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Letter of Transmittal

Prof. Swati Dhir OBHR Department

International Management Institute New Delhi – 110016

Subject: Letter of Transmittal Respected Mam,

It is indeed a great pleasure for us to be able to hand over the result of our hardship of the HRPRS midterm report on HUL and ITC for study on FMCG sector. This report is the result of the knowledge which has been required in the course until now.

The information in this report has been sourced from the Annual reports of respective organizations. All the members have played their parts for completion of this report.

We hope that this report meets your expectations. Please provide your suggestions and let us know if any further explanations are required. Thanking you for your cooperation.


Anumeha Asthana (17PGDMHR08)

Ashima Berri (17PGDMHR09)

Deepak Batish (17PGDMHR13)

Devansh Joshi (17PGDMHR14)

Nimisha Sinha (17PGDMHR19)


We as a team, would like to express our gratitude to everyone who supported us through the midterm report of our Human Resource Planning and Recruitment project. We are thankful to our peers for the aspiring guidance, invaluably constructive criticism and friendly advice during the project work. We are sincerely grateful to them for sharing their truthful and illuminating views on a number of issues related to the project.

We express our warm thanks to Ms. Swati Dhir for her constant support and guidance. We aim to complete this project with enthusiasm and vigour and meet the expectations of both our peers and our professor.

Thank You.

Executive Summary

The objective of this report is to describe the progress of our study of the HR strategies of the FMCG industry. The report includes a detailed look at FMCG industry giants HUL and ITC via a study of their annual report and news articles.

The report discusses the organizations strategy and discusses their mission and vision. The report contains a thorough study of the Staffing and recruitment strategies of both these organizations.

1.0 Introduction

As a part of the Human Resource Planning and Recruitment and Selection project, we have taken the FMCG sector with the three companies being:



• Patanjali

To study the HR planning and Recruitment and selection practices.

The companies chosen are the top players in the FMCG sector. We have collated through both secondary and primary research the data related to their staffing strategies and recruitment.

As the project progresses, we will delve in deeper to get better insights into the practical implications of their strategies.

2.0 Organisation Strategy



“Unilever is a unique company, with a proud history and a bright future. We have ambitious plans for sustainable growth and an intense sense of social purpose.” (Our Vision, n.d.)


Their mission states that to succeed requires “the highest standards of corporate behaviour towards everyone we work with, the communities we touch, and the environment on which we have an impact.” (Purpose, values & principles, n.d.)


• Always working with integrity

Conducting their operation with integrity and with respect for the many people, organisations and environments their business has always been at the heart of their corporate responsibility.

• Positive Impact

They aim to make a positive impact in many ways: through brands, their commercial operations and relationships, through voluntary contributions, and through the various other ways in which they engage with society.

• Continuous Commitment

They are also committed to continuously improving the way they manage their environment impacts and are working towards their long-term goal of developing a sustainable business.

• Setting Out Our Aspirations

Their Corporate Purpose sets out their aspirations in running their business. It's underpinned by Their Code of Business Principles which describes the operational standards that everyone at Unilever follows, wherever they are in the world. The Code also supports their approach to governance and corporate responsibility.

• Working with Others

They want to work with suppliers who have values similar to their own and work to the same standards they do. Their Supplier Code, aligned to their own Code of Business Principles, comprises eleven principles covering business integrity and responsibilities relating to employees, consumers and the environment. (Purpose, values & principles, n.d.)



“Sustain ITC's position as one of India's most valuable corporations through world class performance, creating growing value for the Indian economy and the Company's stakeholders.” (Our Values-Vision & Mission, n.d.)


“To enhance the wealth generating capability of the enterprise in a globalisation environment, delivering superior and sustainable stakeholder value.” (Our Values-Vision & Mission, n.d.)


ITC's Core Values are aimed at developing a customer-focused, high-performance organisation which creates value for all its stakeholders value

• Trusteeship

As professional managers, they are conscious that ITC has been given to them in” trust” all stakeholders. They will actualise stakeholder value and interest on a long term sustainable basis.

• Customer Focus

They are always customer focused and will deliver what the customer needs in terms of value, quality and satisfaction.

• Respect for People

They are result oriented, setting high performance standards for themselves as individuals and teams.

