: What are the steps taken after selection procedure?
NIKHIL: Once the selection process is done or newly selected employee is placed in a
particular department for actual work Placement is based on the qualifications& qualities of
the candidates selected. Placement process is followed by Induction Orientation Program,
which involves giving brief introduction about company to newly selected employees.
SIMRAN: According to you, which Is the most Important function of HR department?
NIKHIL: According to me, training and development activities are the most vital functions
as the main purpose of training is to develop the human resources within the company.
Training is the process to improve employee knowledge, skill, attitudes and social behavior
so that the performance of the organization improves considerably.
SIMRAN: How Is personnel management different for HRM?
NIKHIL: IIRM is more focused on talent management_ It considers IIRM as a business
function, with a goal of effective handling of its talent as a main focus. Personnel
Management is rather more focused on managing people and their jobs.
SIMRAN: Qualities and Profiles of a good HR Manager.
NIKHIL: Qualities and Profile of a HR manager are as follows:1. He should have EMPATHY.
2. LEADERSHIP skills are a must.
3. INSIGHT of each job and related situation.
4. CONNCERN for its employees.
5. PERSUASSIVENESS.
Profiles of a HR manager are as follows:
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1. Must have attended at least one LEADERSHIP camp.

2. Effective SOCIAL knowledge.
3. MBA in human resource management
4. MBA from XLRITISS and IIM (L) is an added advantage.
SIMRAN: What are the future challenges of HR In India and In corporate world?
NIKHIL: The biggest challenge for future HR in India is its implementation and penetration
in all the industries and family run businesses. The top class management has to understand
its importance so as to give a boost to HR in corporate India. Technically, the future will see
HR in every face of life. A day might come when a college and school will have a HR dept
Thus at those times, Implementation will be seen as a great challenge.
SIMRAN: What are the points that are looked while recruiting people?
NIKHIL: Recruiting is not a line type of a function that can be done by following a basic
procedure. It has various aspects such as:
1.
2.
3.
4.
5.
6.
7.
8.
9.

What does company want?

What are the situations in which company needs people?
Why does the company need them?
For how long does it want to get engaged with them viz. temporary or permanent?
Qualifications needed (or the application of the job.
Training is needed or not?
Personal qualities of the applicant
Job profile.
Faith of the applicant towards the company and his interests.

The above points are a necessity while recruiting people.

SIMRAN: What do you think is the most effective motivator of employees?
NIKHIL: IIRM gives importance to human relations and thus motivation is also based on the
same grounds, thus we at Godrej believe in motivating employees by giving them the perfect
job profile which suits them and from which they can get their job satisfaction.
Though. HR gives less importance to money, but still in India money are high influencer and
motivator of the employees.
Thus, in Godrej we make sure that we offer a right mix of motivators because each individual
gets motivated by different means. For example, sonic employee gets a great boost even if
you just pat on his back. While other feels good if he gets some monetary benefit.
The company always makes sure that the policies that are framed by the company are kept
transparent and the employees are aware of it. Such activities act as an effective motivator.

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