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In present scenario it is true that we can obtain any information regarding

any matter or subject because of the availability of different sources like books,

journals, case studies, and also through internet .we read a lot of principles,

strategies, processes and different ways to do a piece of work but a practical

training or exposure teaches much more to us.

A management student can understand in better way the different types of

situations of management and market by a practical task. During their training,

students come to know that how the different decisions in different situations are

taken by responsible authority. Students get an opportunity to integrate their

knowledge and theoretical concepts with work assigned to them.

In this report and attempt has been made to co-relate the theoretical aspect of the

formal procedure of HR activities.




No work can be done in vacuum; the accomplishment of this project would have

not been possible individually without the assistance and valuable support from

various sources.

I take opportunity to express my profound sense of gratitude and respect to all

those who helped me duration of this project.

I owe my thanks to my parents and my friends for their constant support and

encouragement during the work.

I wish to say thank from the bottom of my heart to (MBA) and to Professor for

providing me the opportunity to get the practical experience. I also would like to

thank to and all faculty members of MBA for their co-operation.




The basic objective of the project undertaken will be as follows: -

To know the managerial satisfaction level about Recruitment and Training

and Development procedure.

To critically analyze the functioning of the recruitment and Training and

Development procedure.

Different method adopted towards employees trained them and how it is


What factors are required to find out the training needs.

In changing scenario, what attributes are required in an individual.

To know the training procedures.

To critically analyse the functions of training.

To identify a new areas by which workers do their work more effectively.

How company survives in competitive era with respect of competence

required in an individual.


The purpose of the methodology is to describe the research procedure. This

includes overall research design, the sampling procedure, the data collection

method, and analysis

procedure. Out of total universe 15 respondents from coca-cola have been taken for

convenience. The sample procedure chosen for this are statistical sampling

method. Here randomly employees are selected and interviewed. Information,

which I collected, was based on the questionnaires filled up by the sample

employees. Under secondary method I took the help of various

reference books which I have mentioned in bibliography and also by way of

surfing through the company website.

Primary Data

Questionnaire: Corresponding to the nature of the study direct, structured

questionnaires with a mixture of close and open-ended questions will be

administered to the relevant respondents within the Personnel and other

Departments of the organisation.

Secondary Data

Organizational literature: Any relevant literature available from the organisation

on the Company profile, recruitment & Training and Development procedures, Job

specifications, department-wise break up of manpower strength and the

organisational structure. Other Sources: Appropriate journals, magazines such as

Human Capital, relevant newspaper articles, company brochures and articles on

www sites will also be used to substantiate the identified objectives.

Sampling Plan and Design

A questionnaire will be used for the purpose of research: Questionnaire: To test the

validity and effectiveness of the recruitment and Training and Development

procedures within the organisation and to test th validity and effectiveness of the

policies and procedures within the organisation. The basic rationale of

Questionnaire is to ascertain the perception of the non-HR departments in terms of

the validity and effectiveness of the policies and procedures used by the

organisation. It is also in line with the assessment of any

suggestions/recommendations that the respondents from

these Departments might have in terms of the use of an alternative source/device of

recruitment and retention, than what already forms the current practice of the HR

Department. Questionnaire would be administered to 15 respondents, holding a

senior designation within the Personnel

Department of the organisation. It will also be administered to at least 15

respondents belonging to typical Departments within the organisation and holding

senior designations within their respective Departments. Sampling Element For the

purpose of administering the Questionnaire, the respondents would comprise of

personnel holding senior designations within the Personnel Department of the

organisation. The respondents for the Questionnaire will also be preferably being

panel members of the Recruitment & Training and Development Board of the

organisation. The respondents would comprise of personnel holding senior

designations within certain typical Departments

identified within the organisation, namely:


Finance Operations



In May, 1886, Coca Cola was invented by Doctor John Pemberton a pharmacist

from Atlanta, Georgia. John Pemberton concocted the Coca Cola formula in a

three legged brass kettle in his backyard. The name was a suggestion given by John

Pemberton's bookkeeper Frank Robinson.

Birth of Coca Cola

Being a bookkeeper, Frank Robinson also had excellent penmanship. It was he

who first scripted "Coca Cola" into the flowing letters which has become the

famous logo of today. The soft drink was first sold to the public at the soda

fountain in Jacob's Pharmacy in Atlanta on May 8, 1886.

About nine servings of the soft drink were sold each day. Sales for that first year

added up to a total of about $50. The funny thing was that it cost John Pemberton

over $70 in expanses, so the first year of sales were a loss.

Until 1905, the soft drink, marketed as a tonic, contained extracts of cocaine as

well as the caffeine-rich kola nut.

Asa Candler

In 1887, another Atlanta pharmacist and businessman, Asa Candler bought the

formula for Coca Cola from inventor John Pemberton for $2,300. By the late

1890s, Coca Cola was one of America's most popular fountain drinks, largely due

to Candler's aggressive marketing of the product. With Asa Candler, now at the

helm, the Coca Cola Company increased syrup sales by over 4000% between 1890

and 1900.

