Final

EXECUTIVE SUMMARY:
The project is prepared to explain the process of Human Resource Planning which involves
forecasting the need of the potential candidates , identifying and attracting the potential candidates
from within and outside the organization and evaluating them for future employment. Today's tight
labor in the market is making it more difficult for organizations to find, recruit, and select talented
people. The competition for talent is intensifying, as there is a huge talent in the market. This
makes it more important for the organizations to effectively select and retain quality candidates.
Better recruitment and selection strategies result in improved organizational outcomes. The more
effectively organizations recruit and select candidates, the more likely they are to hire and retain
satisfied employees. The study is based on the process of planning the human resource of the
candidates on the basis of which they will be utilizing their skills for the growth and functions of
the organization.
The present study gives information on the “Human Resource Planning at Hindustan Coca-Cola
Beverages India Private Limited, Bidadi.”
The primary data was collected through questionnaires and secondary data was collected through
journal, articles, internet, books etc.
The study helped to find out the process of the human resource planning. The results of the study
revealed that how planning in human resource could improve the performance of the organization.
CHAPTER 1: INTRODUCTION
1.1 Introduction:
An internship is on-the-job training for academic students, to supplement their formal education
and expose them to the world of work. Internships offer to expand familiarity in them choose area
of work, to find out what they have an importance in a specific line of business, develop
professional network links, build interpersonal skill.
This project report gives a short description about the internship which was carried
out as a part of the MBA program in “Hindustan Coca-Cola Beverages India private limited”
during 2 months starting from 03th of May to June 29th 2018. The work was concentrated on “A
Study on Human Resource Planning at HCCBPL.”
THE OBJECTIVE OF INTERNSHIP:
 To meet professional and potential mentors who can provide guidance & feedback.
 To build the strength, team work spirit and self confidence in life.
 To enhance the ability to improve creativity skills and sharing ideas.
 To provide responsibilities, commitment and trust worthy during the internship.
SCOPE OF INTERNSHIP TRAINING PROGRAM:
 To know the career option available at industries after completion of MBA.

 Training in “Hindustan Coca-Cola Beverages India Private Limited” company which
gives the idea encamp expose to actual management practice performed by the company.
 The internship training program give an idea of functioning of the Human Resource
department in the company.
1.2 INDUSTRY PROFILE:
SOFT drink industry, the production, marketing, and distribution of nonalcoholic, and generally
carbonated, flavored, and sweetened, water-based beverages. The history of soft drinks in
the United States illustrates important business innovations, such as product development,
franchising, and mass marketing, as well as the evolution of consumer tastes and cultural trends.
Many Europeans long believed natural mineral waters held medicinal qualities and favored them
as alternatives to often-polluted common drinking water. By 1772, British chemist Joseph Priestley
invented a means to synthetically carbonate water, and the commercial manufacturing of artificial
mineral waters began with Jacob
Schweppes’s businesses in Geneva in the 1780s and London in the 1790s. The first known U.S.
manufacturer of soda water, as it was then known, was Yale University chemist Benjamin Silliman
in 1807, though Joseph Hawkins of Baltimore secured the first U.S. patent for the equipment to
produce the drink two years later. By the 1820s, pharmacies nationwide provided the beverage as
a remedy for various ailments, especially digestive.
Though the drinks would continue to be sold in part for their therapeutic value, customers
increasingly consumed them for refreshment, especially after the 1830s, when sugar and flavorings
were first added.
In the late 1800s, several brands emerged that were still popular a century later. Pharmacists
experimenting at local soda fountains invented Hires Root Beer in Philadelphia in 1876, Dr. Pepper
in Waco, Texas, in 1885, Coca-Cola in Atlanta, Georgia, in 1886, and Pepsi-Cola in New
Bern, North Carolina, in 1893, among others. Coca-Cola inventor John S. Pemberton's first print
advertisement for his creation read "Delicious! Refreshing! Exhilarating! Invigorating!" while Asa
Candler, the eventual founder of the Coca-Cola Company, promoted his product in the years
leading up to Prohibition as "The Great National Temperance Beverage."
After World War II, the soft-drink industry became a leader in television advertising, the use of
celebrity endorsements, catchy slogans, tie-ins with Hollywood movies, and other forms of mass
marketing, particularly focusing on young consumers and emphasizing youth-oriented themes.
As health and fitness consciousness and environmental awareness became popular, the industry
responded with sugar-free and low-calorie diet sodas, beginning in the 1960s, and later, caffeine-
free colas and recyclable containers.
In 2001, the soft-drink industry included approximately five hundred U.S. bottlers with more than
183,000 employees, and it achieved retail sales of more than $61 billion.
Soft drinks industry in India
The 50-bn-rupee soft drink industry is growing now at 6 to 7% annually. In India, Coke and Pepsi
have a combined market share of around 95% directly or through franchisees. Camp Cola has a
1% share, and the rest is divided among local players. Industry watchers say, fake products also
account for a good share of the balance. There are about 110 soft drink producing units (60% being
owned by Indian bottlers) in the country, employing about 125,000 people. There are two distinct
segments of the market, cola and non-cola drinks. The cola segment claims a share of 62%, while
the non-cola segment includes soda, clear lime, cloudy lime and drinks with orange and mango
flavors.
The per capita consumption of soft drinks in India is around 5 to 6 bottles (same as Nepal's)
compared to Pakistan's 17 bottles, Sri Lanka's 21, Thailand's 73, the Philippines 173 and Mexico
605.The industry contributes over Rs 12 bn to the exchequer and exports goods worth Rs 2 bn. It
also supports growth of industries like glass, refrigeration, transportation, paper and sugar.
The soft drink industry has been urging the government to categories aerated waters (soft drinks)
equitably with other consumer products of mass consumption and remove special excise duty
The industry estimates that the beverage market should grow at twice the rate of GDP growth. The
Indian market should have, therefore, grown by at least 12%. However, it has been growing at a
rate of about 6%. In contrast, the Chinese market grew by 16% a year, while the Russian market
expanded at almost four times the rate of growth of the Indian market.
It may be recalled that Coca-Cola, the world's number one player, was present in India for a long
time in collaboration with an Indian producer but was thrown out in the late 1970s. It reappeared
in India following the economic liberalization era - but after its rival, world's number two, had
already entered in a big way following a long and tough fight against the opposition from the
domestic producers. When Coca-Cola re-entered, it installed a new milestone.
1.3 ORGANIZATION PROFILE
COMPANY BACKGROUND
Hindustan Coca-Cola Beverages Pvt. Ltd, is one of India’s largest FMCG manufacturing and
distribution companies. It is responsible for the manufacture, package, sale and distribution of
beverages under the trademarks of The Coca-Cola Company. The Company owns and operates 21
factories. It also sources from and supports 11 contract packers’ plants. A network of 4,000
distributors and over 1.9 million retail outlets distribute the high quality, great tasting beverages
manufactured by Hindustan Coca-Cola Beverages.
As part of the Bottling Investments Group (BIG) of the Coca-Cola Company, HCCBPL has 21
bottling plants at strategic locations in various states spread across India. We cover approximately
65% of bottling operations for the Coca-Cola system in India HCCBPL has an extensive
distribution system spanning more than a million outlets operating with world class execution
standards. The focus of the system is to develop strong customer value while delivering preferred
choice of refreshment at an arm’s length of desire to the consumer
1.4 PROMOTERS
 Christina Ruggiero, CEO - HCCBPL
 Shukla Wassan, Executive Director - Legal & Corporate Affairs, South Asia
 Harsh Kumar Bhutani, Chief Financial Officer - HCCB & Finance Head - Region South
Asia
 Dinesh Jadhav, Senior Vice President - Supply Chain
 Seema Nair, Executive Director - Human Resources
 Gaurav Khosla, Senior VP - Strategic Procurement
 Prasanna Borah, Chief Information Officer
 Kamlesh Kumar Sharma, Chief Communications Officer
 Ashish Pingle, Head - Business Transformation
 Lagan Shastri, Senior VP - Strategy and Commercial
1.5 VISION:
To be the best sales and distribution company for products in India connecting people and
the products of their choice
1.6 MISSION:
Enriching lives across the country by building a consumer-driven, customer-focused,

employee friendly, profitable, sustainable and socially responsible business in India
1.7 QUALITY POLICY:
“To ensure customer delight, we commit to quality in our thoughts, deeds and actions by
continually improving our processes”
Coca – cola global water standards meet most stringent
International standards for pesticides of <0.1 ppb individual and <0.5 ppb total
Water used for manufacturing beverages in India are tested by independent accredited laboratories
and results are made available.
The water used in the manufacturing of coca – cola meets the most stringent packaged drinking
water standards for pesticide residues of BIS
1.8 COCA- COLA PRODUCTS:
The coca- cola company offers a wide of range of products to the customers including
beverages, fruit juices and bottled mineral water. The company is always looking to
innovate and come up with, either complete new products or new ways to bottle or pack
the existing drinks.
1. Sparkling Beverages
Coca-Cola, Diet Coke, Thums Up, Sprite, Fanta, Limca, Kinley Soda, Schweppes Tonic
Water.
2. Still Beverages
Maaza, Minute Maid Pulpy Orange, Minute Maid Nimbu Fresh, Minute Maid 100% Juices
(Apple, Grapes, Orange, and Mixed Fruit), and Minute Maid range of fruit flavored drinks.
3. Water - Kinley, Bo aqua

