Summer Training Report

SUMMER TRAINING REPORT On AMTEK GROUP PROJECT TITLE RECRUITMENT AND SELECTION Submitted in partial fulfillment of the requirements of the two year Master Of Business Administration (MBA). Submitted by SONAM SINGH Batch: 2010-2011 INSTITUTE OF MANAGEMENT & SCIENCE UNIVERSITY LUCKNOW Declaration by Organization This is to certify that project report entitled RECRUITMENT AND SELECTION done by- Sonam Singh [MBA(HR&IR)2010-2011] for Amtek Auto Limited is original work. This has been carried out as Summer training under my guidance for partial fulfillment of Master Of Business Administration in HR&IR at Institute Of management & science,University Of Lucknow,Lucknow Place-GURGAON,HARIANA DateReporting Office Declaration By Student I hereby declare that the Project work entitled Recruitment and Selection submitted by me for partial fulfillment of master of Business administration In HR&IR Institute Of management &Science,University Of Lucknow is my own original work and has not been submitted earlier either to IMS,University Of Lucknow or to any other Institution for the fulfillment of the requirement for any course of study. I also declare that no chapter of this manuscript in whole or in part is lifted and incorporated in this report from any earlier / other work done by me or others. Place : Gurgaon Date : July 2011 Signature of Student Name of Student:- SONAM SINGH Table of Content 1. Acknowledgement 2. Executive Summery 3. Introduction 3.1 Beverage Industry 3.2 Classification 4. Energy Drink 4.1 History 4.2 Caffeinated energy drink 4.3 Benefit of Energy drink 4.4 Disadvantages of Energy Drink 5. Company study 5.1 Introduction 5.2 Company history 5.3 Description of Business 5.3.1 Mission 5.3.2 Vision 5.3.3 Objective 5.3.4 Value 5.4 Departments 6. Product (Tzinga) 6.1 Introduction 6.2 Ingredient and nutritional information 6.3 Price 6.4 Place 6.5 Promotion 6.6 SWOT Analysis 6.7 Competitors 6.7.1 Red Bull 6.7.2 Gatorade 7 8 9 9 10 13 14 17 18 19 20 20 21 21 22 22 22 23 24 24 25 26 26 26 27 29 29 31 6.7.3 XXX Energy Drink 6.8 Target Market 7. Project 7.1 Introduction 7.2 Statement Of Problem 7.3 Objective 7.4 Problem Definition 8. Plan 8.1 Response 9. Hurdles 10. Recommendation 11. Conclusion 12. References 32 34 35 35 35 36 37 39 42 43 44 45 1. Acknowledgement Summer Training is a nurturing period which is indispensable for joining any company. On the voyage of learning I came across many hurdles but each hurdle was a good experience for me. At each step of my training, my mentor gave me full support which helped me in carrying positive attitude whenever I faced any problem. Firstly, I take this opportunity to thank Dr. R.K. Singh (Director of Institute Of Management & Science, University Of Lucknow), who has always stood by me and encouraged me to embark on the path of learning. I wish to convey my special thanks to, my company project guide Ms. Anshu Bhardwaj (Senior Executive) and all employees who have helped me directly or indirectly in my difficulties at Amtek Auto Limited. Area Office, Gurgaon,Haryana who have been a constant source of inspiration and encouragement to me. I wish to express my deepest and most sincere thanks to my Faculty Guide and mentor, Dr. ARCHNA SINGH who has continuously guided me throughout this project. Last but not the least I would like to thank my fellow management trainees from MDU,Rohtak. By interacting with them, I was able to generate more meaningful ideas that have enabled me to further complete this project successfully. 2. Executive Summery The purpose this report is to summarize my Summer Training project for my evaluation. This project was done at amtek Auto ltd. and was done nearly for two month duration at their Gurgaon office. This report based on recruitment & selection of Amtek auto limited and my objective is to share my practical experience and professional life, which I got during the training period. This report is a brief description and summary of word which I had done during my internship period in Amtek Auto Ltd. Dharuhera Gurgaon. The Training program provides me the great opportunity of being exposed to actual business, dealing and opportunity of professional insight which help me in future. It was a great experience for me to work in this organization. My theoretical knowledge about my subject becomes stronger after working practical. In this report I had detailed company analysis and target market. These are also correlated with the concept taught in 1st year of MBA.the project given and work done had been explain in the report later. The final result, conclusion, and expectation have been mentioned at the end of the report. INTRODUCTION Automobile industry The automotive industry designs, develops, manufactures, markets, and sells motor vehicles, and is one of the world's most important economic sectors by revenue. The term automotive industry usually does not include industries dedicated to automobiles after delivery to the customer, such as repair shops and motor fuel filling stations About 250 million vehicles are in use in the United States. Around the world, there were about 806 million cars and light trucks on the road in 2007, consuming over 260 billion gallons of gasoline and diesel fuel yearly.