Advertising was an important factor in John Pemberton and Asa Candler's success

and by the turn of the century, the drink was sold across the United States and

Canada. Around the same time, the company began selling syrup to independent

bottling companies licensed to sell the drink. Even today, the US soft drink

industry is organized on this principle.

Until the 1960s, both small town and big city dwellers enjoyed carbonated

beverages at the local soda fountain or ice cream saloon. Often housed in the drug

store, the soda fountain counter served as a meeting place for people of all ages.

Often combined with lunch counters, the soda fountain declined in popularity as

commercial ice cream, bottled soft drinks, and fast food restaurants became


On April 23, 1985, the trade secret "New Coke" formula was released. Today,

products of the Coca Cola Company are consumed at the rate of more than one

billion drinks per day.


In 1798 The term "soda water" first coined.

In 1810 First U.S. patent issued for the manufacture of imitation mineral waters.

In 819 The "soda fountain" patented by Samuel Fahnestock.

In 1835 The first bottled soda water in the U.S.

In 1850 A manual hand & foot operated filling & corking device, first used for

bottling soda water.

In 1851 Ginger ale created in Ireland.

In 1861 The term "pop" first coined.

In 1874 The first ice-cream soda sold.

In 1876 Root beer mass produced for public sale.

In 1881 The first cola-flavored beverage introduced.

In 1885 Charles Aderton invented "Dr Pepper" in Waco, Texas.

In 1886 Dr. John S. Pemberton invented "Coca-Cola" in Atlanta, Georgia.

In 1892 William Painter invented the crown bottle cap.

In 1898 "Pepsi-Cola" is invented by Caleb Bradham.

In 1899 The first patent issued for a glass blowing machine, used to produce glass


In 1913 Gas motored trucks replaced horse drawn carriages as delivery vehicles.

In 1919 The American Bottlers of Carbonated Beverages formed.

In 1920 The U.S. Census reported that more than 5,000 bottlers now exist.

In Early 1920's The first automatic vending machines dispensed sodas into cups.

In 1923 Six-pack soft drink cartons called "Hom-Paks" created.

In 1929 The Howdy Company debuted its new drink "Bib-Label Lithia Ted

Lemon-Lime Sodas" later called "7 up" invented by Charles Leiper Grigg.

In 1934 Applied color labels first used on soft drink bottles, the coloring was

baked on the face of the bottle.

In 1952 The first diet soft drink sold called the "No-Cal Beverage" a ginger ale

sold by Kirsch.

In 1957 the first aluminum cans was used.

In 1959 The first Diet Cola sold.

In 1962 The pull-ring tab first marketed by the Pittsburgh Brewing Company of

Pittsburgh, PA. The pull-ring tab was invented by Alcoa.

In 1963 The Schlitz Brewing Company introduced the "Pop Top" beer can to the

nation in March, invented by Ermal Fraze of Kettering, Ohio.

In 1965 Soft drinks in cans dispensed from vending machines.

In 1965 The resalable top invented.

In 1966 The American Bottlers of Carbonated Beverages renamed The National

Soft Drink Association.

In 1970 Plastic bottles are used for soft drinks.

In 1973 The PET (Polyethylene Terephthalate) bottle created.

In 1974 The stay-on tab invented, introduced by the Falls City Brewing Company

of Louisville, KY.

In 1979 Mello Yellow soft drink is introduced by the Coca Cola Company as

competition against Mountain Dew.


As an MNC of the globe, Coca-Cola is one of the largest soft drink company in the

world with its head quarters in Atlanta, U.S.A.?

Coca-Cola was not a new company for India, it was operating in India since

70s but because of Jan Singh government anti foreign investment policy, it has to

close its operation in India. After 16 year of absence, it returned in November

1993. Coca-Cola India has made significant investment, plants, distribution system

and marketing equipment.

During the past decade Coca-Cola system has invested more than $1 billion

in India. It becomes country top international invested. Coca-Cola directly employs

approximately 8000 local people in India. It indirectly creates employment for

more than 15000 people in India. All the goods & services required to produce and

market Coca-Cola locally are made in India.

Coca-Cola in India produces about 10 brands including different types of

product like Sun fill in collaboration with other FMCG companies.

Coca-Cola is endorsing different types of culture program as well in India.

Coca-Cola is also sponsoring the sports on India. Coca-Cola is helping India to

develop the culture and tradition of India.

Coca-Cola also participates an activity in the community activities in India.

The main aim of Coca-Cola India is to strive every day to refresh the market place,

preserve the environment and strengthen the communities along with satisfying the

communities along with satisfying the consumer of India.

All the heard of their business is the trust consumer place in them. They

rightly expect, that coca-cola is managing their business according to sound ethical

principle that they are enhancing the health of their communities and that they are

using natural resources responsibility.

India with a population of more than 100 crores is potentially one of the largest

consumer markets in the world with urbanization and development of economy.

Tastes and interests of the people change according to the advance nation.