They will simultaneously respect and value people and uphold humanness and human dignity.

They acknowledge that every individual brings different perspectives and capability to the team and that a strong team is founded on a variety of perspectives.

They want individuals to dream, value differences, create and experiment in pursuit of opportunities and achieve leadership through teamwork.

• Excellence

They do what is right, do it well and win. They will strive for excellence in whatever they do.

• Innovation

They will constantly pursue newer and better processes, products, services and management practices.

• Nation Orientation

They are aware of their responsibility to generate economic value for the Nation. In pursuit of their goals, they will make no compromise in complying with applicable laws and regulations at all levels. (Core Values, n.d.)



Be, and be recognized as, the best consumer products and services company in the world.


We will provide branded products and services of superior quality and value that improve the lives of the world's consumers. As a result, consumers will reward us with leadership sales, profit, and value creation, allowing our people, our shareholders, and the communities in which we live and work to prosper.


P&G is its people and the values by which we live. We attract and recruit

the finest people in the world. We build our organization from within, promoting and rewarding people without regard to any difference unrelated to performance. We act on the conviction that the men and women of Procter & Gamble will always be our most important asset.


• We are all leaders in our area of responsibility, with a deep commitment to deliver leadership results.

• We have a clear vision of where we are going.

• We focus our resources to achieve leadership objectives and strategies.

• We develop the capability to deliver our strategies and eliminate organizational barriers.


• We accept personal accountability to meet the business needs, improve our systems and help others improve their effectiveness.

• We all act like owners, treating the Company's assets as our own and behaving with the Company's long-term success in mind.


• We always try to do the right thing.

• We are honest and straightforward with each other.

• We operate within the letter and spirit of the law.

• We uphold the values and principles of P&G in every action and decision.

• We are data-based and intellectually honest in advocating proposals, including recognizing risks.

Passion for Winning

• We are determined to be the best at doing what matters most.

• We have a healthy dissatisfaction with the status quo.

• We have a compelling desire to improve and to win in the marketplace.


• We respect our P&G colleagues, customers and consumers, and treat them as we want to be treated.

• We have confidence in each other's capabilities and intentions.

• We believe that people work best when there is a foundation of trust.

3.0 Staffing Strategy


With its robust talent systems and processes, HUL identifies talent early and invests to build capability.

• The Company offers a rigorous summer internship experience through the Unilever Leadership Internship Programme (ULIP). Interns go through an enriching learning experience by managing live projects that have a direct and huge impact on the business. In 2015, 38% interns completed projects at international locations in Unilever.

• HUL is also one of the first to announce Pre-Placement Offers (PPO) for interns across campuses.

• HUL͛s flagship Unilever Future Leaders Programme (UFLP) – a programme highly sought after by fresh recruits and acknowledged within and outside Unilever as the best programme of its kind – is another key programme with a legacy of grooming leaders for over 60 years. The UFLP provides young managerial recruits an extensive cross functional experience through live projects and learning assignments, including rural & international exposure, within 12-15 months preparing them for bigger responsibilities very early in their careers. What makes the programme unique is the strong support system of senior leaders who act as tutors, coaches and mentors.

• Regular interaction along with a robust reverse feedback mechanism on effectiveness of the support system ensures the best grooming and inputs for the trainees.

3.1 Staffing Levels


HUL has a five-level management structure, at which it hires staff to meet future staffing needs. They are as mentioned below:

• The CEO is at the top

• Level four consists of vice presidents

• General managers are at level three

• Assistant managers and junior managers or frontline executives make up the remaining two levels.


The two staffing levels allowed at P&G are mentioned below:

a) A&Ts (assistant and technicians): These are the ones who sit for the Q&T test

b) Management Employees: These are the ones who sit for the Global Problem solving or GPST test.

3.2 Staffing Quality


"Build from within"

P&G hires only in entry level positions and these same people progress into the most senior positions. They definitely do not recruit any mid-level managers. Considering that; people that hold for all of the senior positions, even the next CEO is already in the company.