[1] In the opinion of some, urban transport systems based around the car have proved unsustainable, consuming excessive energy, affecting the health of populations, and delivering a declining level of service despite increasing investments. Many of these negative impacts fall disproportionately on those social groups who are also least likely to own and drive cars.The sustainable transport movement focuses on solutions to these problems. The Detroit branch of Boston Consulting Group predicts that, by 2014, one-third of world demand will be in the four BRIC markets (Brazil, Russia, India and China). Other potentially powerful automotive markets are Iran and Indonesia. CLASSIFICATION OF AUTOMOBILES The high growth in the Indian economy has resulted in many foreign car manufacturers entering the Indian market. Rolls Royce, Bentley and Maybach are examples of the few high end automobile manufacturers to enter India in the recent years. There were only a few handful of cars in the Indian market in the 1980s. Most of these were outdated models like Hindustan Motors' Ambassador (which is still produced and sold). The only car with the latest technology then was the Maruti 800. It became very popular because of the low price, high fuel efficiency and good reliability. Since then the market has grown with over 20 manufacturers and hundreds of models and variants. The Maruti 800 is at the lower end of the price range costing approx US $5,000 and Bugatti Veyron at the other with a price tag of over 2 Million US dollars. The Indian automotive industry has also greatly matured. The Tata Indica was indigenously developed by Tata Motors. Another Indian manufacturer Mahindra & Mahindra also came up with its own SUVs, the Scorpio and the Bolero. These cars have proved very popular here and are also exported to the European markets. An electric car is also manufactured by a local company, REVA. Tata Motors plans to produce the world's first air powered in partnership with MDI of France. The passenger vehicle sales in India crossed the one million mark in 2005. This segment grows at 10-15% annually. Around 85% of the cars sold in India are financed as against the global average of 70%. In neighbouring China,only 15-20% vehicles are financed. There are only three cars in India for 1000 people as compared to the other extreme 500 cars for 1000 people in the United States. Goldman Sachs has predicted that India will have the maximum number of cars on the planet by 2050 overtaking the United States. Production Facilities BMW y Chennai,Tamil Nadu Chevrolet y Halol,Gujrat Fiat y Pune,Maharashtra Ford y Chennai,Tamil Nadu Honda y Noida,Uttar Pradesh Hyundai y Chennai,Tamil Nadu Mahindra y Nashik,Maharashtra Mahindra-Renault y Nasik, Mahrashtra & Chennai, Tamilnadu (Under construction) Mercedes-Benz y Pune,Maharashtra San y Verna,Goa Suzuki y Gurgaon,Haryana Tata y y y y Lucknow,Uttar Pradesh Pune,Maharashtra Jamshedpur,Jharkhand Singur,West Bengal Toyota y Bangalore,Karnataka Domestic Austin y Six (Discontinued) BMW It has set up a plant in Chennai,Tamil Nadu to manufacture cars locally exclusively for the local market with no plans for export 3 Series y 5 Series Chevrolet Cars from Chevrolet are: y y y y y y y Tavera - Rebadged Isuzu Panther Aveo - Second Generation Chevrolet Aveo sedan Aveo UV-A - First Generation Chevrolet Aveo hatchback Forester - (Discontinued) Rebadged First Generation Subaru Forester Optra - Rebadged Daewoo Lacetti SRV - Rebadged Daewoo Lacetti Spark - Formerly Daewoo Matiz in India Chinkara y y Roadster Jeepster Daewoo y y y Cielo (Discontinued) Matiz (Discontinued, Now re-launched as Chevrolet Spark)) Nexia (Discontinued) Dodge y Kingsway (Discontinued) Fiat. y y y y y y y Uno(Discontinued) Palio Palio Stile Siena(Discontinued) Siena Weekend (Discontinued) Petra(Discontinued) Adventure Force Motors y y Gama, Cruiser Trax, Toofan, Challenger Ford Ford entered India in collaboration with Mahindra & Mahindra in 1995 with a major plant in Tamil Nadu. The first model was the Escort. y y y y y Escort . Ikon. Mondeo (Discontinued) Endeavour Fusion ± Hindustan Motors y y y y Trekker (Discontinued) Landmaster (Discontinued) Contessa (Discontinued) - 5th Generation Vauxhall Victor Ambassador - a version of the 1950s Morris Oxford. y y y y y Honda Accord City Civic CR-V. Hyundai Santro - second generation Hyundai Atos Accent - second generation Hyundai Accent sedan Sonata - sold as the Sonata Embera Verna - third