Marketing is about winning this new environment. It is about understanding

what consumer wants and supplying it more efficiently and more conveniently.

The consumer market may be identified as the market for product and

services that are purchased by individuals as household for their personnel

computation. Soft drink is a typical consumer product purchased by individual

primarily to quench their thirst and also for refreshment.

Different types of soft drinks are available in the market and more and less

contents of all soft drinks are same. The market of soft drinks is facing a cutthroat

competition and many companies are floating in the market with their product with

different brand name. In such a situation different factors that influence the people

choice for soft drink are taste, quality, image easy availability and the product cost

of advertisement. The government of India has considered the soft drink industry

as non-essential. As a result the excise duty levied by government on better soft

drinks is very high. A bottle of soft drink today cost Rs.6.00 the ultimate


Thus in the country like India where more than 50% of total population

exist below poverty line, lots of consumer cannot afford such price for soft drinks.

As a result the trading activity of soft drink industry concentrated in and

around those populations, whose purchasing power is considered comparatively


Soft drink industries in India has an annual sale of about 6000 crores with per

capital consumption of soft drink at a low of nine bottle per annum (even Pakistan

has a per capital consumption of 16) in china and USA. It is more than 800 bottle

is due to price factor. With price of all products is skyrocketing; soft drink at a rate

of Rs.5.00 per bottle is very low.

So, marketing is both philosophy and technology, it is technology because it

suggests ways and means for effective production and distribution of good and

services in the market to give maximum satisfaction to the consumer. The

marketing manager is responsible for both determining and suitability of goods and

services presented by the company to the market and also determining about

potential market and make better relation with retailer.

In the regard the marketing management will have to apply the

marketing technology in the conceptual philosophy of a system. It is the process of

system analysis in the marketing management for effective research and can be

systematic objective and exhaustive study of tasks relevant to any problem in the

field of marketing.


Around 1948 the first branded soft drink came in Indian market. The soft

drink was named as Gold Spot before Coca-Cola entered the country to dominate

the scene in 1950s.

Parle exports (P.) Ltd., was the first Indian company to introduce a lemon

soft drink, this drink was known as Limca and it was introduced in 1970s

However, before this they had introduced Cola Pepino, which was withdrawn in

face of tough competition from Coca-Cola.

In the year 1979 Coca-Cola left Indian market and this brought in an

opportunity to various Indian companies to show their caliber. At this time a new

Parle products introduced soft drink and Parle products introduced this and this

was named thumps-up. This was Coca-Cola drink, which had a burnt sugar colour.

This drink was introduced with a mighty saying happy day are here again.

As if happy day went away with Coca-Cola. There was another company named

pure drinks, which introduced the soft drink named Campa Cola along with orange

and lemon flavor.

Just after this many more companies entered the Indian soft drink market a

sort drink named company Modern bakers have introduced double-7. Another

company, Mohan Meakins also came with Thrill, Rush


Brindawan Beverages Ltd. (B.B.P.L.) a bottling company was started during

the year 1986 in Bangalore due to the humble services Mr. S.N. Ladhani, the

Marketing Director of the company, with an initial capital of Rs.25 Lacks B.B.L.

has a franchise agreement with Parle Exports Pvt. Ltd. for 10 years to manufacture

and sell its products.

During November 1993, Parle Exports sold all its 60 franchises to Coca-

Cola India in order to compete with Pepsi. In the War B.B.L. has undergone in the

territory of Coca-Cola. The company is manufacturing and selling Thumps Up,

Coke, Limca, Fanta, Mazza, and Kinley Soda for Bareilly franchise. This is also

serving the nearby cities like Rampur, Moradabad, Badaun, Haldwani,

Shahjahanpur, Lakhimpur, Almora, Chamoli, Pithoragrah, Nainital, Ranikhet etc.

M/s Brindawan Beverages Ltd. has its production unit, having capacity of

six hundred bottles per minute, located at Parasakhera Industrial Area, its

marketing office is located at Swaley Nagar, Bareilly. The storage of filled bottles

is done in the godown which is located next to the production unit B.B.L. has 3

more bottling plants located at Barabanki, Faizabad, and Hathras. All the activities

are centralized from the head office located at Bangalore. The director, marketing

is the head of the organization and incharge of all the administrative matter and
General Manager, Production is incharge of the production and takes care of the

production department.


Bottling plant of Brindawan Beverages Ltd. is located at a distance of 12

from Bareilly-Rampur highway i.e. (Parsakhera Industrial Area).


Wide areas of 12 district of Uttar Pradesh are being served by this plant

though its 85 distributors. Following are the districts covered by Brindawan

beverages PVT. Ltd. (B.B.L.)

Bareilly Badaun

Rampur Moradabad

Shahjahanpur Nainital

Almora Ranikhet

Chamoli Lakhimpur

Pithoragarh Haldwani

Various Brands sold under the seal of Brindawan Beverages Ltd.