1.9 AREA OF OPERATION
Manufacturing process
Processing production
Soft drink bottling or manufacturing involves five major processes, each with its own
safety issues that must be evaluated and controlled:
1. Treating water.
2. Compounding ingredients.
3. Carbonating product.
4. Filling product.
5. Packaging.
The production of soft drink begins with the preparation or “batching” of thick, high- solid syrup
is made in a stainless steel tank by the blending of a flavored concrete containing various artificial
and natural flavors (the concentrate is manufactured by and purchased from the parent company
by the individual bottlers), sodium benzoate (preservative), sugar, and treated water. This syrup is
checked by quality control for conformance to established company standards and then pumped to
the proportioned in the filling area. At the proportioned, the syrup and treated water pass through
pre -set orifices at a constant rate of flow and are blended at a ratio of approximately 1 part syrup
to 5 parts of treated water. The product is then pumped to the chiller/carbonator to produce the
final soft drink of the proper carbonation and fed to the can or bottle filler. During the carbonating
process the soft drink is chilled to approximately 2-5 c to prevent foaming during filling process.
Soft drink canning line showing filling operations
Retumable bottles to be filled are usually hand fed by the case onto a conveyer which carries the
cases of empty bottles to uncaser. The uncaser removes the bottles from the cases and places them
onto the empty bottle conveyer. From the uncaser, the conveyor carries the bottles to the bottle
washer where they are immersed in a 3- 5% hot caustic solution for a specified time period and
rinsed with fresh water prior to their discharge from the bottle washer. Prior to entering the filler,
the bottles are inspected either visually by employees or electronically by a light scanner to insure
no foreign objects or debris is left in the bottle. Non- returnable bottles and cans pass through a
rinse which consists of a series of cold water spray. These sprays remove loose dust and debris
from inside and outside of the containers.
Eight- packs of 2- liter soft drink plastic bottles on the way to an automatic palletizer
The individual bottles are then filled, discharged from the filler, and conveyed to the capper/
closure machine where a crimp cap or twist- off type closure is applied. The containers are then
coded and then passed through the bottle warmer. The warm water sprays inside the warmer to
bring the temperature of the product to approximate room temperature. The purpose of the warmer
is to avoid excessive condensation which would from on the container’s exterior if they were
allowed to gradually warm to room temperature. Any condensation on the container’s exterior
would cause problems for the rest of the packaging involved, including label application and fiber
carton packaging.
After the bottles are discharged from the warmer they are conveyed to the labeler and then to the
case packer where the filled bottles are re- packaged into cases. The cases of product travel to the
pelletizer which automatically stacks the cases on a pallet for storage and shipping.
1.10 Infrastructure Facilities:
1. Transport facilities for employees
2. Separate Cab facilities for managers
3. Canteen Facility
4. Hygienic and clean Working environment
5. First aid center
6. Induction room
7. CCTV room
8. Reception Area
9. Production house and production office
10. Syrup preparation rooms and quality labs
11. Engineering stores
12. Workshops
13. Security office
1.11 COMPETITORS INFORMATION
The one and only global competitors for coca -cola is PepsiCo limited.
Pepsi is the main competitors for Coca-Cola and has proven more capable of growing its business
than has Pepsi. The number- two soda maker PepsiCo has lived in Coca-Cola’s who floundered in
the low- margin and capital- intensive restaurant business.
Coke vs. Pepsi
Rule maker holding coca – cola may be the dominant consumer product growth company. Pepsi
is the main competitors for coca- cola and has proven more capable of growing its business than
has Pepsi.
The number – two soda maker PepsiCo has lived in Coca-Cola’s shadow. Perhaps it’s the
perceived golden touch in warren buffet’s 8% stake in the Coca – Cola Company. Perhaps it’s the
stories of common folk who became millionaires today by holding just one share of coca -cola
stock acquired in 1919 at the company’s initial public offering. Perhaps it’s simply because for
year’s coca -cola executed a smarter business strategy by selling just the high – margin cola
Syrup, in contrast to PepsiCo who floundered in the low – margin and capital -
intensive restaurant business. During 2000, the coca – cola company turned in a
remarkably financial result. Coca – cola generated $31.87 billion in sales; sales. It
has earned $2.2 billion in net profits; coca – cola generated free cash flow of $2.9
billion;
Other competitors:
 Cadbury Schweppes
 Nestle
Domestic competitors
 Meghan fruits products pvt ltd, putter

1.12 SWOT ANANLYSIS:
Strength: 1. The best global brand in the world in

terms of value
2. World largest marketing share in
beverage
3. Strong marketing and advertising
4. Most expensive beverage distribution
channel
5. Customer loyalty
6. Bargaining power over suppliers
7. Corporate social responsibility
Weakness: 1. Significant focus on carbonated drinks

2. Undiversified product portfolio
3. High debt level due to acquisition
4. Negative publicity
5. Brand failures or many brand with
insignificant amount of revenues
Opportunities: 1. Bottled water consumption growth

2. Increasing demand for healthy food
and beverage
3. Growing beverage consumption in
emerging markets
4. Growth through acquisitions
5. Developing nations.
Threats: 1. Changes in consumer preferences
2. Water scarcity
3. Strong dollar
4. Legal requirements to disclose
negative information on product labels
5. Decreasing gross profit and net profit
margins
6. Competition from PepsiCo
7. Saturated carbonated drinks market
1.13 FUTURE GROWTH/FUTURE OUTLOOK
The forward – earnings valuation analysis is only meaningful if these companies deliver on their
growth expectations. Over – promising and under – delivering has been the way of coca – cola for
the past three years. That said, new CEO Doug daft has been shaking things up internally in
Order to right the ship. On Thursday, coca -cola announced that its first – quarter unit case volume
(the company’s standard measure of beverage shipments) would grow 4-5%. The company is
counting on accelerating growth in the remaining quarters of this year in order to meet its full -
year 2001 target of 6-7% unit case volume growth. One can’t help but be jaded by the fact that
coke’s sales have grown only 4.3% annually since 1998.
HCCPBL on 12th February 2000 at Bidadi. Almost 400 persons were present for this auspicious
occasion. The Bidadi unit is spread over an area of 15 acres. This is the state of the art bottling
facility with four lines one of which is a pet line. The plant can operate at a capacity of 1550 bottles
per minute and it has distinction of being the largest plant of its kind in India this is the first pet
plat in the system in India to secure single penalty status in the SLP audit.
The number one juice brand in India, while also rising to the number one position in the category
in south Asia. Continues to see accelerated growth in the market, and is on track to become the
sports drink category leader in India by 2020.
The company follows the policies of the basic coca- cola company, Atlanta and also by the Indian
headquarters, Gurgaon.
CHAPTER 2: CONCEPTUAL BACKGROUND AND LITERATURE
REVIEW
2.1 THEORETICAL BACKGROUND OF THE STUDY:
2.1.1 HUMAN RESOURCES
A Human Resource is a single person or employee within the organization. Human Resources is
also the organizational function that deals with the people and issues related to people such as
compensation, hiring, performance management, and training. The resource that resides in the
knowledge, skills, and motivation of people. Human resource is the least mobile of the four
factors of production, and (under right conditions) it improves with age and experience, which no
other resource can do.
It is therefore regarded as the scarcest and most crucial productive resource that creates the
largest and longest lasting advantage for an organization. A human-resources department (HR
department) of an organization performs human resource management, overseeing various
aspects of employment, such as employment standards, administration of employee benefits,
compliance with labour law and some aspects of recruitment and dismissal.
2.1.2 HUMAN RESOURCE MANAGEMENT
Human Resource Management is the management of human resources. It is designed by the HR
Department to maximize employee performance in service of an employer's strategic objectives.
It is primarily concerned with the management of people within organizations, focusing
on policies and on systems. HR departments are responsible for overseeing employee-
benefits design,employee recruitment, training and development, performance appraisal, and
rewarding (e.g., managing pay and benefit systems). HR also concerns itself with organizational
change and industrial relations, that is, the balancing of organizational practices with
requirements arising from collective bargaining and from governmental laws.HR is a product of
the human relations movement of the early
20th century, when researchers began documenting ways of creating business value through
the strategic management of the workforce. It was initially dominated by transactional work,
such as payroll and benefits administration, but due to globalization, company consolidation,
technological advances, and further research. HR as of now focuses on strategic initiatives
like mergers and acquisitions, talent management, succession planning, industrial and labour
relations, and diversity and inclusion.
Human resources focuses on maximizing employee productivity. HR professionals manage

the human capital of an organization and focus on implementing policies and processes. They
can specialise on recruiting, training, employee-relations or benefits. Recruiting specialists find
and hire top talent. Training and development professionals ensure that employees are trained
and have continuous development. This is done through training programs, performance
evaluations and reward programs. Employee relations deals with concerns of employees when
policies are broken, such as in cases involving harassment or discrimination. Someone in
benefits department develops compensation structures, family-leave programs, discounts and
other benefits that employees can get. On the other side of the field are Human Resources
Generalists or business partners. These human-resources professionals could work in all areas or
be labour-relations representatives working with unionized employees.
2.1.3 HR PROCESS
The process includes various steps mentioned as follows:
i. Recruitment: Recruitment (hiring) is a core function of human resource management.