4.0 Staffing Policies and Programs

4.1 Support Activities

4.1.1 Legal Compliances


It is the Company's policy to comply fully with all applicable laws and regulations. Ensuring legal and regulatory compliance is the responsibility of the Chief Executives of the Businesses and the Divisional Management Committees. The Company cannot accept practices which are unlawful or may be damaging to its reputation. Divisional Management Committees must satisfy themselves that sound and adequate arrangements exist to ensure that they comply with the legal and regulatory requirements impacting each business and identify and respond to developments in the regulatory environment in which they operate. In the event the implication of any law is not clear, the Company's Legal Department shall be consulted for advice.


1. Compliance with Laws and P&G Policies and Business Conduct Policies

P&G employees worldwide are expected and directed to comply with all laws and all P&G business conduct policies relating to their P&G business activities. It is also each employee's responsibility to know and understand legal and policy requirements as they apply to their job, and to notify management when they believe a violation of law or P&G policies/ standards has occurred.

2. Antitrust Policy and Compliance Guidelines

Antitrust laws are designed to prohibit agreements among companies that fix prices, divide markets, limit production or otherwise impede or destroy market forces. P&G's policy is that all employees strictly comply with antitrust laws and the competition and anti-monopoly laws of all countries, states and localities in which they conduct P&G business. Supervisors and managers are responsible for ensuring that employees under their responsibility are aware of and comply with this policy.

It is very important for employees to understand and follow this policy so that P&G avoids even the appearance of an antitrust violation. That is why the Company's general rule is “NO CONTACT WITH COMPETITORS.” Membership in trade associations is permissible only if approved in advance by P&G legal counsel.

3. Lobbying

P&G policy is to comply with all applicable laws, rules and regulations relating to lobbying or attempting to influence government officials. Such information provided to governments must be accurate and interactions with government officers must be honest and ethical. All activities that might constitute lobbying or attempts to influence government officials are first reviewed with subsidiary management and/or legal counsel.

4. Political Contributions

The Company's basic policy and in some cases federal law prohibits P&G contributions to either political candidates or political parties anywhere in the world.

• P&G policy does not permit the use of any P&G facilities or resources by employees for political campaigning, political fundraising or partisan political purposes.

• Exceptions to the contribution policy and the use of company facilities or resources are allowed only where such contributions/activities are permitted by law and express written permission has been given in advance by the Company's Ethics Committee.

• A decision by an employee to contribute any personal time, money or other resources to a political campaign or political activity must be totally voluntary.

5. Child Labor and Worker Exploitation Policy

P&G does not use child or forced labor in any of our global operations or facilities. They do not tolerate unacceptable worker treatment, such as exploitation of children, physical punishment or abuse, or involuntary servitude. The Company respects employees' right to freedom of association, third party consultation and collective bargaining where allowed by law. They expect our suppliers and contractors with whom we do business to uphold the same standards. Should a pattern of violation of these principles become known to the Company and not be corrected, we will discontinue the business relationship.

6. Employee Privacy

P&G respects employee privacy and dignity. They will only collect and retain personal information from employees that is required for the effective operation of the Company or as required by law. They will keep that information confidential and release it only to those who have a legitimate need to know.

4.1.2 HR Planning


HR Planning within P&G is done by the various departments and business units separately for both internal and external needs.

It hires people at the base level and then promotes them from within and thus P&G has significant internal vacancies as compared to external ones.

P&G has a strong policy of job rotation where people work on assignments and then move onto next assignment or higher in their career enabling them to get diverse experience and grow skills and capabilities.  

4.1.3 Job Analysis


Responsibilities of HR at Hindustan Unilever:

Job Description:

1. Employee Relations

• Management of relations with employees at collective and individual level to the advantage of the unit and the employees while meeting company, legal and social standards.

• Administering company ER policy

• Maintaining harmonious employee relations

• Managing workforce without unions

• Grievance handling

• Tracking absenteeism, adopting a coercive persuasions approach

2. Recruitment

• Assisting in establishing recruitment process and operating the process to recruit suitable non-management manpower required for the unit

• Manpower Planning at unit level

• Recruitment process at the unit level

• Skills assessment methods

• Attitude assessment methods

• Assessment & follow-up during training/probationary period

3. Performance Development

• Operating and assisting in developing performance development systems & processes for workmen and staff and understanding of the same for executive level.