generation Hyundai Accent sedan Getz - sold as the Getz Prime Elantra - 3rd generation Hyundai Elantra sedan Terracan (discontinued) Tucson y y y y y y y y International Cars & Motors y Rhino Mahindra & Mahindra Limited. y y y y y y y y Armada (Discontinued) Voyager Discontinued) Bolero Commander CL MaXX Scorpio Mahindra and Mahindra Classic This was an open jeep with good off roading capabilities, a 4*4 and 4*2 option, huge headlamps and roof mounted lights. Renault y Logan Mercedes-Benz y y y y M-Class S-Class E-Class C-Class Mitsubishi Motors y y y y Lancer - Sixth Generation Mitsubishi Lancer Cedia - Seventh Generation Mitsubishi Lancer Pajero - Second Generation Mitsubishi Pajero Montero - Third Generation Mitsubishi Pajero Opel y y y y y Corsa (Discontinued) - 2nd Generation Opel Corsa Corsa Sail (Discontinued) - 2nd Generation Opel Corsa Corsa Swing (Discontinued) - 2nd Generation Opel Corsa Vectra(Discontinued) - 3rd Generation Opel Vectra Astra(Discontinued) - 1st Generation Opel Astra Plymouth y Savoy (Discontinued) Premier Automobiles Padmini (Discontinued) 118 NE (Discontinued) Premier Sigma y y y Peugeot y 309 (Discontinued) Renault (Mahindra Renault) y Logan REVA y REVA Rover y Montego (Discontinued) San y Storm Sipani y y y y y Badal (Discontinued) Badal 4 (Discontinued) Dolphin (Discontinued) - a version of the Reliant Kitten, a Reliant Robin with 4 wheels and Triumph inspired front suspension. Montana (Discontinued) Montana D1 (Discontinued) koda koda is an important car manufacturer of India. It recently launched the Laura, the Octavia still continues to exist. Skoda also offers the Superb in India but it's not too popular. y y y Octavia Superb Laura Standard Motors y y y y y y y Standard Vanguard (Discontinued) Standard 8 (Discontinued) Standard 10 (Discontinued) Standard Penant (Discontinued) Triumph Herald (Discontinued) Standard Gazel (Discontinued) Standard 2000 (Discontinued) - Rebadged Rover SD1 Maruti Suzuki Maruti Udyog was formed as a partnership between the Government of India and Suzuki of Japan. It brought India its first "affordable" car, the Maruti 800. It is the biggest car manufacturer in India and especially dominant in the small car sector. After the Maruti 800, it launched the Maruti 1000, followed by the Maruti Esteem the European version of the Suzuki Swift . With the launch of Cielo from DCM Daewoo, Maruti decided to up the game and launched the Maruti Esteem VX, it was followed by the AX version but was dropped later on due to poor sales. Maruti once had a market share of approximately eighty percent, but facing competition with companies like Tata, Hyundai etc. Maruti Udyog's market share has dropped to around forty percent. According to AutoCar India, the only Maruti Suzuki car worth buying is the new Maruti Swift. Maruti Zen's production stopped because of the success of Swift, but it has been revived as the Zen Estilo. y y y y y y 800 Omni 1000 (Discontinued) Maruti Zen (Discontinued, but revived and re-branded as the Zen Estilo) Alto Esteem y y y y y y y y y Baleno - (Discontinued) Baleno Altutra - (Discontinued) Gypsy Swift SX4 WagonR Versa Zen Estilo - First Generation Suzuki MR Wagon Grand Vitara - First Generation Suzuki Grand Vitara Tata Motors Tata Motors, also known as Telco is the third largest car producer in India after Maruti and Hyundai. It was responsible for developing India's first indigenous vehicle, the Indica. It has proved to be a success in the market after initial quality problems. The company also exports the car to many countries.Tata Motors also has an interest in the commercial vehicle segment of which it controls around 70%. y y y y y y y y Estate(Discontinued) Sierra (Discontinued) Sumo Safari Indica Indigo Indigo Marina TL Toyota Toyota Kirloskar sells 4 car models in India. It stopped producing the Toyota Qualis to make way for the Toyota Innova, which was launched in India in 2005. The most expensive car from Toyota is a very powerful SUV - The Land Cruiser Prado. Toyota Kirloskar Motors LTD is a joint venture between Toyota Motor Corporation and the Kirloskar Group. y y y y y Qualis (Discontinued) - 3rd Generation Toyota Kijang Camry - 6th Generation Toyota Camry Corolla - 9th Generation Toyota Corolla Innova Land Cruiser Prado - 3rd Generation Toyota Prado Imports Audi y y y y y Audi A4 Audi A6 Audi A8 Audi TT Audi Q7 BMW y y y BMW 7-Series BMW X5 BMW X3 [edit] Land Rover y y Range Rover Range Rover Sport Mercedes-Benz (Daimler Chrysler) y y y y CLS-Class SL-Class S-Class SLK Class Nissan y y Teana X-Trail Porsche y y y y 911 Boxster Cayenne Cayman Rolls Royce Rolls Royce is perhaps the most respected and prestigious car in automotive history and it is available in India at a price tag of Rs.35,000,000. y Rolls Royce Phantom Volvo y Volvo XC90 COMPANY PROFILE Introduction:Amtek Auto (NSE: AMTEKAUTO, BSE: 520077) is headquartered in New Delhi and is one of the largest integrated automotive component manufacturers in India with a strong global presence. The Company has world class facilities in India, Europe and North America. Amtek Auto has significant expertise in forging, grey and ductile iron casting, gravity and high-pressure aluminum die casting and machining and sub-assembly. The Company also manufactures components for non-auto sectors such as the railways, specialty vehicles, aerospace, agricultural and heavy earth moving equipment. The objective of Amtek Auto Investor Relations is to ensure continuous and open communication with all financial market participants. Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organisation to achieve its objectives. Recruiting individuals to fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside. The advantages of internal recruitment are that: 1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will need shorter periods of training and time for 'fitting in'. 2. The organisation is unlikely to be greatly 'disrupted' by someone who is used to working with others in the organisation. 3. Internal promotion acts as an incentive to all staff to work harder within the organisation. 4. From the firm's point of view, the strengths and weaknesses of an insider will have been assessed. There is always a risk attached to employing an outsider who may only be a success 'on paper'. The disadvantages of recruiting from within are that: 1. You will have to replace the person who has been promoted 2. An insider may be less likely to make the essential criticisms required to get the company working more effectively 3. Promotion of one person in a company may upset someone else. External recruitment External recruitment makes it possible to draw upon a wider range of talent, and provides the opportunity to bring new experience and ideas in to the business. Disadvantages are that it is more costly and the company may end up with someone who proves to be less effective in practice than they did on paper and in the interview situation. There are a number of stages, which can be used to define and set out the nature of particular jobs for recruitment purposes: Job analysis is the process of examining jobs in order to identify the key requirements of each job. A number of important questions need to be explored: the title of the job to whom the employee is responsible for whom the employee is responsible a simple description of the role and duties of the employee within the organisation. Downloaded from The Times 100 Edition - http://www.thetimes100.co.uk Job analysis is used in order to: 1. Choose employees either from the ranks of your existing staff or from the recruitment of new staff. 2. Set out the training requirements of a particular job. 3. Provide information which will help in decision making about the type of equipment and materials to be employed with the job. 4. Identify and profile the experiences of employees in their work tasks (information which can be used as evidence for staff development and promotion). 5. Identify areas of risk and danger at work. 6. Help in setting rates of pay for job tasks. Job analysis can be carried out by direct observation of employees at work, by finding out information from interviewing job holders, or by referring to documents such as training manuals. Information can be gleaned directly from the person carrying out a task and/or from their supervisory staff. Some large organisations specifically employ 'job analysts'. In most companies, however, job analysis is expected to be part of the general skills of a training or personnel officer. Job description A job description will set out how a particular employee will fit into the organisation. It will therefore need to set out: the title of the job to whom the employee is responsible for whom the employee is responsible a simple description of the role and duties of the employee within the organisation. A job description could be used as a job indicator for applicants for a job. Alternatively, it could be used as a guideline for an employee and/or his or her line manager as to his or her role and responsibility within the organisation. Job specification. A job specification goes beyond a mere description - in addition, it highlights the mental and physical attributes required of the job holder. For example, a job specification for a trainee manager's post in a retail store included the following: 'Managers at all levels would be expected to show responsibility. The company is looking for people who are tough and talented. They should have a flair for business, know how to sell, and to work in a team.' Job analysis, description, and specification can provide useful information to a business in addition to serving as recruitment instruments. For example, staff appraisal is