It is the first step of appointment. Recruitment refers to the overall process of attracting,
selecting and appointing suitable candidates for jobs (either permanent or temporary)
within an organization. Recruitment can also refer to processes involved in choosing
individuals for unpaid positions, such as voluntary roles or unpaid trainee roles.
The Human Resources are the most important assets of an organization. The success or
failure of an organization is largely dependent on the caliber of the people working
therein. Without positive and creative contributions from people, organizations cannot
progress and prosper. In order to achieve the goals or perform the activities of an
organization, therefore, we need to recruit people with requisite skills, qualifications and
experience. While doing so, we have to keep the present as well as future requirements of
the organization in mind.
Definition: Recruitment is the process of locating and encouraging potential applicants to
apply for existing or anticipated job openings.
Recruitment aims at:
Attracting large number of qualified applicants who are ready to take up the job offer.
Offering enough information for unqualified persons to self-select themselves out.
Sources of Recruitment:
Sources of recruitment can be classified as internal and external
Internal Sources:
Persons who are already working in an organization constitute the ‘Internal Sources’.
Retrenched employees, retired employees, dependents of deceased employees may also
constitute the internal sources. Whenever any vacancy arises, someone from within the
organization is upgraded, transferred, promoted or even demanded.
External Sources
External sources lie outside an organization. Here the organization can have the services
of:
Employees working in other organizations;
Job Aspirants registered with employment exchanges.
Students from reputed Educational Institutions.
Candidates referred by unions, friends, relatives and existing employees.
Candidates forwarded by search firms and contractors;
Candidates responding to the advertisements, issued by the organization;
Unsolicited applications/ Walk-Ins.
Methods of Recruitment:
The following are the most commonly used methods of recruiting people.
Internal Methods:
Promotions and Transfers
Job Posting
Employee Referrals
External Method:
Direct Methods:
Campus Recruitment
Indirect Methods:
Advertisements:
Newspapers Ads
Television and radio ads
Third Party Methods:

Private employment search firms
Employment exchanges
Gate hiring and contractors
Unsolicited applicants/ walk-Ins
Internet Recruiting
Need for recruitment:

The need for recruitment may be due to the following reasons / situation:
Vacancies due to promotions, transfer, retirement, termination, permanent, disability, death
and labor turnover.
Creation of new vacancies due to growth, expansion and diversification of business
activities of an enterprise. In addition, new vacancies are possible due to job specification.
Purpose and Importance of Recruitment:

Determine the present and future requirements of the organization in conjunction with its
personnel-planning and job analysis activities.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of the selection process by reducing the number of visibly
under qualified or overqualified job applicants.
Help reduce the probability that job applicants, once recruited and selected, will leave the
Organization only after a short period of time.
Meet the organization’s legal and social obligations regarding the composition of its work
force.
Begin identifying and preparing potential job applicants who will be appropriate
candidates.
Increase organizational and individual effectiveness in the short term and long term.
Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants.
SELECTION:
Introduction:
The size of the labor market, the image of a company, the place of posting, the nature of
job, the compensation package and a host of other factors influence the manner in which
job aspirants are likely to respond to the recruiting efforts of a company. Through the
process of recruitment, a company tries to locate prospective employees and encourages
them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants
for selection.
Definition:
To select means to choose. Selection is the process of picking individuals who have
relevant qualifications to fill jobs in an organization. The basic purpose is to choose the
individual who can most successfully perform the job, from the pool of qualified
candidates.
RECRUITMENT PROCESS IN GENERAL:
ii. Goal setting: Goal setting involves the development of an action plan designed
to motivate and guide a person or group toward
a goal. Goal setting can be guided by goal-setting
criteria (or rules) such as SMART criteria. SMART
stands for Specific, Measurable, Attainable, Reliable,
Time-bound goals. Goal setting is a major component
of personal-development and management literature.
iii. Training and development: Training refers to making the employees learn new
skills related to the job. They include on the job and off the job training methods.
Development, on the other hand refers to developing the employee in terms of attitude,
behavior and competencies to prepare him for future positions through coaching and
mentoring.
iv. Compensation and benefits: This function involves creating pay structures and
plans according to various compliances like Minimum Wages Act, Fair Wages Act, etc.
The plans are structured also according to what the employee deserves. Other factors
affecting compensation are internal and external equity, industry standards, change in the
environment and ability of the organisation to provide benefits.
v. Performance management: Performance management is a process by which
managers and employees work together to plan, monitor and review an employee’s work
objectives and overall contribution to the organization. More than just an annual
performance review, performance management is the continuous process of setting
objectives, assessing progress and providing on-going coaching and feedback to ensure
that employees are meeting their objectives and career goals.
vi. Career management: Career management is the combination of
structured planning and the active management choice of one's own professional career.
Career orientation referred to the overall design or pattern of one's career, shaped by
particular goals and interests and identifiable by particular positions that embody these
goals and interests. Career strategy pertains to the individual's general approach to the
realization of career goals, and to the specificity of the goals themselves. Two general
strategy approaches are adaptive and planned. Career tactics are actions to maintain
oneself in a satisfactory employment situation. Tactics may be more or less assertive,
with assertiveness in the work situation referring to actions taken to advance one's career
interests or to exercise one's legitimate rights while respecting the rights of others.
vii. Leadership development: Leadership development expands the capacity of individuals
to perform in leadership roles within organizations. Leadership roles are those that
facilitate execution of a company's strategy through building alignment, winning
mindshare and growing the capabilities of others.
2.2Literature review:
1. Abu Zafar Mahmudul Haq, “Recruitment and Selection Process of a Private

Commercial Bank in Bangladesh”
The objectives of the study was to evaluate the existing recruitment and selection process
of the Dhaka Bank Ltd. The study found that For external sources Dhaka Bank Limited
does advertisement, takes help from the employment agencies (only for technology
department), do campus recruitment, arrange internship for the students, take employee
from personal contact or by employee leasing. It concluded that first of all the main
important thing for an organization is the recruitment, which exists in this bank, is
assumed traditional. In this case, what they can do is that they can go for campus
recruitment, hire institute for helping them recruiting people.
2. Akuamoah Worlanyo Saviour, “The Impact of Effective Recruitment and Selection

Practice on Organizational Performance”
Volume-16, 2016, Global journal of management and business research.
This study investigated the current recruitment and selection practices and their impact at
University of Ghana. Recruitment and selection of employees to a greater extent
determines the performance of an organization and it is of great importance if
organizations want to achieve their goals. The analysis revealed that University of
Ghana has policies and practices with regards to recruiting and selection of employees,
the following insights were given to help improve upon existing practices, the procedure
for recruiting and selection should be strictly followed in order to ensure that the right
employees are provided for the college.
3. Dr. Bala Koteswari, Kavya S, “Effectiveness of recruitment and selection process at

Milltec machinery private limited”
Volume-4, June 2017, International journal of Human resource and Industrial
research.
The main purpose of the study was to hunt, how the Recruitment and Selection in the
organization are carried out and the various techniques used to recruit applicants. Further
the objective of the study was to find out the strategies used by the organization in
recruitment and selection process and its effectiveness. From the study, the findings
determine that the Organization is doing timeliness recruitment and selection process and
manpower planning is efficient. It is also found that the organization uses external source
as its main source of recruitment and it is effectiveness.
4. Dr. N. Sree Rajani, Dr. V. Bhargavi Reddy, A. Parvathi, “Recruitment practices in

IT sector”
Volume- 5, April 2016, International journal of scientific and technology research.
The article focuses on how efficiently the IT sector follows the Recruitment &
selection processes and to trace out the differences of the same between the Indian & MNC
companies if any. The present study identifies Retention of talent and Recruitment,
identification and hiring of right talent have become challenges and also study has
identified that employers were experiencing difficulty in filling jobs at different levels due
to lack of competent job applicants. It can was concluded that firms are having concern
for recruitment as it has become a challenge. Firms are systematizing recruitment by
policy-strategy approach and employing methods that are considered effective.
5. Dr G.Vignesh, Santhosh Kumar, “Study on recruitment and selection in service

industries”
Volume-4, March 2016, International journal of human resource research review.
The main objective of the study was to examine the importance of recruitment and selection
in service industries. This study suggested the company shall respond quickly to the
qualified candidates than the time taken at present. This would increase the reliability of
the company thereby increasing the satisfaction level. Hence, if the effectiveness of
recruitment & selection process is being maintained in the company many benefits such as
High client referrals, High reputation &Brand image & High talent pool network can be
gained.
6. Elena Lukova “Choosing Recruitment Strategies”