• Performance appraisal for workmen/staff

• Reward & recognition systems

• Counselling

• Potential Assessment

• Trainee Executives͛ Skill Development (Responsibilities of HR at Hindustan Unilever, n.d)


We do not believe in stereotypes. We believe diversity is essential for building a wholesome work environment. But there are certain basic attributes we look for:

• Integrity

• Intellectual Rigour

• A ͚will do͛ attitude

• Team skills

• Ability to think strategically

• High Energy

• Creativity

• Leadership


At P&G, every job has certain individual qualifications, but rather the focus should be on the special character and unique qualities of each person. That's why, the hardest thing to duplicate is the people of P&G. During the entire recruitment process, the company looks for how the applicant relates to, compare with and connect to with the concept of ‘Success Drivers'.

P&G's success drivers are:

• The Power of Minds: This is the companies' ability, to be grounded in genuine respect for its competitors, to out-think, out-invent and out-play the best competitors over time for to create better value for our consumers. This speaks to the companies' collective intelligence, the ability to create for profit and competitive advantage and the ability to become masters of businesses, organizations and professions. Therefore, the company wants its employees to display an infinite curiosity, be eager to create, with a healthy disregard for conventional thinking, to explore the profession and apply all of these abilities to move the business forward.

• The Power of People: This the competitive advantage that the people and the people-system create when they work together. It's the power for one and the value to all. This helps in creating an atmosphere that leverages our talents. The employees respect each other and create an environment of trust where everybody contributes their best.

• The Power of Agility: before VUCA became a buzzword, P&G figured that business solutions are neither easy nor are they straightforward. There is too much change, complexity and many different parameters affecting the problem. P&G believes that it can win only when the employees are aligned into the world around and see the problem from all perspectives. This happens when they understand their customers, consumers, stakeholders, competitors and employees. The Power of Agility states further that the employees need to apply all of their knowledge to the business decisions thus, prioritising & being disciplined with the decision-making methods.

4.2 Core Staffing Activities

4.2.1 Recruitment


Organizational activities that provide a pool of applicants for the purpose of filling job openings. It is a process to discover the sources of manpower to meet the requirements of the staffing schedules and to employ the effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. It is a process of searching for prospective employees. Stimulating & encouraging them to apply for jobs in the organization. (HUL, n.d.)


Select a job opening

All job openings (fixed term and many temporary opportunities) are published on the ITC website.

Fixed term positions are published for a minimum of 30 days and temporary positions for a minimum of seven days. Candidates may also apply to ITC's Temporary Support Pool.

By clicking on the specific job opening, the detailed job description, including eligibility criteria, can be accessed. Select the job opening for which you would like to apply and click on “Apply” to access the ITC online application system.

Please ensure the relevance of your background and experience compared to the job opening before applying. The qualifications, experience and language requirements specified in the job opening are considered to be the minimum eligibility requirements for the position and candidates should only consider submitting an application if they fully satisfy all of these essential requirements.

Create your account

On the off chance that you are a first-time client, you need to make your record. Enroll on our online application framework by tapping on the "Snap here to join now" connect. You will be required to finish and present a User Registration Form. A computerized email will be sent to you with a connection to initiate your record.

In the event that you are a returning client of the ITC online application framework, sign in utilizing your User ID and secret word.

Complete your e-PHF

Once you have activated your account you will be able to log in. Select the job opening of your interest and click on “Apply” to complete your Personal History Form (PHF).

You will be required to complete all mandatory fields (marked with asterisks) and to click on “Save and proceed” to move to the next section. Please note that partially completed PHFs will be saved and may be completed at a later time.

Returning users will be able to add new details, as well as update and modify the information in their existing Personal History Forms.

Submit your e-PHF

When you have finished every one of the segments of the PHF, please guarantee that you check the data previously presenting your application. Once submitted, you will have the capacity to see your application yet you sick not have the capacity to alter it.

It won't be conceivable to present an application after the due date indicated in the opening notification. We prescribe that you print your finished PHF for your records quickly in the wake of presenting your application.

After accommodation, your online application will be recognized by means of a robotized email to the address that you have given. Kindly don't send your application by means of different courses and shun sending to ITC extra duplicates or different records unless they were particularly asked. Because of the vast number of candidates to every opportunity nor ITC's Human Resources group nor the significant enlisting supervisor will have the capacity to answer particular enquiries with respect to the rivalries advance.