a means of monitoring staff performance and is a feature of promotion in modern companies. In some companies, for example, employees and their immediate line managers discuss personal goals and targets for the coming time period (e.g. the next six months). The appraisal will then involve a review of performance during the previous six months, and setting new targets. Job details can serve as a useful basis for establishing dialogue and targets. Job descriptions can be used as reference points for arbitrating in disputes as to 'who does what' in a business.Selection involves procedures to identify the most appropriate candidates to fill posts. An effective selection procedure will therefore take into consideration the following: Downloaded from The Times 100 Edition - http://www.thetimes100.co.uk keeping the costs of selection down making sure that the skills and qualities being sought have been identified, developing a process for identifying them in candidates making sure that the candidates selected, will want the job, and will stay with the company. Keeping the costs of selection down will involve such factors as holding the interviews in a location, which is accessible to the interviewing panel, and to those being interviewed. The interviewing panel must have available to them all the necessary documentations, such as application forms available to study before the interviews take place. A short list must be made up of suitable candidates, so that the interviews do not have to take place a second time, with new job advertisements being placed. The skills required should have been identified through the process of job analysis, description and specification. It is important then to identify ways of testing whether candidates meet these requirements. Testing this out may involve: interviewing candidates asking them to get involved in simulated work scenarios asking them to provide samples of previous work getting them to fill in personality and intelligence tests giving them real work simulations to test their abilities. Induction and training New workers in a firm are usually given an induction programme in which they meet other workers and are shown the skills they must learn. Generally, the first few days at work will simply involve observation, with an experienced worker showing the 'new hand' the ropes. Many large firms will have a detailed training scheme, which is done on an 'in-house' basis. This is particularly true of larger public companies such as banks and insurance companies. In conjunction with this, staff may be encouraged to attend college courses to learn new skills and get new qualifications. Training thus takes place in the following ways: 1. On the job - learning skills through experience at work 2. Off the job - learning through attending courses. Promotion within a firm depends on acquiring qualifications to do a more advanced job. In accountancy for example, trainee accountants will be expected to pass exams set by the Association of Chartered Certified Accountants (ACCA). At the same time, a candidate for promotion must show a flair for the job. It is the responsibility of the training department within a business to make sure that staff with the right skills are coming up through the firm or being recruited from outside. The Association of Chartered Certified Accountants has 300,000 members and students throughout the world. It is a professional body setting standards for the accountancy profession. To be properly qualified, accountants must have passed examinations that make them eligible for membership of one or more professional accounting bodies, such as ACCA. Typically accountants will improve their knowledge and experience by taking courses run and organised by ACCA during their professional training enabling them to develop and enhance their careers. Induction is the process of introducing new employees to an organisation and to their work responsibilities in that organisation. Downloaded from The Times 100 Edition - he recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: y Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: ‡ Posts to be filled ‡ Number of persons ‡ Duties to be performed ‡ Qualifications required y Preparing the job description and person specification. y Locating and developing the sources of required number and type of employees (Advertising etc). y Short-listing and identifying the prospective employee with required characteristics. y Arranging the interviews with the selected candidates. y Conducting the interview and decision making 1. Identify vacancy 2. Prepare job description and person specification 3. Advertising the vacancy 4. Managing the response 5. Short-listing 6. Arrange interviews 7. Conducting interview and decision making The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities. http://www.thetimes100.co.uk