Volume- 2, 2014, LSBM working paper.
This study aimed at investigating the problem of recruiting new employees that a German
company confronts in the market of accountancy and tax consultancy (ATC). Given that
the major constraint preventing the CEP from expansion of its competitive advantage in
the market is the lack of workforce in the company, internal recruiting methods have been
excluded from consideration as a possible solution. Therefore Following the resource-
based view theorists, human capital appears to be the core value of expertise-
oriented businesses like an accountancy and tax consultancy that requires specific
qualifications in relevant areas.
7. “Employee recruitment and selection practices by small and medium sized

enterprises”
Volume-4, 2016, International journal of economics, business and finance.
The study examines employee recruitment and selection practices of SMEs into details
with the aim of identifying their challenges and establishing best practices in recruitment
and selection systems applicable and convenient for such enterprises considering their
important role to the country. The study found out among other things that poor planning,
lack of employee competencies, lack of recruitment skills, ineffective job analysis,
ineffective selection methods, poor leadership, lack of good conditions of service are
some of the challenges faced by the SMEs in recruitment and selection of employees. It is
important that recruitment and selection be carried out in a more formalized, systematic
and effective manner.
8. Geeta Kumari, Jyoti Bhat and K. M. Pandey, “Recruitment and Selection Process: A
Case Study of Hindustan Coca-Cola Beverage Pvt.Ltd”
Volume-1, October 2010, International journal of innovation.
The study has been made about recruitment and selection process of Hindustan Coca-
Cola Beverage Private limited, Gangyal in Jammu in India. It observed that the
company has got all the databases fully computerized. All employees opined that the
company hires consultancy firms or recruitment agency for hiring candidates. It can be
said that in spite of some odd factors, the company was doing well since establishment.
9. Ghulam Nabi, “Effective Recruitment and Selection Procedures”

Volume-4, October 2014, Policy and administration research.
The focus of this study was mainly to analyze the effectiveness of the fair recruitment and
selection procedures in the public sector universities of Azad Jammu & Kashmir and
Pakistan. The study found that organizational politics and line management have the
greater influence on the effectiveness of fair recruitment and selection procedures.
Secondly, fairness of recruitment and selection procedures proved interconnected and
interrelated. The organizational politics influence over the effectiveness of fair recruitment
and selection in the public sector universities of Azad Jammu & Kashmir and Pakistan.
10. Joy O. Ekwoaba, Ugochukwu U Ikeije and Ndubuisi Ufoma, “The impact of
recruitment and selection criteria on organizational performance”
Volume-3, March 2015, Global journal of human resource management.
This study investigates the impact of recruitment and selection criteria on performance of
the organization. The findings of this study is in tandem with existing information in the
literature that recruitment and selection criteria have significant effect on organization’s
performance. The study suggests that in designing and instituting recruitment and selection
criteria quality should not be compromised.
11. Junaid Ashraf, “Examining the public sector recruitment and selection, in relation
to job analysis”
Volume-3, 2017, Logent social sciences.
The purpose of this research was to study the recruitment and selection practices in public
sector of Pakistan with respect to job analysis. Job analysis is the most essential part of
human resource activities. The research found out that they do not make proper job
descriptions and employees tasks do not match with the given job description, which
ultimately effects the performance of the public sector organizations in Pakistan.
12. Luba Tomcikova “The effective recruitment and selection practices of organizations
in the financial sector operating in the Slovak republic”
ISSN: 1339-4509, 2016, Exclusive (e-journal).
The paper provides a theoretical-analytical view of the issue of recruitment and selection
of employees as one important practices of human resource management. Part of the
article are the results of research, which deal with the following key topics: what strategies
HR managers use to recruit for two types of positions, managerial/professional and non-
management positions. From a human resource management perspective, recruitment and
selection reflect broader staffing strategies, and represent the first stage of the management
of human resources (employees) towards organizational goals.
13. Md. Rabiul Islam and A M Mokarrom Hossain Khan, “Recruitment and selection
procedure on Palmal groups”
Volume- 5, June 2015, International journal of business and technopreneurship.
The main objective of this study was to know the recruitment and selection policies of
Palmal group. The researcher found that company has fair and transparent recruitment
process and it uses both internal and external recruitment channels. This requires a sharp
business focus from HR professionals and the delivery of high quality HR systems that are
integrated into the organization strategy and operations.
14. Ms.G.KARTHIGA, Dr.R.Karthi, Ms.P.Balaishwarya, “Recruitment and selection
process”
Volume-5, April 2015, International journal of scientific research publication.
The main objective was to study the recruitment and selection process of the organization.
Using this survey the researcher could identify the recruiting modules conducted in the
organization, various factors considered for the recruitment and selection process and the
satisfaction level of the employee towards the Recruiting. The organization can improve
its functioning and the overall Recruitment and Selection Process in the organization and
its performance will increase.
15. Muhammad Anosh, Naqvi Hamad, Anam Batool, “Impact of Recruitment and
selection of HR Department Practices”
Volume-6, 2014, European journal of business and management.
The purpose of this study was to find out what happened or is the truth in the recruitment
and selection that people do it regularly honest with their particular area of work or
activity in which the aim is to make a profit with different levels which are presence on
the organizational task with different organizations. The result shows the positive
relationship in this research because the significance level is the .003. Because condition
of the employment in the organization can be change easily and adapt to different
conditions and circumstances as they occur.
16. Neeraj Kumari, “A Study of the Recruitment and Selection process: SMC Global”
Volume-2, 2012, Industrial engineering letter.
The main objective is to identify general practices that organizations use to recruit and
select employees and, to determine how the recruitment and selection practices affect
organizational outcomes at SMC Global Securities Ltd. The company considered portals
as the most important medium of hiring employees. The employees working in the
company consider the employee references are one of the most reliable source of hiring
the new employees. Company always takes in consideration the cost-benefit ratio.
17. Rakib Ahmed, “Employee Recruitment and Selection Procedures of NGOs”
Volume 2, November 2013, Asian business review.
The basic objective of this research was to explore the recruitment and selection procedures
of NGOs based on BRAC. The study found out that largest NGOs emphasize
professionalism and career orientations and implement long-term, forward looking
approaches in their selection, recruitment, and remuneration. The small and mid-size
NGOs, however, do not possess HR/ personnel management practices of their own; rather
they follow and imitate larger members. The implications for HRM practitioners and scope
for further research were discussed here.
18. Sudhamsetti.Naveen, Dr.D.N.M Raju, “Study on recruitment & selection process

with reference to three industries, cement industry, electronics industry, sugar
industry”
Volume- 15, January 2014, IOSR journal of business and management.
The main objective of this paper was to identify general practices that organizations use
to recruit and select employee’s .The study also focus its attention to determine how the
recruitment and selection practices affect the organizational outcomes. It is observed that,
the selected industries have satisfied all the procedures of recruitment. To motivate the
employees; the selected industries have planned to offer incentives of both monetary and
non-monetary .The study reveals that the recruitment and selection process offered in three
selected industries is effective.
19. Sujeet Kumar & Ashish Kumar Gupta “A Study on Recruitment & Selection Process
with Reference to electronics industry”
Volume-1, November2014, International journal of research.
The main objective was to identify general practices that organizations use to recruit and
select employees and, to determine how the recruitment and selection practices affect
organizational outcomes at Electronics Industry, The company considered portals as the
most important medium of hiring employees and then employee references are also act
as the important source of recruiting people. The result of the study showed that the
company is following an effective Recruitment and Selection process to maximum extent.
20. Syamala Devi Bhoganadam, Dr. Dasaraju Srinivasa Rao, “A study on recruitment
and selection process of sai global yarntex private limited”
Volume-4, October 2014, International journal of management research and review.
The aim of the paper was to study the recruitment and selection process followed at Sai
GlobalYarntex Private Limited. The research findings reveal that sai global yarntex private
Limited follows best recruitment and selection process and they are satisfied with the
organizational climate and the organization follows ethical recruitment policy.
CHAPTER 3: RESEARCH DESIGN
3.1 Statement of the Problem

It is a difficult task for organizations to search, recruit, and select talented people and train them
in today’s tight labor market. As there are fewer qualified talents available, the competition is
intensifying. This shortage leads to absolutely essential for organizations to conduct effective
recruitment, selection, and retain quality talents. What is more is that acquiring the right talent is
becoming an increasingly complex and challenging activity.
Recruiting has always been a stitch in the side of company productivity. It is expensive. It is time
consuming. Even though study after study shows the high cost of employee turnover in time,
money, and lost productivity recruiting has continued to often be rushed and superficial. When the
rubber hits the road, managers often just want a warm body.
The present study helps to analyze the effectiveness of recruitment and selecting process and to
provide suitable suggestions.
3.2 Need for the study