To meet the organizational demands at P&G, the HRD follows a systematic approach and structure helping employees to identify the key performance index and determine the responsibilities, skills and qualifications necessary for each job.


1. Job Structuring & Definition:

The process called Job structuring begins in a department, when the need for it arises. This structure gets approved & sent it to the HRD, which is reviewed for the requirement as per the forecasted data thus, starting the recruitment & selection process.

2. Job Description:

It is a written, documented statement that explains the various duties, working environment and other aspects of jobs that are specified. It defines the job in terms of the content and scope it carries. Although the format is variable, the job description may include information on job responsibilities and duties.

P&G takes care that their employees and are well aware of their responsibilities and duties by keeping a check on the employee's performances. It also takes care to provide them the best working environment, which was made clear from the fact that during a survey conducted it was found that the environment was tranquil and professional where every manager level employee had his own workstation and a desk.

However, the job structure at P&G is not pre-structured but is prepared with the consultation of the HR manager, the HoD and the applicant himself. This is then adjusted and matched with respect to the parent company. P&G respects its employees by allowing them to set their own goals and target their objectives.

3. Job Specifications:

Job specification describes the demands of the job on the employees as to what are the human skills that are required for the different jobs. These requirements include experience, training, education and the ability to meet physical and mental demands. Job specification is summarized and known as a Benchmark at P&G. Benchmark is based upon different positions. All the bio data and resumes are weighed on this.

4. Job Standards:

Job standards are benchmarks against which employee performance is measured. It also serves, as the goals the employees are required to meet. As the goal setting at P&G is done by the employee's participation there is a high level of motivation and there is seldom a person who performs below expectations. P&G boasts of its standards always being met by its employees.


Over the years, P&G has been recognized as one of the most innovative and professional companies in terms of the recruiting practices. They are one of the very first to:

• develop a patented, scoreable online application form

• create the multi-function school team campus concept

• recognize the importance of a paperless, web-based recruiting structure

Their recruitment philosophy is based on three principles:

1. Built from within:

Everyone has an equal opportunity to succeed as entry level managers at the same level and progress throughout the organization. They consider themselves a development company because our managers train their replacements every day, through on-the-job, formal classroom and web-based training.

2. Recruit the Best:

They aim to attract and recruit finest people in the world and continually develop ways to extend their reach to bring a truly diverse mix of students to the company each year.

3. Power of People:

P&G people are the company's greatest assets and recruiting is critical to their success, so we take it seriously. The recruiting organization:

• Expects results

• Measures performance

• Never lets the status quo dictate what we will do

• Develops and uses creative tools to find and identify the most qualified candidates.

The process takes time and commitment, but it is important to understand their capabilities and know whether the aspirants are a culture fit


Step 1: Check Vacancies and Apply

• Select the position

• Click the "Apply online" button

• Complete the general questions in the application form

• Attach the resume to the application form

• A confirmation e-mail regarding the application.

Step 2: Assessment

• Provided with a link to the "Online Assessment" right after submitting the application. The test provides with the information about the competencies and interest areas.

• Either start immediately or send it via e-mail to answer in 48 hours

• Pass the online assessment and receive an invitation to take the "Reasoning Test"

Step 3: Initial Interview

• In the Initial Interview, interviewers will ask about past experiences and accomplishments to learn more about the applicant's talents and capabilities.

Step 4: Final Interview

• If successful in the Initial Interview, the applicant will be invited for the Final Interview. At this step, they will be interviewed with at least three interviewers, where they go into greater detail about the competencies based on success drivers.

4.2.2 Selection


Selection is the process of finding the right people with the required qualifications and competencies from the pool of possible candidates. Hence, it is finding right people for the right position.

Hindustan Unilever Limited (HUL ) is one of the biggest FMCG companies. At HUL, the main focus during recruitment lies in finding employees who believe in smart work rather than hard work. Hence to find such an employee they undergo a rigorous recruitment and selection process. Various tests including psychometric and personality tests are given a prime focus.

The steps of selection process are:

1. Reception of Application & Initial Screening Interview

After the completion of the recruitment process the Hindustan Unilever HR team moves on to selection process by:

• Processing the applications received through various job portals.