Thums up Coca-Cola (Coke)

Limca Fanta

Maaza Kinley Water

Kinley Soda Sprite

BBPL is also running 3 more plants located at Barabanki, Faizabad, Hathras and

the following brand and packs are being supplied from these above three plants

these are:


Coke 1 liter

Thumps Up 1 liter.



Coca-Cola is the most popular and biggest-selling soft drink in history, as well as

the best-known product in the world. Created in Atlanta, Georgia by Dr. John S.

Pemberton, Coca-Cola was first offered as a fountain beverage by mixing Coca-

Cola syrup with carbonated water.



Thums Up is a leading carbonated soft drink and most trusted brand in India.

Originally introduced in 1977, Thums Up was acquired by The Coca-Cola

Companyin1993. Thums Up is known for its strong, fizzy taste and its confident,

mature and uniquely masculine attitude. This brand clearly seeks to separate the

men from the boys.



Introduced in 1960, Sprite is the world's leading lemon-lime flavored soft drink.

Sprite is sold in more than 190 countries and ranks as the No. 4 soft drink

worldwide, with a strong appeal to young people.

Millions of people enjoy Sprite because of its crisp, clean taste that really quenches

your thirst. But Sprite also has an honest, straightforward attitude about things that

sets it apart from other soft drinks. Sprite encourages you to be true to who you are

and to obey your thirst.



A favorite in Europe since the 1940s, Fanta was acquired by The Coca-Cola

Company in 1960. Fanta Orange is the core flavor, representing about 70% of

sales, but other citrus and fruit flavors have their own solid fan base.



"Yaari-Dosti Taaza Maaza"

With the real fruit taste kids love, plus added calcium, Maaza's tagline, "Yaari-

Dosti Taaza Maaza" means "Friendship moments with fresh Maaza" in Hindi.

Maaza was introduced in India in 1984 as a noncarbonated mango fruit

drink. It was acquired by The Coca-Cola Company in 1993 and is currently

available in three flavors, mango, pineapple and orange -- plus added calcium.



This thirst-quenching beverage features a fresh, light lemon-lime taste and fun-

loving attitude. It's a home-grown, national treasure in India, where it was acquired

by The Coca-Cola Company in 1993. The product's invigorating taste and cloudy

look haven't changed, but the brand has been revitalized with a new marketing




Introduced in India in August 2000, Kinley is purified bottled water. In a country

where many people are concerned about reliable drinking water, Kinley delivers a

product that is safe and suitable for consumers.

Within ten months of its launch, Kinley had emerged as India's number two

packaged water and is currently the number three Coca-Cola product.



Coca-Cola 200ml, 300ml, 500ml, 1 liter, 1.5 liter, 2 liter

Thumps-Up 300ml, 500ml, 1 liter, 1.5 liter

Limca 300ml, 1 liter, 1.5 liter

Fanta 300ml, 1 liter, 1.5 liter

Mazza 200ml

Sprite 300ml, 1 liter, 1.5 liter

Diet Coke 300ml, 1 liter, 1.5 liter

Kinley Soda 300ml





Well known

Branding obvious and easily recognized

Customer loyalty


Word of mouth

Lack of popularity of many Coca Colas brands

Health issues

Result of low profile or non- existent


Many successful brands to pursue

Advertise its less popular product

Buy out competition

More brand recognition


Changing health- consciousness attitude

Legal issues

Health ministers

Competition ( Pepsi )



Employee Training and Development refers to the ability of an

organization to retain its employees. Employee Training and Development can be

represented by a simple statistic (for example, a Training and Development rate of

80% usually indicates that an organization kept 80% of its employees in a given

period). However, many consider employee Training and Development as relating

to the efforts by which employers attempt to retain employees in their workforce.

In this sense, Training and Development becomes the strategies rather than the


A distinction should be drawn between low-performing employees and top

performers, and efforts to retain employees should be targeted at valuable,

contributing employees. Employee turnover is a symptom of deeper issues that

have not been resolved, which may include low employee morale, absence of a

clear career path, lack of recognition, poor employee-manager relationships or

many other issues. A lack of satisfaction and commitment to the organization can

also cause an employee to withdraw and begin looking for other opportunities. Pay

does not always play as large a role in inducing turnover as is typically believed.

In a business setting, the goal of employers is usually to decrease employee

turnover, thereby decreasing training costs, recruitment costs and loss of talent and

organizational knowledge. By implementing lessons learned from

key organizational behavior concepts, employers can improve Training and

Development rates and decrease the associated costs of high turnover. However,

this isn't always the case. Employers can seek "positive turnover" whereby they

aim to maintain only those employees whom they consider to be high performers.


Training and Development management focuses on measures that lead

to Training and Development of employees. It includes activities that

systematically influence the binding, performance and degree of loyalty of staff.

David J. Forrest (1999) defines 5 basic principles of Training and Development

management that lead to employee performance and satisfaction, and therefore to

their retention.

1. employees need to feel they are appreciated, valued and trusted. It is about

respecting people and their contributions to the company effort.