 To enhance my knowledge in the area of recruitment and selection as it has a wider scope
in HR field.
 The study makes an attempt to analyze the possible outcomes of the recruitment and
selection for HR departments.
 To get practical knowledge on recruitment and selection process adopted in the

organization.
 The project helps to understand the various factor of recruitment and selection and its
effectiveness.
3.3 Objectives of the study
 To understand the recruitment and selection at HCCBPL.
 To analyze the various factors of recruitment and selection, and measure the effectiveness
of the process.
 To comprehend the results and provide suitable suggestions.
3.4 Scope of the study:
This study is based on recruitment and selection survey conducted in HCCBPL, Bidadi. The scope
of the study is to give much needed information to the company, the employees as well as fellow
researchers.
From this study the company gets information on the awareness of recruiting and selection of
efficient personnel in the organization, information regarding employees needs and wants.
This study is very much useful to the employees since they will be able to share the knowledge
regarding the current processes being held in that organization, its effectiveness and give
suggestions.
3.5 RESEARCH METHODOLOGY:
RESEARCH:
The efficient examination concerning and investigation of new things to my studies and sources
appropriate information to build up realities and achieve new conclusions.
RESEARCH METHODOLOGY:
Is the systematic, theoretical analysis of the methods applied to a field of study. It comprises the
theoretical analysis of the body of methods and principles associated with a branch of knowledge.
RESEARCH DESIGN
It refers to the overall strategy that we choose to integrate the different components of the study in
a coherent and logical way, thereby, ensuring their will effectively address the research problem;
it constitutes the blueprint for the collection, measurement, and analysis of data.
METHOD OF COLLETION OF DATA:
Primary data collection
Primary data collection is also called as first-hand data where can we get information directly for
the researcher. In the present study data is collected from the questionnaire.
Secondary data collection
In the present study secondary data is collected from ready journal, articles, internet, books, etc.
SAMPLING TECHNIQUE:
Sampling design
The sampling design used in this survey is non- probability sampling method considering the
scope and size of the survey.
SAMPLING SIZE
The sample size consists of 100 respondents who are working in the company at various levels.
Sampling Unit: Hindustan Coca-cola Beverages Pvt Ltd, Bidadi.
STATISTICAL TOOLS USED IN THE RESEARCH:
Bar charts
It is a type of graphical representation of information in terms of numerical values and variables

by heights or length of lines which has equal width usually rectangular.
3.6 Limitations of the study:
The following are some of the limitations of the study:
1. Reaching large number of respondents in short period was not possible.

2. Due to time constraint and large number of employees in the organization, questionnaire
could be circulated to a limited number of employees.
3. As one employee differs from another employee, similarly their perception towards the job
may also differ, which makes it difficult to arrive at a conclusion.
4. Getting accurate responses from the respondents due to their inherent problems. They may
be partial or refuse to cooperate.
5. The study is only limited to Hindustan Coca-Cola Beverages India private Limited, Bidadi.
3.7 Chapter Scheme

On the completion of all the study and research, this study has been divided into five chapters,
below mentioned are the same:
Chapter 1 – This chapter is an introductory chapter. It provides introduction about company
profile and industry profile.
Chapter 2 –This chapter gives details about the conceptual background and literature review of
the study.
Chapter 3 – This chapter basically deals with the research design been used in this study.
Chapter 4 – This chapter explains the key findings done for this study with the help of
questionnaires distributed to the employees of Hindustan Coca-Cola private limited centered in
India.
Chapter 5 – This chapter basically deals with the conclusions drawn from the findings and
justifying the entire research made, recommendations and suggestions are proposed in this chapter
about how the process of recruitment and selection be improved in Coca-Cola, India.
Chapter 4: Analysis and Interpretation
4.1 Introduction
This chapter evaluates the findings which are analyzed through questionnaires filled by the
employees of Hindustan Coca-Cola private limited (India) concerning the human resource
planning procedure in their company and how they were selected and if they are satisfied with
their job or not. The data is analyzed received from the questionnaires filled by the company
employees of Coca-Cola, India.
4.2 Analysis of Respondents / non-respondents
About 120 questionnaires were issued to be filled by the employees of Hindustan Coca-Cola
private limited about the effectiveness of recruitment and selection in their company. Out of 120
only 110 were distributed; amongst which about 100 had valid and complete responses.
4.3 Findings for each research question:
The employees of Hindustan Coca-Cola Beverages India Private Limited were asked some
questions regarding the process of human resource planning in their company through
questionnaires. The responses from them are as below:-
5.4 TABELS
4.4.1 CLASSIFICATION OF THE RESPONDENTS ON THE BASIS OF GENDER
Table 1: Table showing the classification of the Respondents on the basis of Gender:
Particulars Respondents Percentage

Male 79 79
Female 21 21
Total 100 100
Analysis: In the above table 81%of the respondents are male and 19% of the respondents
are female.
Chart 1: Chart showing the Classification of respondents on the basis of Gender
100
79
90
80
70
60
50
40
30
21
20
10
0
Male Female
Interpretation: From the above graph it can be interpreted that majority of the employees
are male candidates
4.4.2 CLASSIFICATION OF THE RESPONDENTS ON THE BASIS OF AGE
GROUP
Table 2: Table showing the classification of the Respondents on the basis of Age
Group:

18-25 42 42
26-35 35 35
36-45 12 12
46-55 0 0
Above 55 1 1
Total 100 100
Analysis: In the above table 40% of the respondents are aged between 18-2, 48.2% of the
respondents are aged between 26-35, 11% of the respondents are aged between 36-45, 0%
of the respondents are aged between 46-55 and remaining 0.90% of the respondents aged
55years and above.
Chart2: Chart showing classification of Respondents on the basis of Age group.
60
35
50
42
40
30
20
12
10
0 1
0
18-25 26-35 36-45 46-55 Above 55
Interpretation: From the above graph we can analyze that the majority of the employees
are aged between 30-40years.
4.4.3: LENGTH OF SERVICE (IN YEARS) OF THE RESPONDENTS AT HCCBPL
Table 3: Table showing the length of service (in years) of the Respondents at
HCCBPL

Less than 5 54 54
6-10 42 42
11-15 2 2
16-20 0 0
Above 20 2 2
Total 100 100
Analysis: In the above table 54% of the respondents experience is less than 5years, 42% of
the respondents experience is 6-10years, 2% of the respondents experience is 11-15years,
2% of the respondents experience is more than 20years,
Chart 3: Chart showing the length of service (in years) of the Respondents at
HCCBPL
70
54
60
50
42
40
30
20
10
2
2
0
0
Less than 5 6-10 years 11-15 years 16-20years More
Interpretation: From the above graph it can be inferred that majority of respondents experience is
less than 5years.
TABLE 4.4.4: EMPLOYEES CLARITY ABOUT THE POSITION OBJECTIVES,
REQUIREMENTS AND CANDIDATESPECIFICATIONS IN THE RECRUITMENT
PROCESS
Table 4: Employees clarity about the position objectives, requirements and candidate
specifications in the recruitment process

Yes 90 90
No 10 10
Total 100 100
Analysis: It can be analyzed that out of 110 respondents, 90% respondents said that the
organization clearly define the position objectives, requirements and candidate
specification in the requirement process and 9.09% told its not defined clearly.
Chart 4: Chart showing Employees clarity about the position objectives,

requirements and candidate specifications in the recruitment process.
120
90
100
80
60
40
20 10
0
yes No
Interpretation: It can be inferred that there is a clear define of the position objectives,
requirements and candidates specification in the recruitment process.
TABLE 4.4.5: ORGANIZATION AFFIRMATIVE ACTION IN SELECTION PROCESS
Table 5: Organization affirmative action in selection process

Poor 5 5
Adequate 66 66
Excellent 29 29
Total 100 100
Analysis: It can be analyzed that 4.54% respondents said that the organization’s affirmative
action needs clarified and supported in the selection process is poor, 64.54% said adequate
and remaining 30.9% said excellent.
Chart 5: Chart showing organization affirmative action in selection process

80
66
70
60
50
40
29
30
20
10 5
0
Poor Adequate Excellent
Interpretation: It can be interpreted that there is an adequate organization’s affirmative

action needs clarified and supported in the selection process.
TABLE 4.4.6: ORGANIZATION TIMELINESS RECRUITMENT AND SELECTION
PROCESS
Table 6: Organization timeliness recruitment and Selection process