• Scrutinizing and analysing the data received through online application forms.

2. Evaluating Reference and Biographical Data

After the initial screening the information obtained from the forms is validated and authenticated. Further the references are also checked.

3. Employment Test

The written test measures the candidate on various criteria's like:

• Analytical ability

• Computation Ability

• Verbal Skills

• Written Skills

• General Knowledge

The candidate needs to score above 65% in the test, which makes them eligible for the rest of the process,

4. Assessing Candidate through Interview

Interviews at HUL are conducted through three phases:

First phase:

This phase is conducted in presence of a sales and training manager and an HR manager. In this phase the candidate's situation handling ability is measured.

Second phase:

This phase is conducted in presence of a general sales and operation manager (GOSM), and trade marketing manager. At this stage individual skills are measured. The questions are structured to measure the fitness of the candidate for the specified post.

Third phase:

In this phase the applicant faces the HRD customer development team (CDT). Here the applicants potential for the job is measured. Questions like why they would like to join HUL or why they would like to work in a specific team are asked. The questions try to measure the passion and the thrill in the employees for Unilever.

5. Cognitive Ability Test

HUL does not use any specific cognitive ability test rather the questions asked during the written test provide an insight to the candidate's mentality.

6. Physical Ability Test

In order to ensure the physical fitness of the candidate a physical test for diseases like HIV, Hepatitis or other diseases is conducted with the help of Apollo Hospital.

7. Work Samples

For jobs pertaining to IT, finance etc. a work sample test is also conducted. In this kind of test the applicant is asked to perform a sample task similar to one they have to perform as employee of the organization. This allows to understand the working style of the applicant.

8. Hiring Decision

After a candidate clears all the stages a final decision is taken regarding the selection of the candidate and hiring is done.


ITC follows a process of hurdle selection criteria for selecting the right candidate for the job.


The initial stage of selecting of employees is the preliminary screening round. Only the candidates that are able to pass the basic requirements of job and fit the eligibility criteria are considered for the further round of process. Once the deadline for a job opening has passed, the hiring manager will produce a shortlist of candidates to pass to the assessment stage of the recruitment process.

Technical knowledge and skills assessment

After clearing the first hurdle, the next hurdle is presented to the employees in the form of assessment of their technical knowledge. The employees have to give a test to determine their expertise in the domain. The timing of the test are flexible and are at the discretion of the employee, but it has to be given within a stipulated time. Only the candidates passed will be called for the further rounds.

Candidates applying to General Service posts (fixed-term and temporary) will be invited to undertake a test aimed at assessing the candidate's computer literacy. The rest is based on Microsoft Office 2010 Word, Excel and PowerPoint. This test is administered at ITC and last one hour and 30 minutes.


After clearing various earlier hurdles, the next hurdle is presented in the form of reference and background checks. The final appointment at ITC is only given after the various academic and other certificates produced by the candidate are checked for their authenticity. This is an exhaustive process and done under close consideration. Only those candidates who produce certificates of academic qualification from accredited institutes are given a green signal to move forward. If you had indicated in your application that you have objections to contacting your current employer, this employer is not contacted until you have been selected for and you have confirmed your interest in a position. If you are selected for inclusion in the roster no reference checks are conducted with a current employer unless you are informed of your upcoming selection.

Competency-based interviews

ITC interviews are competency-based (CBI) and focus on the seven competencies that have been identified as key to the organization and are defined in the UN Competency Framework.

Each job opening lists the competencies that are specific to that post and interviewers will ask questions aimed at determining candidates' past performance, achievements and contributions related to these competencies.

Interviews may take place at ITC Headquarters in Geneva, Switzerland, or via videoconference at a facility close to the candidate's location.

ITC assessment panels for interviews are usually composed of three voting members: the hiring manager, two subject-matter experts at the same or higher level of the job opening, one of whom from the same work unit and one from outside the work unit where the job opening is located, as well as a Human Resources representative who is non-voting.

Notification and appointment

ITC will contact just those hopefuls that will be welcome to take part in the determination procedure and will advise them on an official choice at end of the choice procedure. Because of the careful survey process for each employment opportunity, the choice procedure may take a couple of months to be finished. To check the status of the determination procedure, click here.