2. development. Employees who participate in their own growth and

development plans are going to stay with the company because they know

their company wants more for them.

3. growth in responsibility. Most people want to grow and to feel more

competent and more responsible, at any level. A good company helps

people manage themselves by consistently focusing on performance and

results. The manager teaches the employee what they are good at, what else

they need to know and how to get it. As they grow they receive higher

levels of responsibility and accountability. This attitude also encourages

innovation and creativity.

4. good relationship with the manager. The supervisor represents the personal

experience of a corporation of employees and therefore reflects, for better or

for worse, its underlying attitudes toward them.

5. success. The valued and successful employee stays. This implies, of course,

that the work is meaningful to the corporate enterprise. The strong employer

rewards employees for helping to make others successful as well.


Employee Surveys By surveying employees, organizations can gain insight into

the motivation, engagement and satisfaction of their employees. It is important for

organizations to understand the perspective of the employee in order to create

programs targeting any particular issues that may impact employee retention.

Exit Interviews By including exit interviews in the process of employee

separation, organizations can gain valuable insight into the workplace experience.

Exit interviews allow the organization to understand the triggers of the employees

desire to leave as well as the aspects of their work that they enjoyed. The

organization can then use this information to make necessary changes to their

company to retain top talent. Exit interviews must, however, ask the right questions

and elicit honest responses from separating employees to be effective.

Employee Training and Development Consultants An employee Training and

Development consultant can assist organizations in the process of retaining top

employees. Consultants can provide expertise on how to best identify the issues

within an organization that are related to turnover. Once identified, a consultant

can suggest programs or organizational changes to address these issues and may

also assist in the implementation of these programs or changes.


For organizations and employers, understanding the environment is the first

step to developing a long-term Training and Development strategy. Organizations

should understand why employees join, why they stay and why they leave an

organization. This join, stay, leave model is akin to a three-legged stool, meaning

that without data on all three, organizations will be unsuccessful in implementing a

proper Training and Development strategy.

Why employees join- The attractiveness of the position is usually what entices

employees to join an organization. However, recruiting candidates is only half the

problem while retaining employees is another. Understanding what your

employees are looking for in the job while simultaneously making sure your

expectations are correct are both important factors to address in the hiring process.

High performing employees are more likely to be retained when they are given

realistic job previews. Organizations that attempt to oversell the position or

company are only contributing to their own detriment when employees experience

a discord between the position and what they were initially told. To assess and

maintain retention, employers should mitigate any immediate conflicts of

misunderstanding in order to prolong the employees longevity with the

organization. New-hire surveys can help to identify the breakdowns in trust that

occur early on when employees decide that the job was not necessarily what they


Why employees stay- Understanding why employees stay with an organization is

equally as important to understanding why employees choose to leave. Recent

studies have suggested that as employees participate in their professional and

community life, they develop a web of connections and relationships. These

relationships prompt employees to become more embedded in their jobs and by

leaving a job; this would severe or rearrange these social networks. The more

embedded employees are in an organization, the more they are likely to


tion.aspx Additionally, the extent to which employees experience fit between

themselves at their job, the lesser chance they will search elsewhere. Organizations

can ascertain why employees stay by conducting stay interviews with top

performers. A stay survey can help to take the pulse of an organizations current

work environment and its impact on their high performing employees. Employers

that are concerned with over-using stay interviews can achieve the same result by

favoring an on-going dialogue with employees and asking them critical questions

pertaining to why they stay and what their goals are.

Why employees leave- By understanding the reasons behind why employees leave,

organizations can better cater to their existing workforce and influence these

decisions in the future. Oftentimes, it is low satisfaction and commitment that

initiates the withdrawal process, which includes thoughts of quitting in search of

more attractive alternatives. If administered correctly, exit interviews can provide a

great resource to why employees leave. Typically, employees are stock in their

responses because they fear being reprimanded or jeopardizing any potential future

reference. The most common reasons for why employees leave are better pay,

better hours and better opportunity. These typical answers for leaving, often signal

a much deeper issue that employers should investigate further into. By asking

relevant questions and perhaps utilizing a neutral third party provider to conduct

the interview, employers can obtain more accurate and quantifiable data. Contrary

to what most organizations believe, employees often leave due to relationships

with manager and/or treatment of employees and not compensation, as this is often

a response that employees are uncomfortable expressing to their organization

directly. Training and Development Diagnostic is a rapid benchmarking process

that identifies the costs and can help uncover what affects employee loyalty,

performance and engagement.


By focusing on the fundamentals, organizations can go a long way towards

building a high-Training and Development workplace. Organizations can start by

defining their culture and identifying the types of individuals that would thrive in

that environment. Organizations should adhere to the fundamental new hire

orientation and on boarding plans. Attracting and recruiting top talent requires

time, resources and capital. However, these are all wasted if employees are not

positioned to succeed within the company. Research has shown that an employees

first 10 days are critical because the employee is still adjusting and getting

acclimated to the organization. Companies retain good employees by being

employers of choice.