Yes 89 89
No 11 11
Total 100 100
Analysis: In the above table 82.72% of the respondents said that the organization doing
timeliness recruitment and selection process and 11.81% of the respondents said
organization doesn’t have timeliness recruitment and selection process.
Chart 6: Chart showing organization timeliness recruitment and Selection process
100
89
90
80
70
60
50
40
30
20 11
10
0
Yes No
Interpretation: It can be interpreted that organization had timeliness recruitment and

selection process.
TABLE 4.4.7: EFFECTIVENESS OF THE INTERVIEWING PROCESS AND OTHER
SELECTION INSTRUMENTS
Table 7: Effectiveness of the interviewing process and other selection instruments

Poor 7 7
Adequate 63 63
Excellent 30 30
Total 100 100
Analysis: In the above table 6.36% respondents said that effectiveness of the interviewing
process and other selection instruments, such as testing is poor, 61.81% are said it’s
adequate and remaining31.81% respondents said it’s excellent.
Chart 7: chart showing effectiveness of the interviewing process and other selection
instruments
80
63
70
60
50
40 30
30
20
10 7
0
Interpretation: It can be interpreted that the effectiveness of the interviewing process and
other selection instruments, such as testing is adequate in the organization.
TABLE 4.4.8: HR TEAM ACTION AS A CONSULTANT TO ENHANCE THE QUALITY
OF THE APPLICANT PRE-SCREENING PROCESS
Table 8: HR team action as a consultant to enhance the quality of the applicant pre-
screening process

Yes 91 91
No 9 9
Total 100 100
Analysis: In the above table 89% of the respondents said that HR team act as a consultant
to enhance the quality of the applicant pre-screening process and remaining 8.18%
respondents said HR team doesn’t responds.
Chart 8: chart showing HR team action as a consultant to enhance the quality of the
applicant pre-screening process
120
91
100
80
60
40
20
9
0
Yes No
Interpretation: It can be interpreted that HR team act as a consultant to enhance the quality
of the applicant pre-screening process.
TABLE 4.4.9: HR DEPARTMENT’S PERFORMANCE IN RECRUITMENT AND
SELECTION
Table 9: HR department’s performance in recruitment and selection

Poor 6 6
Adequate 63 63
Excellent 31 31
Total 100 100
Analysis: In the above table 5.45% of the respondents said that HR departments
performance in recruitment and selection is poor, 60.90% said adequate and 32.72% said
HR team performance is excellent.
Chart 9: Chart showing HR department’s performance in recruitment and selection
80
70 63
60
50
40 31
30
20
10 6
0
Interpretation: It can be interpreted that the HR department’s performance in recruitment

and selection is adequate.
TABLE 4.4.10: HR DEPARTMENT EFFICIENCY IN SELECTION POLICY OF THE
EMPLOYEES
Table 10: HR Department efficiency in Selection Policy of the employees

Yes 91 91
No 9 9
Total 100 100
Analysis: In the above table 90% of the respondents told HR department is efficient in
selection policy of the employees and remaining 8.18% said HR department is not efficient.
Chart 10: Chart showing HR Department efficiency in Selection Policy of the

employees
120
91
100
80
60
40
20
9
0
Yes NO
Interpretation: It can be interpreted that HR department is efficient in selection policy of

the employees.
TABLE 4.4.11: STAGES INVOLVED IN SELECTING THE CANDIDATE
Table 11: Stages involved in selecting the candidate

1 5 5
2 16 16
3 31 31
4 25 25
More 23 23
Total 100 100
Analysis: In the above table 4.54% respondents said only one stage is involved in selection
of a candidate, 14.54% respondents said two stages were involved, 34.54% respondents
said three stages were there, 34.54% respondents said four stages were involved and
remaining 20.90% respondents said that selection process involved more than four stages.
Chart 11: chart showing Stages involved in selecting the candidate

40 31
35
30 25
25 23
20
16
15
10
5
5
0
1 2 3 4 More
Interpretation: It can be said that organization had three stages in selecting the candidate.
TABLE 4.4.12: AVERAGE TIME SPENT BY ADMIN DEPT. DURING RECRUITMENT
(EACH CANDIDATE)
Table 12: Average time spent by Admin dept. during recruitment (each candidate)

10mins 22 22
10 to 20 mins 23 23
20 to 30 mins 30 30
More 25 25
Total 100 100
Analysis: In the above table 20% of the respondents said 10mins has been spent by admin
dept. during recruitment, 28.18% respondents said 10 to 20mins has been spent, 25.45%
respondents said 20 to 30 mins has been spent, and remaining 25.45% respondents said
more than 30mins has spent during recruitment.
Chart 11: Chart showing average time spent by Admin dept. during recruitment
(each candidate)
35
23
30 30 25
25 22
20
15
10
0
10mins 10 to 20 20 to 30 more
Interpretation: From the above table it can be interpreted that 28.18% respondents spent
10 to 20mins during recruitment
TABLE 4.4.13: EFFECTIVE COMMUNICATION OF ROLES AND RESPONSIBILITIES
TO THE EMPLOYEES.
Table 13: Effective communication of roles and responsibilities to the employees.

Yes 93 93
No 7 7
Total 100 100
Analysis: In the above table 88.18%of the respondents said the roles and responsibilities
are communicated in the effectively and 10% respondents said it’s not communicated
effectively.
Chart 13: chart showing effective communication of roles and responsibilities to the
employees.
120
93
100
80
60
40
20 7
0
Yes No
Interpretation: From the above table it can be interpreted that roles and responsibilities of
the employees are communicated in the effective way.
TABLE 4.4.14: RATING OF RECRUITMENT PROCESS OF ORGANIZATION
Table 14: Rating of recruitment process of organization

Very good 31 31
Good 52 52
Average 17 17
Total 100 100
Analysis: In the above table 30.90% of the respondents said the recruitment process of their
organization is very good, 51.84% said good and remaining 17.27% said it is average.
Chart 14: chart showing rating of recruitment process of organization
60 52
50
40
31
30
17
20
10
0
Very good Good Average
Interpretation: It can be interpreted the organization had good recruitment process.
TABLE 4.4.15: ATTRIBUTES PREFERENCE FOR RECRUITMENT AND SELECTION.

Table 15: Attributes preference for recruitment and selection.

Experience 29 29
Qualification 26 26
Both 45 45
Total 100 100
Analysis: In the above table 26.36% of the respondents are said that experience is taken
into preference for recruitment and selection process, 28.18% of respondents said
qualification is taken into preference and remaining 45.45% of respondents said both
experience and qualification is taken into preference.
Chart 15: Chart showing attributes preference for recruitment and selection.
60
45
50
40
26
29
30
20
10
0
Experience Qualification Both
Interpretation: From the above graph it can be interpreted that both qualification and
experience is taken into preference during recruitment and selection process.
TABLE 4.4.16: SELECTION PROCEDURE RATING OF ORGANIZATION

Table 16: Selection procedure rating of organization

Difficult 22 22
Semi-difficult 45 45
Moderate 22 22
Rigid 11 11
Total 100 100
Analysis: In the above table 20% of the respondents said the selection procedure in their
company is difficult, 45.45% of the respondents said it was semi-difficult, 24.54% of the
respondents said the procedure was moderate and remaining 10% said the procedure was
rigid.
Chart 16: Chart showing selection procedure rating of organization
60
45
50
40
30 22
22
20
11
10
0
Difficult Semi-difficult Moderate Rigid
Interpretation: It can be interpreted that majority of respondents facing semi-difficulties in

selection process of their organization.
TABLE 4.4.17: REASONS FOR ACCEPTING THE OFFER IN THE ORGANIZATION

Table 17: Reasons for accepting the offer in the organization

Relocation 4 4
Relation with employer 10 10
Decent salary 11 11
Opportunities for 59 59
growth
Job security 7 7
Identification with the 9 9
company
Total 100 100
Analysis: In the above table 5.45% of the respondents said reason for accepting the offer
in the organization because of relocation, 11.8% of the respondents said they accepted
because of relation with employer, 12.72% of the respondents said they accepted because
of decent salary, 60% of the respondents said they accepted because of opportunities of
growth, 13.6% of the respondents said they accepted because of job security, 11.8% of the
respondents said they accepted because of identification with the company.
Chart 17: Chart showing reasons for accepting the offer in the organization
70 59
60
50
40
30
20
11 7
10 9
10 4
Interpretation: It can be interpreted that opportunities for growth in the organization is high.
TABLE 4.4.18: EMPLOYEES SATISFACTION WITH THE PRESENT RECRUITMENT
AND SELECTION PROCESS
Table 18: Employees satisfaction with the present recruitment and selection process
Satisfied 83 83
Highly Satisfied 11 11
Dissatisfied 4 4
Highly Dissatisfied 2 2
Total 100 100
Analysis: In the above table 80% of the respondents satisfied with the current recruitment
and selection process in their organization, 13.63% of the respondents are highly satisfied,
3.63% of the respondents are dissatisfied, 1.82% of the respondents are highly dissatisfied.
Chart 18: Chart showing employees satisfaction with the present recruitment and
selection process
100
83
90
80
70
60
50
40
30
20 11
10 4 2
0
satisified highly satisified Dissatisified Highly dissatisified
Interpretation: It can be interpreted that respondents are satisfied with the present
recruitment and selection process followed in their organization.
CHAPTER 5: FINDINGS, CONCLUSION AND SUGGESTIONS
5.1 FINDINGS
 In the organization 81% of the respondents are male.