Toward the finish of the choice procedure, the effective competitor will get an offer of arrangement by ITC Human Resources. Work with ITC is dependent upon the hopeful passing a pre-business restorative examination, and check of confirmations and individual references.


A program is a pool of hopefuls who have just been evaluated as appropriate applicants through the determination procedure and who are prepared for quick choice for comparative positions. In the event that you have been educated of your incorporation in the list, either in light of the suggestion for a particular or for a nonexclusive employment opportunity, you can conceivably be chosen for a forthcoming employment opportunity without undergoing the whole choice process. When you are incorporated into a list, you might be reached by email if ITC is thinking about you for a position, or you may decide to incidentally put on hold or for all time pull back your program enrolment. Regardless of whether you are put on a program, we prescribe that you consistently look our site for employment opportunities and effectively apply for positions for which you think you are qualified.


Recruitment and Selection is performed in a very strategic manner at P&G. As mentioned above, there are two broad levels of employees at P&G:

a) A&Ts (assistant and technicians): These are the ones who sit for the Q&T test

b) Management Employees: These are the ones who sit for the Global Problem solving or GPST test.

The figure here below shows the steps involved in the recruitment and selection process for A&Ts and Management Employees. The recruitment and selection process followed for the A&Ts and management employees is very similar except for the Online Assessment test. After the CV assessment or PST test, next that the management candidates have to clear is the Online Assessment test before the screening interview.


P&G Recruitment and Selection Process


Selection steps at P&G:



3.Initial Interview

4.Final Interview

5.Your offer and your future


Selection at P&G involves the following clear cut processes. A candidate must clear each level of selection process to be finally be hired at P&G.

• Written test

• Online evaluation

• Screening Interview

• Panel interview

Initial screening is done by taking a written test, with the applicants qualifying for the next round i.e. interview. There is first an interview with the HR manager followed by department head and then a panel of executives.

4.2.3 Employment


ITC is a standout amongst the most significant companies in India and gives guide business chances to more than 20,000 workers. ITC energizes full time coordinate business. It additionally gives circuitous work over the esteem bind to almost 5 million individuals, whose occupations are considerably connected to their relationship with ITC. Roundabout business covers the supply and circulation arrange, agri-sourcing, social and ranch ranger service, e-Choupals, ladies' strengthening and smaller scale endeavors, and domesticated animals advancement.

The work base is essentially in India and spread the nation over. In spite of the fact that a portion of the organizations are in the horticulture and tourism areas, coordinate labor numbers don't vary altogether, with the exception of in the Leaf Tobacco business where around 2,300 representatives are locked in on an occasional premise.

The more up to date organizations, and the development of the conventional organizations, have encouraged a critical increment in net work, mirroring the feasible idea of ITC's organizations and its commitment to social and monetary capital. It ought to likewise be noticed that labor costs have expanded from Rs. 377 crores in 2003-04 to Rs. 546 crores in 2005-06, an expansion of more than 45% over a time of 2 years, indicating ITC' s sense of duty regarding drawing in and holding ability and paying its kin a focused compensation. All workers are paid compensations which are altogether higher than the statutory least wages.

The market for ability is to a great degree aggressive in India. There is an immense bungle amongst request and supply of ability crosswise over levels. Regardless of these difficulties, wearing down among the incompetent, semi-gifted and talented classifications was under 5% for each annum (barring Hotels) and 11% including Hotels. Among administration staff, incorporating bleeding edge staff in retail, inns and FMCG organizations, the weakening was around 13%. More than 25% of this steady loss was among representatives who had put in under 2 years of administration, and the essential explanation behind the same was advertise request. Steady loss among center and senior administration was not noteworthy, mirroring the robustness of the work culture and authority ability. Worker turnover did not affect business development and gainfulness as reflected in an expansion of around 28% in Net Turnover and 22% in PBT in 2005-06 as contrasted and 2004-05. At this moment ITC representatives more than 25000 workers in India.

5.0 Summary and Comparison of the Processes Roles and Responsibility for Recruitment & Selection Processes for Employer

6.0 Recommendations

7.0 Conclusion

8.0 Limitations

9.0 Annexure


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