Recruitment- Presenting applicants with realistic job previews during the

recruitment process have a positive effect on retaining new hires. Employers that

are transparent about the positive and negative aspects of the job, as well as the

challenges and expectations are positioning themselves to recruit and retain

stronger candidates.

Training and Development- There are plethora of Training and Development tools

that can help predict job performance and subsequently retention. These include

both subjective and objective methods and while organizations are accustomed to

using more subjective tools such as interviews, application and resume evaluations,
objective methods are increasing in popularity. For example, utilizing biographical

data during Training and Development can be an effective technique. Biodata

empirically identifies life experiences that differentiate those who stay with an

organization and those who quit. Life experiences associated with employees may

include tenure on previous jobs, education experiences, and involvement and

leadership in related work experiences.

Socialization- Socialization practices delivered via a strategic onboarding and

assimilation program can help new employees become embedded in the company

and thus more likely to stay. Research has shown that socialization practices can

help new hires become embedded in the company and thus more likely to stay.

These practices include shared and individualized learning experiences, activities

that allow people to get to know one another. Such practices may include

providing employees with a role model, mentor or trainer or providing timely and

adequate feedback.

Training and development- Providing ample training and development

opportunities can discourage turnover by keeping employees satisfied and well-

positioned for future growth opportunities. In fact, dissatisfaction with potential

career development is one of the top three reasons employees (35%) often feel

inclined to look elsewhere. if employees are not given opportunities to continually

update their skills, they are more likely to leave. Those who receive more training

are less likely to quite than those who receive little or no training. Employers that

fear providing training will make their employees more marketable and thus

increase turnover can offer job specific training, which is less transferable to other

contexts. Additionally, employers can increase Training and Development through

development opportunities such as allowing employees to further their education

and reimbursing tuition for employees who remain with the company for a

specified amount of time.

Compensation and rewards- Pay levels and satisfaction are only modest predictors

of an employees decision to leave the organization; however organizations can

lead the market with a strong compensation and reward package as 53% of

employees often look elsewhere because of poor compensation and benefits.

Organizations can explicitly link rewards to Training and Development (i.e.

vacation hours to seniority, offer Training and Development Bonus

payments or Employee stock options, or define benefit plan payouts to years of

services)[18] Research has shown that defined compensation and rewards as

associated with longer tenure. Additionally, organizations can also look to intrinsic

rewards such as increased decision-making autonomy. Though this is important,

employers should not leave organization.

Effective Leaders- An employees relationship with his/her immediately

ranking supervisor or manager is equally important to keeping to making an

employee feel embedded and valued within the organization. Supervisors need to

know how to motivate their employees and reduce cost while building loyalty in

their key people. Managers need to reinforce employee productivity and open

communication, to coach employees and provide meaningful feedback and inspire

employees to work as an effective team. In order to achieve this, organizations

need to prepare managers and supervisors to lead and develop effective

relationships with their subordinates. Executive Coaching can help increase an

individuals effectiveness as a leader as well as boast a climate of learning, trust

and teamwork in an organization. to encourage supervisors to focus on Training

and Development among their teams, organizations can incorporate a Training and

Development metric into their organizations evaluation.

Employee Engagement- Employees who are satisfied with their jobs, enjoy their

work and the organization, believe their job to be more important, take pride in the

company and feel their contributions are impactful are five times less likely to quit

than employees who were not engaged. Engaged employees give their companies

crucial competitive advantages, including higher productivity and lower employee



This survey is conducted under the presumption of the functioning of the

Recruitment and Training and Development Procedure in COCA-COLA .

In testing the above hypothesis the following aspects will be considered: -

Manpower Planning

Recruitment Policy

Sources of Recruitment

Latest Techniques of Recruitment

Recruitment of Summer/In-plant Trainees

Training and Development Policy

Feedback of Recruitment and Training and Development Procedure


1. How long have you been working in the organization?

Less than 1 year 11
1 to 4 year 15
More than 4 year 24
Total 50

less than 1 year

more than 4
1 to 4 year

INTERPRETATION- From the above table we conclude that 11 employees are

working in the organization with less than 1 year,15 employees are working
between 1 to 4 years in the organization,24 employees are working for more than 4

2. Were you aware of the company brand before applying for a position?

Yes 46
No 4
Total 50




INTERPRETATION- From the above table and graph we conclude that 46

people were aware of the brand before applying for the position whereas 4 were
unaware of it.

3. Were you satisfied with the recruitment process?

Yes 37
No 4
Could have been better 9
Total 50

yes no could have been better




INTERPRETATION- From the above table and graph it is observed that, the
satisfaction level of the employees from the Recruitment process is higher. 37% of
the employees were satisfied with the recruitment process.
4. Do you think the present profile / position will help you to grow individually

Yes 40
No 3
Can't say 7
Total 50

6% can't say


INTERPRETATION- From the above table and graph it is observed that, 40

employees were satisfied with the present profile and position. They were aware
that the present profile would help them grow individually. This notion will help
the employees as well as the organizations growth prospects. Thus we can see
that the organization puts an extra effort on the individual growth of the employee.
5. Which internal source of recruitment is followed by the company and given
more priority?