 48% of respondents are aged between 26 to 35 years.
 54% of respondents working experience is less than 5 years.
 91% of respondents have clarity about the position objectives, recruitment and candidate’s
specification in the recruitment process.
 65% of respondents felt that the organization affirmative action in selection process is
adequate.
 83% of respondents said organization doing timeliness recruitment and selection process.
 62% of respondents said effectiveness of the interviewing process and other selection
instruments are necessarily adequate.
 89% of respondents felt HR team action as a consultant to enhance the quality of the
applicant pre-screening process.
 61% of respondents said HR department’s performance in recruitment and selection is
adequate.
 90% of respondents agreed that HR department is Efficient in selection policy of the
employees.
 34.5% of respondents say’s that 3stages are involved in selecting the candidate.
 28% of respondents said 10 to 20 mins of time spent by admin department during re
recruitment (each candidate).
 88% of respondents agreed that communication of roles and responsibilities are effective.
 52% of respondents said recruitment and selection process of organization is good.
 In recruitment process in the organization experience and qualification will be taken into
consideration.
 45.5% respondent felt slight difficulty in selection procedure of organization.
 Majority of the respondents accepted the offer by the organization because they feel they
can have a good opportunity for growth.
 80% of respondents are satisfied with the current recruitment and selection process.
5.2 SUGGESTIONS
1) Skilled and qualified persons for the relevant job to be hired.
2) Sourcing candidates is slightly poor. It takes long time, so the company should improve in
this process.
1) The organization should have more stages in selection process.
2) With new recruitment software things will be improved to large extent.
3) Structured round of interview would be good, to analyze the candidates.
4) Interviews are found to be in-effective in finding right candidates.
5) The company should make the process of applying to the job simple
6) Required in-depth information about the company while recruiting candidate. To

make sure induction to be attended by each and every individual.
7) After the interview the feedback is must, whether the candidate is selected or not, and
also in eases of delay.
5.3 CONCLUSION
The focus of human resource planning is to match the capabilities of prospective candidates against
the demands and rewards inherent in a given job. For this reason, top performing companies devote
considerable resources and energy to creating high quality selection systems. Recruitment and
selection process are important practices for human resource management, and are crucial in
affecting organizational success. The quality of new recruits depends upon an organization's
recruitment practices, and that the relative effectiveness of the selection phase is inherently
dependent upon the caliber of candidates attracted.
From the analysis, recruitment and selection is of prime importance to HCCBPL in order to get
the best of employees, however, it faces lots of challenges in its quest to recruit its workforce. The
issue of employee referrals seems to place unfair advantage over others, as more often than not,
they are favored compared to those who use a different channel. From the analysis it was realized
that, more employee accepted the offer in the organization because of opportunities of growth.
Despite these challenges it was realized that these measures (recruitment and selection practices)
have been effective in the selection of employees for HCCBPL. Recruitment and selection of
employees to a greater extent determines the performance of an institution and it is of great
importance if institutions want to achieve their goals.
ANNEXURE
Dear Sir/Madam
I Sandeep I doing my MBA at GITAM University, have undertaken a project “A study on Human
Resource Planning” at Hindustan Coca-Cola Beverages India Private Limited.
I would be grateful if you would kindly make convince to spare your valuable time for filling up
the questionnaire enclosed. I do undertake that the information collected through this questionnaire
shall be kept confidential and will be used for academic purpose only.
Demographic Information:
Questionnaire for the Effect of Training & Development on Employee

Performance in HCCBPL
Name: ………………………………………………….
Age:
a) 18 – 25
b) 26 – 35
c) 36 – 45
d) 46 – 55
e) 56 – 59
Department: ………………………………………………….
1. Your Organization considers training as a part of organizational strategy. Do you agree

with this statement?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
2. How many training programs will you attend in a year?

 Less than 10
 10-20
 20-40
 More than 40
3. To whom the training is given more in your organization?

 Senior staff
 Junior staff
 New staff
 External
4. What are all the important barriers to Training and Development in your organization?
 Time Money
 Lack of interest by the staff
 Non-availability of skilled trainer
5. What mode of training method is normally used in your organization?

 Job rotation
 External training
 Conference/discussion
 Programmed instruction
6. Employees are given appraisal in order to motivate them to attend the training. Do u
agree with this statement?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
7. Training is must for enhancing productivity and performance?

 Completely agree
 Partially agree
 Disagree
 Unsure
8. From the following training methods under which training method you have trained?
 On the job
 Off the job
 Both
9. Did you attend the training program before induction in the organization
 Yes
 No
10. If you trained under on the job training method then from the following method which
method you had undergone?
 Job rotation
 Coaching
 Other
11. If you trained under off the job training method from the following method which
 Lecture method
 Vestibule method
 Other
12. Are you satisfied with the effectiveness of training program?

 Excellent
 Very Good
 Average
 Poor
13. Do you think that the feedback can evaluate the effectiveness of training program?
 Yes
 No
14. Do you like to attend the training program?

 Yes
 No
15. How often do you undergo training?

 Every week
 Every one month
 Every three months
 Once a year
16. What are the methods of facilitation at the training you have attended?
 Lecture
 Demonstrations
 Discussions
 Presentation
 Seminar
17. Do the methods used during training have any impact on your skill?
 Yes ( )
 No ( )
18. How will you rate the quality of the training program for which you have participated?
 Very poor
 Poor
 Average
 Good
 Very good
 Excellent
19. How relevant were the trainings you received to your work?
 Not relevant at all
 Not relevant
 Not sure
 Effective
 Very effective
20. In your opinion, do you think training has helped improve your job performance?
 Yes
 No
Questionnaire on the Welfare Activities in HCCBPL
Name: ………………………………………………….
Age:
a) 18 – 25
b) 26 – 35
c) 36 – 45
d) 46 – 55
e) 56 – 59
Department: ………………………………………………….
1. From how many years you are working with this Organization?
a. 0-5 Years
b. 5-10 Years
c. 10 to 15 Years
d. More than 15 Years
2. How do you rate the Working Environment of the Organization?

a. Highly Satisfactory
b. Satisfactory
c. Averagely Satisfactory
d. Dissatisfactory
e. Highly Dissatisfactory
3. How do you rate the medical benefits provided by the Organization for the employees &
their families?
b. Satisfactory
c. Average
d. Dissatisfactory
4. Does the company provide maternity leave to Employees?

a. Yes
b. No
5. How do you rate the working Hours of the Organization?

b. Satisfactory
c. Average
d. Dissatisfactory
6. How do you rate the activities arrangement of the Organization?

b. Satisfactory
c. Average
d. Dissatisfactory
7. How do you rate the Conveyance Allowance (Transport facility) offered by the
Organization?
b. Satisfactory
c. Average
d. Dissatisfactory
8. Rate the uniforms offered by the Organization?

b. Satisfactory
c. Average
d. Dissatisfactory
9. How do you rate leave policy of the Organization?

b. Satisfactory
c. Average
d. Dissatisfactory
10. Employee’s satisfaction level with regard to sick leave.
b. Satisfactory
c. Average
d. Dissatisfactory
11. Does the Organization offers sufficient number of toilets?

a. Yes
b. No
12. Rate the canteen services provided by the organization.

b. Satisfactory
c. Average
d. Dissatisfactory
13. Rate the Rest room and lunch room facility to the employees?
b. Satisfactory
c. Average
d. Dissatisfactory
14. How are you satisfied with cultural programs facility for every events?
b. Satisfactory
c. Average
d. Dissatisfactory
15. Rate the company taking care of the employees working in night shift?
b. Satisfactory
c. Average
d. Dissatisfactory
16. Does working in the organization give you a feeling of security?

a. Yes
b. No
17. Rate the company taking safety measures for employee safety?
b. Satisfactory
c. Average
d. Dissatisfactory
18. Do you think employee welfare activities of the Organization give a feeling of safety and
improves your performance?
a. Yes
b. No
19. The relation between employees and management are harmonious.

b. Satisfactory
c. Average
d. Dissatisfactory
20. Rate the overall satisfaction with employee welfare activities of the Organization?
b. Satisfactory
c. Average
d. Dissatisfactory
Questionnaire on the Effect of Human Resource Planning in HCCBPL
Name: ………………………………………………….
Age:
a) 18 – 25
b) 26 – 35
c) 36 – 45
d) 46 – 55
e) 56 – 59
Chart Title
a) 18 – 25 b) 26 – 35 c) 36 – 45 d) 46 – 55
Department: ………………………………………………….
1. From how many years you are working with this Organization?
a. 0-5 Years
b. 5-10 Years
c. 10 to 15 Years
d. More than 15 Years
Chart Title
a. 0-5 Years b. 5-10 Years c. 10 to 15 Years d. More than 15 Years
2. How do you rate the Working Environment of the Organization?

b. Satisfactory
c. Averagely Satisfactory
d. Dissatisfactory
Chart Title
a. Highly Satisfactory b. Satisfactory c. Averagely Satisfactory

d. Dissatisfactory e. Highly Dissatisfactory
3. How do you rate the medical benefits provided by the Organization for the employees &
their families?
b. Satisfactory
c. Average
d. Dissatisfactory
Chart Title
a. Highly Satisfactory b. Satisfactory c. Average

4. Does the company provide maternity leave to Employees?

a. Yes
b. No
Chart Title
a. Yes b. No
5. How do you rate the working Hours of the Organization?
b. Satisfactory
c. Average
d. Dissatisfactory
Chart Title

6. How do you rate the activities arrangement of the Organization?

b. Satisfactory
c. Average
d. Dissatisfactory
Chart Title

7. How do you rate the Conveyance Allowance (Transport facility) offered by the
Organization?
a. Highly Satisfactory b. Satisfactory
c. Average d. Dissatisfactory
Chart Title

8. Rate the uniforms offered by the Organization?

Chart Title

9. How do you rate leave policy of the Organization?
Chart Title

10. Employee’s satisfaction level with regard to sick leave.

Chart Title

11. Does the Organization offers sufficient number of toilets?
a. Yes
b. No
Chart Title
a. Yes b. No
12. Rate the canteen services provided by the organization.

Chart Title

13. Rate the Rest room and lunch room facility to the employees?
Chart Title

14. How are you satisfied with cultural programs facility for every events?
b. Satisfactory
c. Average
d. Dissatisfactory
e. Highly Dissatisfactor
Chart Title

15. Rate the company taking care of the employees working in night shift?
b. Satisfactory
c. Average
d. Dissatisfactory
Chart Title

16. Does working in the organization give you a feeling of security?

a. Yes
b. No
Chart Title
a. Yes b. No
17. Rate the company taking safety measures for employee safety?
b. Satisfactory
c. Average
d. Dissatisfactory
Chart Title

18. Do you think employee welfare activities of the Organization give a feeling of safety and
improves your performance?
a. Yes
b. No
Chart Title
a. Yes b. No
19. The relation between employees and management are harmonious.
b. Satisfactory
c. Average
d. Dissatisfactory
Chart Title

20. Rate the overall satisfaction with employee welfare activities of the Organization?
b. Satisfactory
c. Average
d. Dissatisfactory
Chart Title

21. Your Organization considers training as a part of organizational strategy. Do you agree
with this statement?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
Chart Title
· Strongly agree · Agree · Somewhat agree · Disagree
22. How many training programs will you attend in a year?

 Less than 10
 10-20
 20-40
 More than 40
Chart Title
1
2
· Less than 10 · 10-20 · 20-40 · More than 40

23. To whom the training is given more in your organization?
 Senior staff
 Junior staff
 New staff
 External
Chart Title
1
6
· Senior staff · Junior staff · New staff · External
24. What are all the important barriers to Training and Development in your organization?
 Time Money
 Lack of interest by the staff
 Non-availability of skilled trainer
Chart Title
· Time Money · Lack of interest by the staff

· Non-availability of skilled trainer
25. What mode of training method is normally used in your organization?
 Job rotation
 External training
 Conference/discussion
 Programmed instruction
Chart Title
7 6
· Job rotation · External training

· Conference/discussion · Programmed instruction
26. Employees are given appraisal in order to motivate them to attend the training. Do u
agree with this statement?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
Chart Title
0
· Strongly agree · Agree · Somewhat agree · Disagree

27. Training is must for enhancing productivity and performance?
 Completely agree
 Partially agree
 Disagree
 Unsure
Chart Title
0 0
12
· Completely agree · Partially agree · Disagree · Unsure
28. From the following training methods under which training method you have trained?
 On the job
 Off the job
 Both
Chart Title
10
· On the job · Off the job · Both

29. Did you attend the training program before induction in the organization
 Yes
 No
Chart Title
10
· Yes · No
30. If you trained under on the job training method then from the following method which
 Job rotation
 Coaching
 Other
Chart Title
· Job rotation · Coaching · Other

31. If you trained under off the job training method from the following method which
 Lecture method
 Vestibule method
 Other
Chart Title
· Lecture method · Vestibule method · Other
32. Are you satisfied with the effectiveness of training program?

 Excellent
 Very Good
 Average
 Poor
Chart Title
· Excellent · Very Good · Average · Poor

33. Do you think that the feedback can evaluate the effectiveness of training program?
 Yes
 No
Chart Title
· Yes · No
34. Do you like to attend the training program?

 Yes
 No
Chart Title
· Yes · No
35. How often do you undergo training?
 Every week
 Every one month
 Every three months
 Once a year
Chart Title
· Every week · Every one month

· Every three months · Once a year
36. What are the methods of facilitation at the training you have attended?
 Lecture
 Demonstrations
 Discussions
 Presentation
 All the above
Chart Title
· Lecture · Demonstrations · Discussions

· Presentation · all the above
37. Do the methods used during training have any impact on your skill?
 Yes ( )
 No ( )
Chart Title
· Yes ( ) · No ( )
38. How will you rate the quality of the training program for which you have participated?
 Average
 Good
 Very good
 Excellent
Chart Title
· Average · Good · Very good · Excellent

39. How relevant were the trainings you received to your work?
 Not relevant at all
 Not relevant
 Not sure
 Effective
 Very effective
Chart Title
· Not relevant at all · Not relevant · Not sure

· Effective · Very effective
40. In your opinion, do you think training has helped improve your job performance?
 Yes
 No
Chart Title
· Yes · No

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EXECUTIVE SUMMARY:

THE OBJECTIVE OF INTERNSHIP:

SCOPE OF INTERNSHIP TRAINING PROGRAM:

 To know the career option available at industries after completion of MBA.

Soft drinks industry in India

1.3 ORGANIZATION PROFILE

 Christina Ruggiero, CEO - HCCBPL

 Dinesh Jadhav, Senior Vice President - Supply Chain

 Seema Nair, Executive Director - Human Resources

 Gaurav Khosla, Senior VP - Strategic Procurement

 Prasanna Borah, Chief Information Officer

 Kamlesh Kumar Sharma, Chief Communications Officer

 Ashish Pingle, Head - Business Transformation

 Lagan Shastri, Senior VP - Strategy and Commercial

Enriching lives across the country by building a consumer-driven, customer-focused,

1.7 QUALITY POLICY:

Coca – cola global water standards meet most stringent

3. Water - Kinley, Bo aqua

Soft drink canning line showing filling operations

1.11 COMPETITORS INFORMATION

 Meghan fruits products pvt ltd, putter

Strength: 1. The best global brand in the world in

Weakness: 1. Significant focus on carbonated drinks

Opportunities: 1. Bottled water consumption growth

1.13 FUTURE GROWTH/FUTURE OUTLOOK

2.1.1 HUMAN RESOURCES

Human resources focuses on maximizing employee productivity. HR professionals manage

i. Recruitment: Recruitment (hiring) is a core function of human resource management.

Third Party Methods:

Need for recruitment:

Purpose and Importance of Recruitment:

1. Abu Zafar Mahmudul Haq, “Recruitment and Selection Process of a Private

2. Akuamoah Worlanyo Saviour, “The Impact of Effective Recruitment and Selection

3. Dr. Bala Koteswari, Kavya S, “Effectiveness of recruitment and selection process at

4. Dr. N. Sree Rajani, Dr. V. Bhargavi Reddy, A. Parvathi, “Recruitment practices in

5. Dr G.Vignesh, Santhosh Kumar, “Study on recruitment and selection in service

6. Elena Lukova “Choosing Recruitment Strategies”

7. “Employee recruitment and selection practices by small and medium sized

9. Ghulam Nabi, “Effective Recruitment and Selection Procedures”

18. Sudhamsetti.Naveen, Dr.D.N.M Raju, “Study on recruitment & selection process

3.1 Statement of the Problem

3.2 Need for the study

 To get practical knowledge on recruitment and selection process adopted in the

 To comprehend the results and provide suitable suggestions.

3.4 Scope of the study:

3.5 RESEARCH METHODOLOGY:

METHOD OF COLLETION OF DATA:

Primary data collection

Secondary data collection

Sampling Unit: Hindustan Coca-cola Beverages Pvt Ltd, Bidadi.

STATISTICAL TOOLS USED IN THE RESEARCH:

It is a type of graphical representation of information in terms of numerical values and variables

The following are some of the limitations of the study:

1. Reaching large number of respondents in short period was not possible.

3.7 Chapter Scheme

4.4.1 CLASSIFICATION OF THE RESPONDENTS ON THE BASIS OF GENDER

Particulars Respondents Percentage

Chart 1: Chart showing the Classification of respondents on the basis of Gender

Particulars Respondents Percentage