Internal promotion 22
Employee referrals 24
Transfer 4
Total 50



INTERPRETATION-From the above table and graph we conclude that 22 people

were agree for the internal promotion, 24 people were agree for the employee
referrals ,and 4 people were agree for the transfer. Therefore we conclude that
employee referral is given more priority.

Which source of recruitment is relied upon when immediate requirement arises?
Internal 35
External 15
Total 50




INTERPRETATION- It was found that 15% of people relied on external sources

and 35% of people relied on internal sources.

6. What would be your primary reasons for leaving the company ?

Benefits & salary 11
Better job opportunity elsewhere 24
Conflict with co-worker/ higher
authority/management 1
Working conditions 3
Job expectations 10
Poor performance evaluation 1
Total 50

Axis Title

benefit better conflict working job poor
s& job with conditi expecta perfor
salary opport co- ons tions mance
unity worker evaluati
elsewh / higher on
ere autho
response 11 24 1 3 10 1

INTERPRETATION- From the above table and graph we conclude that the 11
employees will leave the company for better benefits & salary, 24 employees will
leave the company for better job opportunity elsewhere, 1 employee will leave the
company for conflict with co-worker/ higher authority / management, 3 employee

will leave the company due to working conditions, 10 employee will leave the
company for job expectation/challenges/growth, 1 employee will leave the
company due to poor performance evaluation.

7. Do you clearly understand the basis on which your performance is judged?

Yes 34
No 7
Not sure 9
Total 50

yes no not sure




INTERPRETATION-From the above table and graph we conclude that 34

employees know the reason on which their performance is being judged,7
employees dont know the reason on which their performance is being judged,
whereas 9 are not sure for this.

8. Which quality of candidate your organization looks while selecting a
candidate for a job?

Knowledge 37
Nature 1
Past experience 6
Team work 3
Others 3
Total 50


20 response
knowledge nature past team work others

INTERPRETATION- From the above table and graph we conclude that 37

employees go for knowledge,01 employee go for nature,06 employees go for past
experience,03 employees go for team work,03 employees go for others.

9. Which of the following methods does your company choose for sourcing ?

Campus 15
Consultants 5
Walk in 6
Advertisement 5
Job fair 7
Portals 3
Employee referrals 9
Total 50

2 response

INTERPRETATION- From the above table and graph we conclude that 15

employees go for campus placement,09 employees for employee referrals, 06
employees go for consultants,05 employees go for walk-in, 07 employees go
for advertisement,03 employees go for job fair, 05 employees go for portals

10.Have you ever observed or experienced any kind of harassment at this
Caste harassment 3
Working hours harassment 4
Required leave harassment 4
None of these 39
Total 50


15 response
caste working required none of these
harassment hours leave
harassment harassment

INTERPRETATION- From the above table and graph we conclude that 03

employees opted for caste harassment,04 employees opted for working hour
harassment, 04 employees opted for required leave harassment, 39 employees
opted for none of these.

11.Do you satisfied with the health welfare and safety schemes of the
Strongly satisfied 13
Strongly dissatisfied 8
Little bit 20
None of these 9
Total 50


10 response
strongly strongly little bit none of these
satisfied dissatisfied

INTERPRETATION-From the above table and graph we conclude that

13employees were strongly satisfied with the health welfare and safety schemes of
the organization,08 employees were strongly dissatisfied,20 employees were
little bit satisfied,09 employees opted for none of these.


The analysis of the various sources of recruitment and Training and Development

devices is presented on the following pages. The response entailed from the HR

Department (as analysed from Questionnaire) represents current practice within the

organisation in terms of the sources of recruitment and Training and Development

devices used. The analysis of the response entailed from all the other

departments (as analysed from Questionnaire) forming the sample, represents the

perception of the respondents from these Departments in terms of the validity and

effectiveness of the various sources/devices of recruitment/Training and

Development (specific to these Departments) The analysis further entails any

suggestions/recommendations given by these non-HR Departments (forming the

sample for administering Questionnaire), in terms of any recruitment source and/or

Training and Development device that should be deployed by the organisation

International Journal of Innovation,Management and Technology, Vol. 1, No. 4,

October 2010




Based on the survey analysis and suggestion from the respondents, the following

are the proposed recommendation to improve the existing system and practices of

recruitment and Training and Development procedures:

Recruitment Policy

Apart from the director of the company, the operational head should have

the authority for sanctioning the vacancy of a right to recruit the candidates

as per the decisions.

Recruitment of summer/in-plant trainees

There should be a provision for the recruitment of summer/in-plant trainees

in the organization.

Internet Recruitment

Advertisement of jobs on Internet should be an accessible to maximum job

seekers. Service portal like monster.com, jobsahead.com, naukri.com etc

should be used.

Sources of recruitment

Company must recruit the individuals through valuable sources of


Training and Development Policy

Test developed by the company for the purpose of Training and

Development of the candidates should not be of complex nature.

There must be proper communication between the interviewer and

interviewee at the time of interview.

The reference procedure if adopting, should be analyzed properly before

recruitment them.

Training and Development Process

During the Training and Development process not only the experienced

candidates but also the fresh candidate should be selected so as to avail the

innovation and enthusiasm of new candidates. These candidates should be kept

on the job for some time period; if suitable they should be recruited. During

the Training and Development process, the candidates should be made relaxed

and at ease.

Summer/In plant Management Trainees

In the organization where summer/in-plant/management training facility

prevailing then such kind of practices must be adopted so that the student can

learn and again from their practical views.

Steps of Recruitment and Training and Development

Company should follow all the steps of recruitment and Training and

Development for the Training and Development of the candidates. Training

and Development process should be less time consuming.


The interview should not be boring, monotonous. It should be made

interesting. There must be proper communication between the Interviewer and

the Interviewee any the time of interview.

Evaluation and Control

Evaluation and control of recruitment and Training and Development should

be done fair judgment.


Methods used for Training and Development of candidates should be done

carefully and systematically.

Fair Training and Development

The attainment of goals and objective of any organization depend on the type

and quality of its manpower. To have right type of men at right job and at

right time, the recruitment and Training and Development procedure should

be fair and impartial.

Group Discussion for better assessment

This is indeed an important suggestion and authorities concerned should

immediately look into it and try to implement it.

The Problems and Limitations of the Study

Even though every effort has been done to minimize the variations and

present a factual picture with the help of statistical method, but still there are some

limitations: -

Availability of less time in meager economical support also acted as a

constraint towards improving the quality of the report.

Due to busy schedule of the HR Officers, they were not able to give more

time and attention.

Certain important information was kept secret; this is because of the reason

certain hypothesis were taken.

The respondents may not have marked all responses honestly, being

apprehensive of adverse management reaction.


Based on the analysis through the questionnaire responses the following is the

conclusion of the study.

The organization follows the rules and regulation involved in their Recruitment

and Training and Development Procedure of the organization. However, there is

some scope for improvement with regard to following:

1. The managers are fully satisfied with the existing Recruitment and Training

and Development procedure.

2. The recruitment and Training and Development procedure should not be


3. To some extent a clear picture of required candidates should be made in

order to search for appropriate candidates.

4. The Recruitment and Training and Development procedure should be


5. In COCA COLA, a proper Recruitment and Training and Development

procedure is followed.


S. S. Khanka, Organisational Behaviour, Third Edition, S. Chand & Company

C. R. Kothari, Research Methodology, Second Revised Edition, New Age

International Publishers

Fred Luthans, Organisational Behaviour, Eighth Edition, Mc Graw Hill

Stephen p. Robbins & Seema Sanghi, organizational Behaviour, Eleventh

Edition, Pearson Education










1. NAME : .



4. How long have you been working in the organization?

a. Less than 1 year [ ]

b. 1 to 4 years [ ]

c. More than 4 years [ ]

5. Were you aware of the company brand before applying for a position?

a. Yes [ ]

b. No [ ]

6. Were you satisfied with the recruitment process?

a. Yes [ ]

b. No [ ]

c. Could have been better [ ]

7. Do you think the present profile/position will help you to grow individually?

a. Yes [ ]

b. No [ ]

c. Cant say [ ]

8. Which internal source of recruitment is followed by the company and given

more priority?

a. Internal promotion [ ]

b. Employee referrals [ ]

c. Transfer [ ]

9. Which source of recruitment is relied upon when immediate requirement


a. Internal [ ]

b. External [ ]

10.What would be your primary reasons for leaving the company?

a. Benefits & Salary [ ]

b. Better Job Opportunity elsewhere [ ]

c. Conflict with co-worker/

higher authority/management [ ]

d. Working conditions [ ]

e. Job Expectation/challenges/growth [ ]

f. Poor performance evaluation [ ]

11.Do you clearly understand the basis on which your performance is judged?

a. Yes [ ]

b. No [ ]

c. Not sure [ ]

12.Which quality of candidate your organization looks while selecting a

candidate for a job?

a. Knowledge [ ]

b. Nature [ ]

c. Past experience [ ]

d. Team work [ ]

e. Others [ ]

13.Which of the following methods does your company choose for sourcing?

a. Campus [ ]

b. Employee referrals [ ]

c. Consultants [ ]

d. Walk in [ ]

e. Advertisement [ ]

f. Job fair [ ]

g. Portals [ ]

14.Have you ever observed or experienced any kind of harassment at this


a. Caste harassment [ ]

b. Working hour harassment [ ]

c. Required leave harassment [ ]

d. Any others./

None of these [ ]

15.Do you satisfied with the health welfare and safety schemes of the


a. Strongly satisfied [ ]

b. Strongly dissatisfied [ ]

c. Little bit [ ]

d. None of these [ ]

16. Your suggestion

Signature of employee